DEALMAKERSSales training for B2B teams
B2B sales training with your real target clients
In the B2B sales training from DEALMAKERS, your team practises the opening, needs analysis, objections and closing on your real target clients – with the topics that really matter in your market right now.
Live calls on request: the trainer makes the first call himself, in front of the team and with the same risk. Then your team calls, and we listen. In-house, online or a mix of both.
Roles and projects of our founder
Companies our founder worked for in sales or looked after in projects – partly as an employee, partly as a service provider.
Why work with us
Why sales training with us makes a difference
We train from conversations we hold ourselves every week – and we explain every technique until it is clear why it works.
Trainers who do the selling themselves
We hold the conversations we talk about: cold calls, needs analysis, objections, price, closing. What we show in the training has proven itself on the phone beforehand – in current projects, not in an old anecdote.
Sales psychology as the foundation
We place great value on every technique and every method being understood: what it triggers in the other person, why it takes hold in that very second and when it does harm. Anyone who understands this no longer needs a script – and stays confident even when the conversation goes differently than planned.
On your real conversations
On the table are your target clients, your call notes and your open proposals. Every insight is translated into the next concrete call, and on request we listen in together afterwards.
Is this right for you?
When this training works for you
- Your target clients fit, but the conversations do not move on to the next step.
- Your team makes calls regularly – we work on live opportunities, not on sample cases.
- The offer is in place, and there is someone who will insist on the new wording after the training.
- You want the team to pick up the phone on the same day as the training, not next month.
If, on the other hand, you simply lack the time to make calls, sales training is not the answer – capacity is. Then we take on prospecting as sales outsourcing, through our cold calling agency or as a cold outreach agency. If it is unclear where things are getting stuck in the first place, the start is sales consulting. The overview of our services gives you the full picture, and which service fits is something we clarify in a first call – contact DEALMAKERS.
From the preliminary call to the follow-up review
How a training programme runs
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1. Preliminary call
We clarify the offer, target clients, typical conversation situations and the question the team is currently stuck on.
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2. Prepare material
You bring in your target client list, call notes, emails and existing sales arguments. From these we select real cases.
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3. Run the training
Opening, questions, objections and closing are trained. If live calls have been agreed, the trainer makes the first calls and explains his decisions afterwards.
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4. Fix the next conversations
Every participant leaves the session with specific contacts, an opener and a next step.
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5. Follow-up review
Selected conversations are discussed. In doing so, we separate conversation technique from problems with the list, the offer or the process.
The foundation
The handbook behind the training
A training programme is only as good as the system behind it. Ours is written down: 384 pages. The Magic of Sales – Emotional Resonance® sets out what has actually worked in around twenty years of B2B sales – the psychology of the buying decision, conversation structure, questioning technique, objections, negotiation.
The book has never been on sale; it is not a publishing project but our working tool. Participants in our training receive it as part of the programme, so that after the training day they have something to look things up in.
Our table of contents
Fourteen chapters. In the training we work through the parts that fit your conversations.
- How the Emotional Resonance® method came about
- A basic understanding of sales psychology – brain, motives, meta-programmes, fears in business
- Psychological foundations of selling – first impression, rapport, framing
- Perfect prospecting – preparation, cold calling, gatekeepers, handling objections
- The magic of language – words of influence, language patterns, sleight of mouth
- Emotional questioning techniques – power, miracle and game-changer questions
- Exploring needs and emotions – neural needs analysis, SPIN
- Recognising emotions accurately – facial expressions, micro-expressions, hidden objections
- Recognising personalities accurately – profiling and matching language patterns
- Spotting bluffs and evasive manoeuvres
- Negotiating persuasively – negotiating power, preparation, closing
- Increasing competence – verbal, non-verbal, in action
- Self-management
- Personal development – beliefs, habits, performance
Six sentences after which your team hears conversations differently
Good training does not deliver new sentences to learn by heart, but a different understanding of what happens in the customer’s mind. After these six insights from Florian Weippert’s method, the most common thing participants say is: that explains a lot.
“The first no is usually a reflex, not a verdict.”
An unexpected call triggers a protective reflex before the mind has listened. Anyone who argues at that point confirms the reflex. Anyone who becomes calmer gets a real answer.
“Asking ‘Why?’ entrenches the objection.”
A why question demands a justification, and what you have defended once, you hold on to. Forward-looking questions (“What would have to happen for …?”) open up the conversation.
“Customers do not choose the best option, but the safest.”
That is why the better offer often loses to the more familiar one. Your team learns to put concerns on the table early instead of listing advantages.
“A feeling that is named loses its force.”
Naming a feeling dampens the reaction in the brain, as brain scans show (Lieberman et al., 2007). That is why “Sounds like you are sceptical” often has a calming effect. Your team practises naming moods – with a milder word than the one it suspects.
“Customers believe above all what they say themselves.”
