Intermediate to advanced · Doha, Qatar

Consultative Sales Mastery

Experienced sellers already know how to present. This program teaches them to diagnose the real need, defend the value, hold the margin, close cleanly, and grow the account.

Three days. Six hours a day. At most twenty people. One fifth of the time is talk from the front. The rest is cases, role play, and team simulations built for Qatar’s market.

Read the three days Request a batch

01 · The program

From solid selling to consultative judgment

Over three practical days, participants learn to diagnose client needs, build and defend value, negotiate under price pressure, close with confidence, and grow key accounts. The situations are the ones that show up in Qatar now: informed buyers, longer decisions, and business that still moves through relationships.

The topics match what Qatar’s public sales programs already advertise. The difference is who is in the room, and how little of the day is a lecture. A facilitator with thirty-plus years, and a retail 360 view from the floor to the board, works live deals, omni-channel follow-up, and the craft of the second sale.

Who should attend

Sales executives, senior representatives, and account managers with at least two years of selling behind them
Business development managers and key account managers
Sales supervisors, team leaders, and sales managers who still carry, or coach, live deals
Retail, showroom, and corporate sellers moving into consultative or B2B work

Instruction is in english, with arabic examples and terms where they help. Participants may bring one live deal to work on during the program.

By the end, participants can

01
Run a structured consultative conversation from the first meeting to a commitment
02
Uncover the real need with As-Is, Should-Be, Change, and Payout questions
03
Map a buying committee and tailor the message to each person in it
04
Present value and ROI in the client’s language, including to senior executives
05
Prepare a win-win negotiation and hold margin when price is pushed
06
Turn objections into a clearer conversation, and recognize buying signals
07
Build an account plan, run a pipeline, and forecast without flattering yourself
08
Use social, digital, and AI tools to prepare and follow up, and know where they must stop
09
Leave with a personal 30-day action plan

02 · Methodology

Of 18 hours, only 3.6 are facilitator input

The program is built for doing, not listening. Cases, role play, and group play take the other four fifths. Every role play is observed, scored, and debriefed before the next one starts.

Facilitator input20%
3.6 hours
Short frameworks, real stories, and live demonstrations. Then the room goes back to work.
Case studies25%
4.5 hours
Qatar-based composite cases from retail, hospitality, corporate services, and public-sector buying. Teams analyze, present, and get challenged.
Role play30%
5.4 hours
Triads: seller, buyer, observer. Every round is scored against a checklist, debriefed at once, and rotated so everyone plays every role.
Group play25%
4.5 hours
Team simulations: a buying-committee panel, a pitch battle, and a digital sales sprint.

How the room is run

Maximum 20 participants.
Teams of 4 to 5 for cases and group play.
Triads for role play, with the roles rotating.
Cases are composite scenarios, adapted to the industries in the room.

A working day in Doha

Six contact hours. Lunch and prayer sit in the middle. Times can shift to the client’s clock. The shape of the day does not.

08:30–10:00Session 11.5 hours
10:00–10:15Break
10:15–11:45Session 21.5 hours
11:45–12:45Lunch and prayer
12:45–14:15Session 31.5 hours
14:15–14:30Break
14:30–16:00Session 41.5 hours

03 · Only this room

Situations a 30-year retailer can put on the table

Catalogs can list negotiation and CRM. They rarely publish the facilitator, and they rarely practice the messy middle of a Gulf deal: the committee, the margin, the stall, the renewal, and the tool that must not see the client’s secrets.

