1. Der Fan-Kunde als Schlüssel für Loyalität und anhaltendem Verkaufserfolg.
2. What is the difference between a customer and a fan?
3. How and through what does a customer become a fan?
4. Only those who are on fire can ignite others.
5. How can you significantly increase the fan quota in your customer portfolio?
6. Wege vom Durchschnitt zur Exzellenz.
7. Die Fan-Quote lebt von einer maximalen Beziehungsqualität.
8. Der Weg vom „Mitarbeiter“ zum „Mitveränderer“.
9. The sales team works out ways to conquer customers with performance, quality and to capture emotions and turn them into fans.
   Emotionen zu erobern und zu Fans zu machen.

Strategic leadership

1. Wo will ich in 2 bzw. 5 Jahren stehen?
2. Was ist die Vision meiner Abteilung?
3. What are my concrete potentials that I am not yet exploiting?
   Using a typological instrument (Insights Discovery®).
4. What are the real (changed) needs of the customers?
5. Die Umsetzung neuer Strategien erfordert die Orientierung an KPI’s (Key Performance Indikators) kombiniert mit einem effizienten Umsetzungscontrolling.
6. Identifying the need for change
   ”In order to achieve goals that you have not yet achieved, you have to walk a path that you have never walked" (Steven Covey).
7. What changes does our internal organisation need? (structures, processes, rewards)
8. Veränderungen konsequent umsetzen.
9. How do I achieve my goals even in adverse circumstances? Working in a solution-oriented rather than problem-oriented way.

Motivate employees

1. Mitarbeiter sind von der Sinnhaftigkeit der Ziele, Prozesse und anstehender Veränderungen überzeugt.
2. Die richtigen Mitarbeiter finden und gezielt fördern.
3. Umsetzungsbarrieren werden frühzeitig erkannt und ausgeräumt.
4. Führungskräfte erkennen die Potentiale der Mitarbeiter und fordern Leistung individuell ein.
   • Possibly use a typological instrument (Insights Discovery).
5. Die Stärken der Mitarbeiter erkennen und gezielt fördern.
6. Konflikte im Team erkennen und kompetent lösen.

Managing your sales department

1. Optimal self-management
   • Setting priorities
2. How do I deal with underperforming employees?
3. Acquire new customers in a permanently targeted manner.
4. Continue to increase core business with good existing customers.
5. What do I do if I do not achieve my goals?
6. How do I develop my entire team professionally?
   • Regular communication
   • Appropriate team building measures
   • Improved cooperation with the office staff
   • Who needs which seminars?
   • Conducting annual and quarterly appraisals

• Why change must become the norm. - The need for new ways.
• The customer 3.0 and 4.0: How to meet changing customer needs.
• Greenfield principle: "What if we were to start completely from scratch?"
• How do I proceed if there is no more growth?
• Replace the "similar" with the "different" to get out of comparability.
• How to evaluate creative ideas and combine them into new concepts.
• How your team becomes a rethinking factory - Developing an innovative sales culture.