Ten advantages from the salesperson convince less than one sentence from the customer about their own benefit. That is why your team asks about the consequence instead of claiming it.
“If you need the deal too much, you get left behind.”
Neediness can be heard, and customers withdraw, often without saying no. Staying on an equal footing means checking together whether it fits – and being fine with a no.
The heart of the method: Emotional Resonance® in three stages
First, give space: a pause, a nod, an open gesture. Most people then say of their own accord what they are thinking. Second, mirror without interpreting: “You are frowning.” Third, offer your own perception, in the first person and with a cautious word: “If I see it correctly, you are still a little unsure.” This way the customer feels understood – and only those who feel understood open up.
In the training we work through these insights on your real conversations, with your target clients, your objections and your prices.
Training the opening
The first sentence
The first sentence turns a list into a reason for the call. We train how to build a factual opening from a publicly visible trigger.
Examples of triggers and matching opening sentences
The following sentences are examples from the training material, not a complete collection. In the training they are written afresh – from your target clients, your offer and the event that is currently visible at the company being called.
| Trigger | Possible opening sentence |
|---|---|
| New head of sales announced | “Your new head of sales has publicly announced their start. Which sales topics are at the top of the list for the first few months?” |
| New location opened | “You have opened the new location in Leipzig. Who is currently coordinating the approach to new business clients there?” |
| Product launch with a date | “The market launch of your new product has been announced for October. How far along are your preparations for approaching the first target group?” |
| Funding round announced | “You announced the funding round in June. Which sales targets is it meant to accelerate next?” |
| New partnership published | “The partnership with your new technology provider was announced this week. Who is responsible for turning it into new client conversations?” |
The sentence always names the specific, publicly visible reason for the call, never the pattern behind it. “You have been posting less for months” sounds like surveillance; “You advertised two positions in Vienna last week” sounds attentive, because the person called knows the event themselves. Only publicly accessible sources are evaluated.
The first sentence names the event the person called already knows – never the pattern behind it.
Experience counts here in a very practical way: the trainer makes the first calls because he has been holding B2B conversations himself for years. The team hears a real opening, discusses it straight away and does not adopt untested theory.
How an opening without a reason sounds
Opening without a reason for the call
- Us“Good morning, we offer sales training for B2B teams. Do you have a moment?”
- Other side“Not interested.”
- Us“Our trainers make calls themselves, we work with many companies and …”
- Other side“Thanks, now is not a good time.”
Conversation over
How the opening we train sounds
Opening with a reason for the call
- Us“Last week you advertised two sales positions in Vienna. How are you organising the market launch until the team is fully staffed?”
- Other side“Not interested.”
- Us“I see. Is that already well covered on your side, not relevant at the moment, or have I reached the wrong person?”
- Other side“It is not covered. At the moment the head of sales is handling it on the side.”
- Us“Where does it get tight first: before the call, in the first meeting or after the proposal?”
Conversation continues
Example conversation. Reproduced in substance, not recorded word for word – the same objection, two different starting points.
Prioritising target clients
Targeted outreach instead of list routine
We train on companies where something is genuinely happening right now: our AI recognises over 40 types of signs of need and shows which of your target companies are currently looking for new salespeople, opening a location or changing leadership. Your team practises on real reasons for a call, not on invented cases. The approach behind this is called Signal Based Selling.
For sales training, not all reasons for a call are equally useful. The following selection points to a skills problem in sales rather than a capacity problem. In the training it serves as material for openings, questions and objections.
| What the AI recognises | What it usually means | Typical time window |
|---|---|---|
| First head of sales hired | Sales is being restructured; conversation standards become relevant | first months after the start |
| Several sales positions advertised at once | New staff have to settle quickly into a shared way of working | 2–8 weeks |
| New sales academy or enablement role advertised | Knowledge and methods are to become more systematic in the team | 1–3 months |
| CRM or sales operations role advertised | Management and conversation quality are being made more visible | 1–3 months |
| New pricing or package structure published | Sales has to be able to explain value and price anew | up to 3 months |
| New product with market entry announced | The team needs a clear first approach for a new target group | until the launch date |
| New sales region opened | Gatekeepers, approach and handovers are being set up from scratch | 1–4 months |
| New partner channel presented | Direct sales and partner outreach have to be clearly separated | 1–3 months |
Examples, not an exhaustive list. Which events provide a genuine reason for a call in your market is something we define together before the training.
On top of this come signs from the customer’s market: an expiring framework agreement, a lost certification, a change in standards or the end of a subsidy.
Some teams already have a CRM with their own scoring. That stays as it is. For the training we add which companies have something happening right now, and for the most important hits we turn the research into a first sentence. If you want to use this permanently in your own team, you will find it in PrioX Lead-Scoring, a tool from PrioX, the AI agency for the entire sales process that DEALMAKERS founder Florian Weippert co-founded.
No objection catalogue to read out
An objection library for real conversations
Objections are signs of an open question. We train the counter-question before the reply, so that the salesperson does not argue against something the other person did not mean at all.