Day 1
The buyer already did the research
Informed buyers, longer cycles, and a relationship-driven market. You learn where deals are actually lost, before the pitch.
Day 1
The committee does not agree
Decision-makers, influencers, gatekeepers, and champions. Teams have to win a mixed panel, not a single friendly contact.
Day 1
Discovery that is not an interrogation
Trust, Gulf business etiquette, and questions that surface the gap: what is true now, what should be true, what must change, and what it pays.
Day 2
Value the executive can repeat
ROI in the client’s words. A senior buyer should be able to retell your case without your slides.
Day 2
Price pressure that is really a value gap
BATNA, limits, and concessions traded for something. You practice holding margin without burning the relationship.
Day 2
“Send a proposal” and “we’ll think about it”
Stalls, competitor comparisons, and price objections in a rapid clinic. Then a pitch battle judged by mock buyers.
Day 3
A close with a real next step
Buying signals and timing. The ask ends in a commitment, not a vague follow-up.
Day 3
The forecast that looks neat and is not true
Account plans and funnel math you can defend. Hope is not a stage in the pipeline.
Day 3
The second sale, and the tool that must not leak
Upsell, cross-sell, and referrals from a retail 360 habit. AI and CRM used with judgment about client confidentiality.

What the Qatar listings cover, and what this adds

Public sales courses in Qatar advertise the topics on the left. This program teaches all of them, then spends the hours on the right. Names and prices move. The gap is usually the same: a brand on the brochure, and no published trainer.

In the public catalog

Consultative and solution selling
Needs analysis and discovery
Value-based selling and ROI
Decision-maker and committee mapping
Persuasion, proposals, and pitching
Negotiation under pressure
Objection handling
Closing and clear next steps
B2B funnel management and forecasting
Key account management and client retention
CRM use and pipeline discipline
Relationship selling, not a product pitch

Added here

A personal selling profile and a straight SWOT of your own performance
As-Is, Should-Be, Change, and Payout — a questioning logic you can use on Monday
Cultural intelligence and etiquette inside Gulf business conversations
Negotiation dynamics in Gulf business culture, practiced, not lectured
Retail 360 craft: upsell, cross-sell, repeat business, and referrals
Omni-channel selling: the room, the phone, the message, and the page as one thread
AI for research and follow-up, with hard lines on confidentiality and unchecked facts
A live deal from your own book, worked in the room
Observer scorecards, a scored capstone, and a 30-day action plan

04 · Course outline

Three days, twelve sessions

Each day has the same rhythm: four sessions of ninety minutes. Pick a day, or open all three.

Day 01

Consultative foundations and discovery

See the deal clearly before you pitch.

You work from your own selling pattern, not a generic persona quiz, and you practice Gulf etiquette inside discovery, not as a slide.

Session 1 · 08:30The selling landscape in Qatar, and your selling profileInput

Informed buyers, longer decisions, and a relationship-driven business culture
Consultative selling set next to transactional selling, and when each one fails
A personal selling profile and a straight SWOT of your performance

Facilitator input, self-assessment, and group discussion

Session 2 · 10:15Preparation and the sales processCase study

The stages of a sale, and where deals are won or lost
Segmentation, prospect research, and a useful client profile
A first-meeting plan with a buyer benefit and a clear agenda

Case study 1 — research and plan an approach to a corporate prospect

Session 3 · 12:45Discovery and questioningRole play

Trust, rapport, and etiquette in Gulf business settings
Needs and gap questions: As-Is, Should-Be, Change, and Payout
Active listening, so the client does most of the talking

Role play 1 — discovery meetings in triads, with observer scoring

Session 4 · 14:30Buyers and buying committeesGroup play

Communication styles, and how you adapt without acting
Decision-makers, influencers, gatekeepers, and champions
A stakeholder map: what each person wants, and what they fear

Group play 1 — a buying-committee simulation. Win over a mixed panel.

What participants leave with

A personal selling profile and SWOT
A discovery map: As-Is, Should-Be, Change, Payout
A stakeholder map for a live or practice account
A negotiation sheet: goals, limits, BATNA, concessions
An account plan and a forecast you can explain
Observer scorecards you can reuse with your own team
A personal 30-day action plan

See the 30-day plan facilitated — the last 40 minutes of Day 3, with a filled example for a real estate agent.

05 · The facilitator

Ahmad A. Khan

Expert Sales Facilitator and Trainer

Business advisor, consultant, entrepreneur, and corporate trainer with more than 30 years on the ground in the United States, the Middle East, and the GCC. A Michigan-born American, he has worked in every country in the MENA region, including as Director of Market Research and later Managing Director / Retailer Service Director at The Nielsen Company, which gave him the title Retailer 360° Expert.

