Develop Consultative Sales and Confident Negotiation Skills
Sales and negotiation skills training teaches how to run a sales conversation properly: understanding what the customer needs, explaining value in their terms, handling an objection, preparing a negotiation and following up. GullyHR designs it around your actual sales process, using a review of your real deals and objections, and rehearses the harder moments with feedback.
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Share your requirementsSales and Negotiation Skills in brief
Sales and negotiation skills training is training in running a sales conversation properly: understanding what the customer actually needs before proposing anything, explaining value in the customer's terms, handling objections without defensiveness, negotiating terms both sides will honour, and following up and closing without pressure tactics. GullyHR builds the practice from your own products, pricing bands and the objections your team meets every week.
- GullyHR is an HR consulting, HR services, training and software company based in Bengaluru, working with Indian startups and small and medium businesses.
- Modules: consultative selling, customer requirements, sales communication, questioning and listening, objection handling, negotiation, follow-up, relationship building and closing conversations.
- Role plays are written from your own products, pricing and typical customer objections, not from a generic sales script.
- Delivered at your workplace, online or as a mix, for one cohort or several, with reinforcement over an interval you agree.
- Assessment options include a baseline before the programme, role play against an observation sheet, participant feedback and manager observation of live calls.
The starting point
Do Your Deals Close on Price or on Value?
Sales teams often learn by copying the best person, who closes on instinct and cannot explain it. The rest present features, concede on price at the first push and let leads go quiet. None of it is fixed by pressure; it is fixed by a shared method.
We build a shared method for the conversation, then rehearse the hard parts on your own deals.
You may be experiencing:
- A sales call becoming a monologue about features before anyone has asked what the customer is trying to do.
- The same few objections in nearly every deal, answered differently by each salesperson.
- Discounting starting early and often, because the team negotiates by conceding rather than trading.
- A warm enquiry going cold because the follow-up was late, generic or never happened.
- A junior who can recite the pitch fluently and freezes when the prospect pushes back on price.
- Deals closing on price because nobody made the case for value before the customer asked for the best rate.
- A relationship that exists only while an invoice is unpaid, so every renewal starts from zero.
- A team that knows the product well and talks about it for most of the call, and a customer who says very little.
- A proposal sent after the meeting with no agreed next step, and a follow-up call that is the first time anyone asks for a decision.
- A customer's request for a better price answered by a number at once, before anyone has asked what the customer is comparing with.
- Renewal and repeat-order conversations left to chance, because nobody on the team treats them as selling.
What we can help with
What the Programme Covers
Understanding Before Presenting
Opening as someone solving a problem rather than reciting a pitch, so the conversation starts with the customer's situation.
Questioning
Technique that surfaces what the customer actually needs, so the requirement is asked about instead of assumed.
Explaining Value
Describing a product or service by the difference it makes to the customer, in their terms rather than the brochure's.
Listening for Objections
Picking up hesitation and hearing what a customer is not saying, so an objection is caught before it is spoken.
Handling Objections
Telling a genuine concern from a polite stall and responding without arguing, so objections are treated as information rather than rejection.
Negotiation
Setting a target and a walk-away in advance, trading concessions rather than giving them, and preparing before the meeting rather than during it.
Follow-Up
A cadence that keeps a lead warm without becoming a nuisance, so deals stop dying in the gap between calls.
Relationship and Closing
Staying in touch between orders, reading buying signals and asking for the decision directly, so closing becomes a next step rather than a technique.
The scope
Topics in Detail
The aim is a shared way of running a sales conversation, practised on situations your team actually meets. These are the topics the programme can draw on. The final selection and depth are agreed with you after the needs discussion, and can take all of them or only some.
Preparing for a Sales Conversation
What to find out about the customer beforehand, and what outcome to aim for from the meeting or call.
Opening the Conversation
Starting as someone who wants to understand the customer's situation rather than recite a pitch.
Questioning and Listening
Asking questions that bring out needs, priorities and constraints, and listening for what is not said.
Qualifying Opportunities
Judging whether an opportunity is worth the time, who decides, and what the customer needs to happen.
Explaining Value
Describing the difference a product or service makes in the customer's terms, using their examples.
Handling Objections
Telling a real concern from a polite stall, and responding without arguing.
Price and Value Conversations
Discussing price after the value has been understood, and finding what sits behind a request for a discount.
Negotiation Preparation
Setting a target, a walk-away and a list of what can be traded, before the meeting.
Trading Concessions
Giving something only in return for something, and keeping the order in which concessions are made.
Follow-Up and Pipeline Habits
A cadence for follow-ups, notes and next steps that keeps a lead from going quiet.
Relationship Building and Renewals
Staying in touch between orders, and handling renewal and repeat-order conversations.
Closing and Next Steps
Reading buying signals, asking for the decision plainly and agreeing what happens next.
Working together
Ways to Work With Us
Single-Cohort Workshop
One sales team, built from a review of your actual deals and objections, with role plays written from them.
