One exercise per article. Read the piece before working the exercise. The reflection lands differently once you have read the argument behind it.
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01
The Decision Journey
Diagnose where a live opportunity sits in the seven-stage buying journey. Identify your entry point, map competitor position, and define the stage-appropriate action that moves the decision forward.
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02
The Buying Group Problem
Map the full stakeholder landscape in a live opportunity. Identify who holds blocking power, who your mobilizer really is, and what your champion needs to run the internal sale you cannot see.
Coming soon
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03
The Wrong Question
Reframe your discovery approach around the customer's Why. Audit a recent conversation and rebuild it around insight-led preparation rather than your product's capabilities.
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04
Strategy Before Selling
Examine the alignment between your commercial strategy and your daily selling activity. Apply the GCAR model to your own organisation and name the coherence gap.
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05
What Challenger Actually Means
Prepare a Teach-Away insight for a real account. Build the insight, tailor it to their specific situation, and map the moment you take control of the conversation.
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06
The Economics of Value
Calculate the true cost of winning a deal at the wrong price. Model the compounding effect across price, retention, expansion, and acquisition cost for a live opportunity.
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07
CRM as a Strategy Tool
Design a CRM rollout that sellers will actually use. Map stage clarity, stakeholder intelligence, and the value exchange that makes adoption durable rather than mandatory.
One exercise per model. Open the interactive model in a second tab as a reference while you work through the exercise.
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01
The Coherence Map
Assess the strategic coherence of your commercial organisation. Map your Goals, Customers, Activities and Resources and identify where the system is working against itself.
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02
Conversation Architecture
Map your last three significant sales conversations against the BEFORE, CONNECT, LISTEN, REFRAME, ADVANCE model. Where did the conversation leave the architecture and why?
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03
Value Equation
Apply P + V = I to a deal currently in your pipeline. Calculate your value indicator honestly. What would need to change for it to move from negative to positive?
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04
Compounding Model
Assess where you stand in the Insight, Value, Trust, Access flywheel with your three most important accounts. Where does the cycle stall, and what does it cost you?
Each Field tool is a live practice exercise. Open the tool, apply it to a real account you are currently working, and complete every section before your next meeting. Do not use placeholder data.
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01
Buyer Persona Canvas
Build a complete picture of your ideal buyer across profile, goals, pains, triggers, criteria and objections. One canvas per role, not per company.
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02
Value Proposition Canvas
Map your customer's jobs, gains and pains against your product's profile. Do this before positioning any solution in any conversation.
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03
ABM Canvas
Build a structured account-based strategy for a named target account. From selection criteria to entry point and stakeholder mapping, this is where complex account plans take shape.
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04
Discovery Canvas
Prepare for a discovery conversation. Map context, problems, impact, urgency, vision and decision process before you enter the room.
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05
Stakeholder Map
Identify and map every stakeholder in a complex deal. Understand their influence, stance and relationship to the decision before you design your approach.
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06
Decision Journey Canvas
Map where a buying decision sits in its internal process. Seven stages from Status Quo to Validation. Navigate your entry point, add notes per stage, and understand where your influence is still high.
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07
Business Case Canvas
Build the financial argument for your solution. Structure the customer-specific cost of inaction, quantify the upside, and present it in language the economic buyer will use to justify the decision internally.