The YA Business Simulator is a “unique” proposition that provides a learn-by-doing experience when selling to the C-Suite. Our high calibre CXO’s and coaching experts help your customer facing people have meaningful business discussions with C-Suite executives. Every simulator is designed to meet each client’s specific needs and can be delivered face-to-face or using virtual technologies. We offer the simulator experience in 7 languages and can adapt to different cultural requirements across the globe.
Simulator programmes cater for 15 to 30 people, working in teams of 4 or 5. Ideally each team is supported by a manager from the client company, positioned as a coach for the duration of the programme. If the client does not have the management resources to support this team coaching then YA can provide qualified coaches.
Level 1 “Basic CXO engagement”: ensuring that your customer facing people improve their relationship building skills and confidence in identifying business opportunities, developing value propositions and their ability to pitch to CXO’s.
Level 2 “Making a Business Impact” : this gets your customer facing staff to think about “the art of the possible”, testing in a safe environment how creative and bold they can be given a specific business scenario.
Level 3 “How to become a trusted advisor”: arm your people with the required vertical or functional knowledge to become your target CXO’s trusted advisor. This can be organised by business vertical, e.g. automotive, retail, etc. or by deep dive with the CIO, CMO or CFO.
Use the Business Simulator to practice your relationship building, discovery, value identification, winning proposition development and presentation skills with experienced C-Suite industry executives. Get valuable feedback from them, then go out and increase your sales.
Get honest and accurate information on staff performance when having a business conversation with C-Suite executives. Receive concrete data on how your team's sales approaches are received by CxO's in the real world.
See how your sales people in the field are turning corporate marketing messages into actual pitches and communicating brand values. Judge how well they have understood and applied your brand values and business value propositions.
Every day operational, architectural, delivery and other support staff have access to C-Suite executives in the course of their normal activities. How well prepared are they to have quality CxO conversations and maximise the opportunity for your business?
The process behind the Business Simulator is aligned to any B2B sales process and simulates multiple meetings with a team of CXO’s representing the Board of one of our case study companies. The learning process for participants follows the Plan, Do, Check, Act Kaizen improvement methodology.
Do your people prepare properly for meetings with CXO’s or are they wasting their and your clients’ valuable time?
Are your sales team missing opportunities by making the wrong impression to CXO’s during business meetings and calls?
Use the Business Simulator coaching process to increase the performance of your salespeople by 10-15% in two days and to continue momentum.
The starting point of the Business Simulator programme is to agree a specific business case to work to. We have several, covering financial services, IT partners, public sector and the retail sector. We work with you to choose the most appropriate case for your needs.
As part of the preparation delegates are expected to undertake their own research on the chosen case to help them plan their campaign of activity in the Business Simulator. Each case study has a web site containing company overviews, investor relations documents and news items on the business. We also provide a background briefing document on the context for your company’s relationship with the business case and LinkedIn style profiles of the specific CXOs with whom they will be working. As part of preparation, delegates are also provided with access to virtual learning modules allowing them to place themselves in the “shoes of the customer”, providing hints and tips on how to approach and plan a campaign with CXOs.
Delegates have email access to the CXOs of the case study and can use this to book meetings, socialise agendas and begin the initial phase of building a relationship.
Once preparation has been completed, teams enter the Business Simulator.
Over two days delegates, working in teams of 4 to 5, undertake 8 to 10 “real play” business meetings with individual CXO’s. These last for approximately 30 minutes and allow the delegates the opportunity to develop relationships with different CXO’s from different business functions. Each meeting is followed by a feedback and coaching session typically lasting a further 30 minutes.
The meetings mimic stages in any business cycle – discovery, proposition or solution development and gaining support/stakeholder buy-in. The feedback and coaching discussions involve self, peer and CXO input and follow a ‘start, stop, continue’ structure.
The Business Simulator ends with each team delivering a 20 minute presentation to all CXOs (normally 3 or 4) again followed by feedback.
After the meeting and the feedback discussion, the CXOs complete a number of documents providing both numerical and textual records of the meetings.
This data driven approach allows the client to see how each individual/team is developing throughout the process, whilst also providing benchmarks across the different teams.
We check for:
The Act part forms into 2 areas:
Delegates can apply learning immediately and also observe how colleagues behave in CXO meetings to reinforce key learning points.
The teams get constant, constructive, feedback on how they are performing in the Business Simulator. They are coached on how to improve their performance throughout the process.
At the end of the Business Simulator we provide detailed information to management. This covers individual and team performance, how the group has performed overall, areas of strength or areas where the business might need to focus development going forwards. This can be used to target where future investment might be best placed. The feedback is data driven so that the results can be fed back to individuals if that is what is desired and incorporated into their personal development plans.
YEARS IN BUSINESS
PARTICIPANTS & COUNTING