Multi-Cohort Roll-Out
The same programme across product lines, regions or teams, with the role plays adapted for each.
Sales Manager Coaching Clinic
A focused session for sales managers on coaching negotiation and objection handling in their own teams.
Learning Journey With Reinforcement
The workshop followed by a review of real deals worked since, with feedback.
We train method and conversation. We do not set your targets or pricing, and training does not assure sales. It improves how the conversation is run.
The deliverables
What You Receive
Depending on the scope of your engagement, deliverables can include:
- A programme design document naming the modules, sequence and the real deals and objections used.
- A participant workbook covering questioning, value, objections, negotiation, follow-up and relationship.
- A role-play pack built from your own deals and common objections, de-identified before use.
- A negotiation preparation sheet: target, walk-away, what can be traded and in what order.
- An objection-handling guide for the objections your team actually hears.
- An individual action plan for every participant.
- A sales manager briefing note on what was practised and how to coach it.
- A participation and feedback report for management, with a certificate for each attendee where you want one.
- A short sponsor and sales manager briefing before the first session, covering purpose, the deals used and how participant information is handled.
- A follow-up call tracker format participants can use to record next steps and agreed dates.
- A facilitator's note of recurring objections and sticking points seen in the sessions, in de-identified form.
Step by step
How We Work
Review Real Deals
We look at your actual deals, wins and losses, the objections that recur and how follow-up happens, and talk to the sales team and their managers about where conversations stall.
Write the Role Plays From Your Deals
Real situations are de-identified and written into exercises, including the objection nobody handles well and the negotiation that went to a discount.
Design and Sign Off
Modules are selected and sequenced for the team, and format and composition are confirmed with you in writing before anything is scheduled.
Practise the Hard Moments
Short input, then rehearsal: the opening questions, the objection, the price push and the negotiation, with feedback against stated behaviours.
Plan, Coach and Review
Each participant notes what they will do on their next real deals. Sales managers are briefed to coach it, and a follow-up reviews real deals worked since. Where it is included in the engagement, a pilot cohort is run first and the programme is refined from what participants and managers found before it is rolled out more widely.
The difference
What a Shared Sales Method Gives You
A sales programme helps your team:
We do not promise outcomes. We record a baseline before work starts, covering how deals are currently won and lost and how often discounts are conceded early, and report against it, so you can see what changed and what did not.
- Open conversations with questions about the customer's requirement rather than a standard pitch.
- Respond to an objection with a considered answer rather than an immediate concession on price.
- Run negotiations on prepared terms, trading concessions rather than giving them away.
- Follow up on a cadence, so fewer leads go cold through neglect.
- Keep relationships going between transactions, which is where renewals and referrals come from.
- Give a junior a structure to fall back on instead of freezing or over-promising.
- Prepare for a customer meeting with a target, a walk-away and a list of what can be traded.
- Ask what a customer is comparing against before responding to a request for a discount.
- End a meeting or call with an agreed next step and date, instead of an open-ended promise to revert.
- Handle a renewal or repeat-order conversation as part of the selling relationship, not an afterthought.
Find your fit
Who This Programme Is For
Sales and Business Development Teams
People running sales conversations who learned by copying the best person on the team.
Customer-Facing Account Managers
People responsible for renewals and expansions, where the relationship outlives the transaction.
Sales Managers
Leaders who need to coach objection handling and negotiation rather than only review numbers.
Businesses Discounting Too Early
Companies where margins are being lost to concessions made before value was explained.
Companies With New Sales Hires
Businesses where juniors can recite the pitch and freeze on pushback.
Teams That Negotiate Terms
People who negotiate contracts, deadlines or prices with customers and vendors as part of the job.
Inside Sales and Telephone Teams
People who sell through calls and messages and want a clearer structure for short conversations.
Channel and Distributor Managers
People who negotiate terms, schedules and support with partners rather than end customers.
Good to know
How the Programme Runs
Before the sessions
- Needs analysis: we review your sales process, recent deals and the objections your team hears, and talk to sales managers.
- Design around your roles: role plays and negotiation exercises are written from de-identified deals, with modules selected for the team.
- Agree the method: the approach to questioning, objections and negotiation is shared with you before delivery.
In the room and after
- Delivery: facilitated sessions at your workplace, online or a mix, with short input followed quickly by rehearsal.
- Practice: participants run full role plays, including the price push and the negotiation, and receive feedback against stated behaviours.
- Follow-up: individual action plans, a sales manager briefing and a review of deals worked since, at an interval you agree.
Each stage has a purpose and an owner. The role plays use your products and your customers' typical concerns.
Good to know
How We Check It Is Working
From the sessions
- Role-play observation: how participants run questioning, objections and negotiation against stated behaviours.
- Feedback quality: how relevant and usable participants found the scenarios.
- Action plan completion: whether each participant has named what to do on their next deals.
