
The stages of a sale, and AIDA as the structure underneath them
SPIN: situation, problem, implication, need-payoff
FAB and the expectations list for reading what a client needs
The value proposition canvas, mirroring, and using references
The acquisition channels, online and offline, analysed with SWOT
Building a buyer persona for the clients you actually want
Cold outreach, BANT qualification and the five-touch method
Social selling on LinkedIn, and the elevator pitch
The ladder of persuasion, active listening and open questions
Presenting a service through storytelling rather than a feature list
Handling objections with LAER and Feel, Felt, Found
Closing: the alternative choice and the direct close
Planning a selling day, with Pomodoro and Getting Things Done
SMART goals and tracking them
The Eisenhower matrix and time blocking
Automating the process, and protecting yourself from burnout
Modern sales technology, chatbots and AI in client interaction
What a CRM is for and how to use one properly
Salesforce, HubSpot, Zoho compared
Automation, reporting and analysis inside the system
The indicators that matter: acquisition cost, lifetime value, conversion, average deal
Sales funnel analysis
Building an improvement plan with the plan-do-check-act cycle
Collecting client feedback through surveys, interviews and net promoter score
How modern selling differs from what you were probably taught
How the most successful companies sell today
The characteristics of a person who can actually do this
How chat-based selling replaced the phone
Which characteristics separate outstanding from adequate
Building the selection tools step by step
Creating a candidate scorecard
Preparing the interview questions
Searching on LinkedIn
Making contact
Recruiting through your own team
Active search and the basics of sourcing
Who to start with
Running the interview and identifying real motivation
Selling the role to the person you want
The onboarding programme
Developing the training programme
The core elements of the sales process
How customers actually buy
Training BANT lead qualification into the team
Teaching sellers what their clients actually do all day
Helping a seller build a personal brand
Why clients do not trust every seller, and what fixes that
Coaching based on performance data rather than impressions
Introducing a coaching culture
Building the development plan together with the seller
Measuring whether the coaching worked
Plans built on new business, on retention, and on engagement
How to evaluate a bonus plan before you launch it
Whether to involve sellers in designing their own plan
Levels, promotion, and contests that raise output
Defining what a leader is in this function
Building the leadership development programme
What you require from a leader
The problems every first-time sales manager hits
The sales flywheel, and making clients come to you
Getting to the top of search
Creating content that generates enquiries
Using social platforms, and one specific shortcut worth knowing
What marketing is actually responsible for
How to score leads, and the ways scoring goes wrong
The buyer journey matrix and the buyer avatar
The right script, prioritising leads, and shifting from outbound to inbound
A written cooperation agreement between the two functions
Developing the marketing service agreement
Developing the sales side of the same agreement
Speeding up work on a lead with technology
Speeding up lead search
Speeding up engagement
Automating the reporting
Generating ideas that could raise revenue
Best practice for implementing them
Judging whether an experiment worked
A partner programme, built and run
An updated lead qualification matrix
What made these two work when others did not
What is going to change
The current research in the field
What to prepare for now
Auditing the recruitment system end to end
The key recruitment indicators
The candidate journey map
What the funnel is actually telling you
How to analyse a funnel properly
Applying FAB, AIDA and SPIN to candidate attraction
Finding the bottleneck rather than guessing at it
Converting a funnel into a self-feeding flywheel
The power of copywriting, and job text that raises conversion
Writing to passive candidates
Using emotion in a commercial message
Why candidates do not show up, and how to stop ghosting them
Building an actual dialogue with a candidate
Why feedback matters commercially, not just ethically
Going through every phase of contact and building selling into it
A strategy for low-paying roles
A strategy for genuinely difficult vacancies
A strategy for a client with no employer brand
Handling negativity on social platforms and review sites
The power of a recruiter's personal brand
How many messages to send before stopping, and which ones to send
Automating the writing and the tracking
Writing in messengers, and what to do after a flat refusal
This course contains the use of artificial intelligence.
Most agency recruiters are excellent at one half of the job. They can fill a role. They cannot reliably win the next one.
Why agencies stall
Revenue comes from four clients, three of whom found you rather than the other way round. Business development means calling people when the desk goes quiet, which is exactly when you sound like someone whose desk has gone quiet. You take mandates you should have refused because turning work away feels like arrogance, then burn six weeks on a role the client was never serious about. And the whole operation runs on your own relationships, which means it cannot grow past you. None of that is a delivery problem. It is a selling problem wearing a delivery costume.
What this course covers
Forty-two lessons across five blocks. The selling craft first: AIDA and SPIN, FAB, the value proposition canvas, acquisition channels, BANT qualification, the five-touch sequence, objection handling with LAER and Feel-Felt-Found, closing techniques, and the metrics that tell you whether any of it works. Then the machine that produces revenue without you in every conversation: who to hire into business development and how to find them, scorecards and interview questions, training and coaching on metrics, bonus design that does not reward the wrong behaviour, lead generation and the flywheel, lead scoring and prioritisation, the agreement between sales and marketing, technology, and the experiments that actually paid off. Then the same discipline turned toward candidates: funnel audit, bottlenecks, job copy that converts, outreach to passive people, and strategies for the mandates nobody wants. Then quality of delivery: CV analysis, structured interviewing, STAR, competency assessment, tests and cases, the scorecard and the final decision. Finally the high-fee work: taking a proper job order, scanning the market before you commit, target list, long list, short list, moving a candidate who was not looking, and holding an offer against a counter-offer.
A note on the source material
Nine of the lessons come from a course on building a sales department, so the vocabulary is "salespeople" rather than "consultants". In an agency they are the same population — the people who bring in and convert client work — and the hiring, coaching, bonus and leadership material transfers directly. It is worth knowing before you hit lesson seven.
Who is teaching this
I am Mike Pritula. I built the people system at Preply as it became a unicorn, and I have worked at Wargaming, iDeals and Alfa-Bank. More than 1.6 million students have enrolled in my courses across 185 countries, and over 150,000 specialists have gone through my programmes. I hold PHRi and SHRM-CP certifications and represent HRCI in more than ten countries.
What is included
Lifetime access to all 42 lessons
Active instructor support in the Q&A section
A Udemy Certificate of Completion
Working templates: the job order, the scorecard, the search map, the market report, target list, long list, short list, the offer, the candidate development plan
Frameworks you can use tomorrow: SPIN, BANT, LAER, the buyer journey matrix, the competency matrix
Where to start
Look at your last five mandates and mark the ones you should have declined at the intake call. If you cannot tell which, that is lesson thirty-six. Enrol now and start today.