SALES
01 / PRICE & VALUE“Give us your
best price.”
Your buyer wants a discount. Understand the constraint, make value concrete, and trade with intention.
WELCOME TO THE PRACTICE ROOM
Your world.
A little more pressure.
Choose a conversation you recognise. Practise staying clear, curious, and constructive when the other side pushes back.
Sales practice
“Give us your
SALES
02 / PROCUREMENTThe last-minute
curveball.
The deal is nearly there. Then procurement changes the payment terms. Slow the moment down and test the real constraint.
SALES
03 / VALUE CAPTURE · GAP SELLINGMake the gap
worth changing.
The buyer likes the idea but calls it “nice to have.” Diagnose current state, business impact and desired future state before discussing the proposal.
SALES
04 / VALUE CREATION · CHALLENGERTeach something
worth changing for.
A confident buyer sees no reason to change. Lead with a credible commercial insight, reframe the status quo, and create constructive tension.
SALES
05 / DEALING WITH OBJECTIONSDon’t swat
the objection.
The customer says implementation will be too disruptive. Clarify what the objection really means, isolate it, respond with evidence, and check back.
SALES
06 / NEGOTIATING & PROTECTING MARGINHold the line.
Keep the deal alive.
Procurement asks for a 15% discount against a competitive quote. Protect margin by diagnosing the request and trading across variables, not price alone.
SALES
07 / MULTI-STAKEHOLDER BUYINGDon’t sell to
one person.
Your champion likes the proposal and offers to circulate it internally. Map the decision system, uncover stakeholder concerns and earn access without undermining your champion.
SALES
08 / COMMITMENT & NEXT STEPMove beyond
“we’ll think about it.”
The buyer is positive but avoids a concrete next step. Diagnose the hesitation, make the cost of delay explicit and agree a useful commitment without forcing the close.
Founder practice
2 exercises · fundraising and strategic control
FOUNDERS
01 / FUNDRAISINGThe term-sheet
conversation.
An investor sees potential, but wants more control. Discover what is behind the demand before making your next move.
FOUNDERS
02 / CONTROL & ALIGNMENTProtect the vision.
Keep the dialogue.
A prospective partner wants approval rights over everyday decisions. Explore safeguards without giving away your ability to act.
Choose Guided demo for response options or Free-text demo to type your replies. Both use scripted, locally simulated responses and feedback.
THE REPS DEMO LOOP
From knowing.
To doing under pressure.
Notice the habit, choose one behavioural intention, practise, get evidence-based feedback and repeat.
Baseline
Notice the behaviour you want to improve before you enter the room.
Set intention
Choose one observable move to practise instead of trying to improve everything.
Simulate
Respond to a counterpart whose priorities are not the same as yours.
Debrief & repeat
Connect feedback to specific choices, then make the next rep more deliberate.
THE REPS LEARNING LOOP
Small reps.
A stronger you.
Growth is a loop: baseline, focused practice, reflection and a sharper intention.
YOUR PATH TO MASTERY
Every attempt gives the next one direction.
01 / BASELINE
Start where you are.
Notice your current habits. A focused self-assessment helps you identify a strength to build on and a behaviour worth practising.
MAKE IT CONCRETE
“When I hear a difficult demand, do I explore the reason behind it or immediately defend my position?”
MEET YOUR NEXT BETTER RESPONSE
A counterpart
in the room.
A coach in your corner.
Pressure during the conversation. Perspective afterwards. REPS separates the counterpart role from the coach role so feedback can focus on observable behaviour rather than generic encouragement.
01
Practise with a purpose.Bring one behavioural intention into the room.
02
Reflect on the actual exchange.Connect feedback to the words and choices you used.
03
Leave with a next move.Try one different response and notice what changes.
✳ Your coaching momentILLUSTRATIVE EXAMPLE
WHAT HAPPENED
You moved to a discount before establishing what the buyer was trying to solve.
WHY IT MATTERED
The concession changed the economics before you knew whether price was the real constraint.
NEXT PRACTICE GOALBefore changing the commercial terms, ask one question that tests the constraint behind the request.
MAKE GROWTH VISIBLE
More than a score.
A direction.
One rep is useful.
Patterns are better.
Separate self-assessment from observed behaviour · Separate outcomes from process quality · Make practice goals increasingly specific.
YOUR DEVELOPMENT COMPASS
SAMPLE DATASmall shifts. Clearer habits.
Illustrative ratings out of 5. Real progress needs repeated observation in comparable situations.
01
A starting point, not a label.
Use your baseline to focus learning. A self-assessment captures your perception; practice adds observable behaviour.
02
Process and outcome.
A deal can look good while leaving value unexplored. Reflect on the result and the choices that produced it.
03
The next rep is the point.
Turn a pattern into one measurable challenge. Re-assess after more practice and carry the learning into real conversations.
PRACTICE THE CONVERSATION BEFORE IT COUNTS
More reps.
Better moves.
Bring a little curiosity. Take your first rep and test how your response changes when you enter the room with a clear intention.
Choose a demo scenario →