- Baseline comparison: where the programme supports one, how self-assessments differ before and after.
From real deals
- Call and meeting observations: what managers see in live conversations afterwards.
- Objection patterns: which objections keep recurring and how they are being handled.
- Discount timing: how early in a deal concessions are offered.
- Follow-up discipline: whether next steps and dates are recorded and kept.
Measures use agreed definitions. We report what was observed and do not attribute revenue or conversion movement to a programme alone, since pricing, product fit, competition and lead quality also play a part.
Good to know
Format and Boundaries
Each programme defines
Each programme defines the audience, group size, format (at your workplace, online or a mix) and duration, agreed with you in writing before anything is scheduled.
Requires a separate agreement
- Setting sales targets, pricing or incentive structures.
- Product or technical knowledge training.
- Accompanied calls, field coaching or live deal coaching.
- Lead generation or outsourced selling.
- CRM selection, set-up or configuration.
- External certification or accreditation.
- Content licences, venues and travel.
Pricing, discount authority and customer decisions stay with your authorised management team. The programme works on how conversations are run.
Good to know
What We Need From You
Useful inputs
- A short description of your sales process, from first contact to order.
- De-identified examples of recent wins, losses and negotiations.
- The objections your team hears most often.
- Participant roles, products or services and typical customers.
- Product or price information the role plays can use, shared only as far as you are comfortable.
If deal records are not available or cannot be shared, we can build the role plays from what your sales leaders describe.
Sponsors and managers
We ask sales managers to take part in the review of deals and to attend the briefing, so they can coach what was practised. A sponsor should say what is expected of the programme.
Good to know
Participant Information
Handled by agreement
Deal examples are de-identified, with customer names removed, before they are used. Before work begins we agree which records we may see, who may see them and how they are returned or deleted.
Feedback and assessments
Role-play observations and participant feedback are handled as agreed with you. Management normally receives themes and summaries rather than individual scores, unless a different arrangement is agreed in writing.
Good to know
Frequently asked questions
Understanding before presenting, questioning, explaining value, listening for objections, handling objections, negotiation, follow-up, relationship and closing. Weighting depends on where your deals stall, which a review of real deals and objections shows.
Yes. Role plays are built from your real deals and the objections your team actually hears, de-identified before use, so a services team, a product team and a project business each practise their own conversations.
No. It is consultative: understanding what the customer needs, explaining value in their terms and asking for a decision plainly. Pressure tactics tend to cost you the renewal, and the programme is built around the relationship surviving the sale.
It helps your team make the case for value before price is raised and trade concessions rather than give them. Whether pricing holds also depends on your market and your offer, which training cannot change. We do not promise a margin result.
No. Targets and incentives are separate work, which we can do under performance and incentive design. This programme concerns how the conversation is run, and it can be taken alongside an incentive review where the two interact.
Yes. Role play can be done on screen, which also suits teams spread across regions. Many businesses run the core session at the workplace and the follow-up online, which keeps the cost of getting people together down.
By reviewing real deals worked after the programme, participant feedback and what sales managers observe. We report what moved and what did not. We do not promise outcomes, and the result shows in how the next conversations are run.
Yes, where you want one. Each attendee who completes the sales and negotiation programme receives a certificate of participation. It records that the person took part and finished, which is all it can honestly say, and it does not certify sales performance or results.
After the review of your real deals and objections. The proposal then states the modules, the teams covered, the format and the coaching follow-up, and it is agreed in writing before anything is scheduled, so you can see exactly what you are committing to and what is deliberately left out.
It is selling by understanding the customer's situation first, then explaining how your product or service fits it. The programme practises questioning, listening and value explanation so the conversation starts with the customer, not the brochure.
Start by finding out what sits behind it: a budget limit, a comparison with another offer or doubt about value. The programme practises asking before answering and making the value case before any concession is discussed.
Sales skills cover understanding the need, explaining value and asking for the decision. Negotiation skills cover what happens when terms such as price, scope or timing are being agreed, including preparation and trading concessions.
Yes, though juniors and experienced sellers are often better in separate groups. New hires get structure and practice, while experienced sellers work on harder objections and negotiation.
Yes. A briefing or coaching session for managers can cover what the team practised, what to look for in live calls and how to give feedback. It is scoped with you.
Yes. Preparation, targets, walk-away points and trading concessions apply when you negotiate with suppliers too, and cases can be drawn from those situations if you ask.
Not as standard. Live accompanied calls or field coaching are separate and agreed in writing. The standard programme uses role plays and a review of deals worked afterwards.
Pricing depends on the number of participants and teams, the modules selected, the format and location, how much role-play material has to be built from your deals and whether manager coaching and follow-up are included. Share your requirements and we will send a tailored proposal.
Run the Conversation So the Relationship Survives the Sale
Practise asking before presenting, handling objections and trading concessions, using deals from your own pipeline.
Prefer to talk first? Call +91 80958 58589 or write to hello@gullyhr.com.
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