He has run sales, marketing, and operations as general manager of a 10-supermarket chain and as chief operating officer of a Qatari import and export company. Since January 2011 he has designed and delivered selling skills, emotional intelligence, and customer experience work for luxury, retail, hospitality, corporate, banking, automotive, FMCG, and government clients across Qatar and the GCC. The selling programs focus on trust-based cross-selling and relationship-driven advice.

He bridges Western pace and Middle Eastern business culture. That is the point of the room: judgment from live deals, not a slide borrowed from a global catalog.

Sales record, as stated

520 million QAR to 750 million QAR
Grew a family business by about 44% and set the highest sales in its 34-year history.
Chief Operating Officer, Qatar National Import and Export Co., Doha, April 2011 – June 2013
10 stores, 700 people, 235 million SAR
Led operations and marketing for a supermarket chain. Built promotions and joint programs with suppliers to lift sales and loyalty.
General Manager, Al Raya Supermarkets, Saudi Arabia, April 1995 – February 2001
Training cascaded to 800 staff
Designed and cascaded programs across IT, HR, supply chain, and sales, tied to the commercial result above.
Qatar National Import and Export Co., 2011 – 2013
Retailer 360° Expert
Title awarded by The Nielsen Company for retail analytics, customer behavior, and service excellence.
Managing Director / Retailer Service Director, Nielsen, Saudi Arabia and MENA, 2006 – 2008
13 MENA countries, in person
Delivered retail analytics, customer behavior, and service seminars to commercial teams across the region.
The Nielsen Company, 2006 – 2008
12+ years of delivery in Qatar
Selling skills, emotional intelligence, and customer experience for luxury, retail, hospitality, corporate, banking, automotive, FMCG, and government clients.
Facilitator, Doha, January 2011 – present

Credentials

Master’s degree, Organizational Communication, Wayne State University, USA (1990)
B.A., Communications, Public Relations and Marketing, Wayne State University, USA (1981 – 1986)
Associate of Science, Military Science and Strategic Leadership, University of Detroit Mercy, USA (1983 – 1985)
Train the Trainer (ToT) certified
“Retailer 360° Expert,” awarded by The Nielsen Company
Qatar Chapter Ambassador, Institute of Advisors (October 2024 – April 2026). Designed and ran the Leaders as Advisors certification program

06 · Certification

Certificate of Completion

Issued by Ahmad A. Khan to participants who meet the standard below. It recognizes completion of this program. It is not an accredited qualification unless that is arranged separately.

Attend at least 90% of contact hours (16 of 18)
Take an active part in the case studies, role plays, and group play
Complete the Day 3 capstone simulation
Submit a personal 30-day action plan

07 · Investment

QAR 10,000 for the batch

One price for the group, up to 20 participants, across 18 hours. Limited offer. Ask for the current window. The venue belongs to the client. The room should seat twenty in teams of four or five.

Included

Facilitation across all 18 contact hours
Participant workbook and observer scorecards
Capstone assessment in the room
Certificate of Completion issued by Ahmad A. Khan

Before the room

At least two years of professional selling experience
Optional pre-work: a short note on your current sales challenges, and one live opportunity you can work on
A laptop or phone for the digital selling session on Day 3

What a seat costs

The invoice is still QAR 10,000. Move the group size to see the cost per person.

Participants in the batch: 20

620

QAR 500

per person at 20 participants

A full room runs teams of four or five, and everyone rotates through the triad.

At 20 people a seat is QAR 500. At 10 it is QAR 1,000.

For context, public listings reviewed while this offer was written included a one-day workshop at QAR 875, a relationship-selling program at about AED 3,500, and a five-day program at €4,725 (about QAR 19,900). Figures are as listed and can change. A full batch here is 18 hours, mostly practice, priced for the group.

Request a batch

Write to Ahmad A. Khan with the size of the group and when you want the three days. He will confirm the window, the room needs, and what to send participants before Day 1.

ahmad@trendsitemkt.com

Scan for the brochure

Open the four-page brochure