Executives of three separate companies that would be jointly selling a new service product were concerned that their sales teams would drift into channel conflict, wasting valuable time and resources.  The Executives sought some means of jointly training their sales teams so each team would understand how their individual activities contributed to overall success of the program.


Sales management from the three sales organizations were surveyed to identify the sales stages that each entity followed, and to coordinate the activities that occurred in each sales stage.  Sales management also provided insight into those facets of the new product that were unfamiliar to their teams and creating both low confidence and delays in advancing sales opportunities.  Sales management also offered opinion about the stakeholders, their issues and how adoption of the product would address the identified issues.


  • Using the input from sales management a narrative script was created.
  • Key stakeholder profiles were constructed that included background along with the stakeholders’ concerns, objections and relationship to other stakeholders
  • Facilitators were provided with master scripts that reflected the typical issues that arise during sales phases through close of business.  Facilitators played the roles of key stakeholders, providing answers to questions that the sales teams raised.

The simulation concluded with an open discussion where each team shared insights gained, open questions and proposed solutions.


Upon completion of the simulation, sales teams had dynamically developed the “big picture” by working together as they would need to do in the field.  To help maintain the momentum generated during the sales simulation, a working group was created with sales management of each company participating, and further web-based sales training courses developed and delivered.