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TRAINING HOME
The Science of Strategy
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The Benefits

Personal Skills Overview
Processes Payoffs Overview
  Porter's Six Principles and Sun Tzu
  Balance Score Card and Strategy Maps
  SPIN Selling
  Miller-Heiman Strategic Sales
  SPI's Solution Selling
Strategic Innovation Overview
 

Process Payoffs Overview

The rapid strategic cognition your people develop from our training never competes with other forms of management or sales training. It always makes these other forms of training more valuable by offering an, alternative picture of competitive situations. Standard sales and management processes and techniques address what different situations have in common, but training in decision-making must address the conditions that make every situation unique.

Classical strategy never attempts to redefine or re-engineer existing processes. Instead it provides a background of understanding (shown in red in the diagram below) that fills in the gaps giving you and your people deeper insight into what those processes work to accomplish.

For salespeople specifically, our training addresses the strategic issues that arise at every step in standard sales models such as Miller-Heiman's. Its strategic framework also provides the powerful insights needed to use sales techniques such as SPIN Selling. The missing ingredient in these systems is a larger context that inspires a salesperson's creative input into these systems.

Just as other training systems give your people a common vocabulary for discussing process and technique, classical strategy gives them an alternative vocabulary for discussing the unique aspects of your organization's competitive position in the market.  

In this series of articles, we explain our training by comparing it to other forms of strategic or sales training. These articles follow from principles of the science of strategy itself, which teaches that we only can understand a position by comparing it to other similar positions.

In general, front-line strategy addresses two areas overlooked by other forms of training.

1) Our training complements internal management control by teaching people how to make good decisions outside of standard processes.

2) Front-line strategic training puts processes into a larger competitive picture explaining not only why these systems work, but how you can make them work better.

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