The sentences below come up often in everyday B2B sales in Germany. They are not an invitation to hit back, but a working library for the first clarification.
We train the counter-question before the reply.
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1. Acknowledge instead of judging
The first reaction acknowledges instead of judging. An “I see” is enough as a transition; it neither contradicts nor agrees. Anyone who argues at this point has not heard the objection, only filed it away.
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2. One single question
Then comes one question, not three. It opens up exactly one thing and does not yet contain your own answer. The pause after it is part of the exercise; in the training it is held, not talked over.
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3. Note the answer
A “no” can be a genuine reason to rule something out, a protective reflex, the wrong person or simply bad timing. Only once it is clear which case applies is an answer formulated at all.
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4. Next step or a clean ending
If the topic fits, the next step is agreed in concrete terms. If the answer remains unclear, no solution is put forward on spec – instead you clarify which information would be useful next, or the exchange ends cleanly.
Examples from the objection library
The table shows examples, not a complete collection. In the training we add the sentences your team actually hears – with the exact wording, the role of the other person and the moment they come up.
| Objection | What is usually behind it | The counter-question | The typical mistake |
|---|---|---|---|
| “Not interested.” | Protective reflex, bad timing, an existing solution or the wrong person | “Is that already well covered on your side, not relevant at the moment, or have I reached the wrong person?” | Immediately listing benefits and references |
| “No budget.” | No priority, unclear benefit or a different decision-maker | “What result would have to justify the effort for the topic to get budget priority at all?” | Justifying the price before the priority is clear |
| “Too expensive.” | Unclear yardstick, scope or expected benefit | “What are you comparing the price with: an alternative, the budget or the expected benefit?” | Offering a discount by reflex |
| “Send me some information.” | A need for information or a polite postponement | “Happy to. What exactly would you like to check in it?” | Sending general material and hoping for a reply |
| “We already have a provider.” | Satisfaction, a wish for continuity or no reason to compare | “How do you make sure this continuity also holds in the new growth phase?” | Running down the existing provider |
| “We do that in-house.” | Pride, capacity planning or a lack of clarity about the offer | “What exactly is to be solved in-house, and where does the process get tight today?” | Belittling the in-house solution |
| “No time.” | Genuine time pressure, a different priority or the end of the conversation | “Which result would have a higher priority for you than ten minutes of clarity about it?” | Insisting on the conversation or creating artificial urgency |
| “That is not my area.” | Genuinely the wrong contact or an unclear decision path | “Who is responsible for this decision, and what would that person need to see for a conversation to make sense?” | Only asking for a direct line |
| “Get back to me in six months.” | A shifted priority, no reason for the call or a polite exit | “How would you be able to tell in six months that the topic has become relevant?” | Setting a follow-up date without a reason for the call |
| “We need more leads first.” | A pipeline problem is being mixed up with a conversation problem | “Where do you lose the right conversations today: before the call, in the first meeting or after the proposal?” | Promising more volume before you know where deals are lost |
The counter-question has to fit the situation. With “too expensive” the yardstick is open; with “no time” it is about priority or a clean exit. A question about the consequence only makes sense once a connection has been confirmed. Do not invent costs, deadlines or disadvantages to give the conversation weight, and do not make statements about an existing provider. Stop asking when the person clearly says no or cannot put you in touch with the right person. Anyone who takes the objection seriously may ask precise follow-up questions – and then accept a no, too.
Variants, sequences and the complete practice cases are covered in our detailed German guide Einwandbehandlung (objection handling).
In the training the objections are taken from real call notes: one person voices the objection, the other may at first only reflect it back and ask a question, and then they swap roles. This prevents the familiar pattern: one sentence from the customer, three from the salesperson and no reliable next step.
Fits into everyday work
Sales training formats for B2B teams
| Format | Duration | Participants | Best suited for |
|---|---|---|---|
| In-house training | Half or full day | 4–8 (kick-off up to 12) | A shared language, new sales arguments and team handovers |
| Live telephone training on a real phone | Half or full day | 2–6 | Testing openers, reachability and objections straight away in real calls |
| Sales coaching for teams | Fixed sessions over several weeks | 4–8 | Reviewing real conversations and deals together, strengthening a shared language |
| Support over several weeks | Training day plus follow-up sessions | 4–8 | Consolidating new habits and reviewing selected conversations |
Which of these formats suits your team and your goal is something we clarify in the first call
Training on individual topics
Telephone training
Prospecting on a real phone: the trainer calls first, then your team.
Telephone training in our services →
Negotiation training
Hold your price, answer discount demands, recognise buyer tactics.
Negotiation training in our services →
AI workshop for sales teams
Analyse your processes together and find the AI use cases that pay off for your sales.
AI workshop in our services →
Sales coaching for teams
Review real conversations and deals together, over several weeks.
Team coaching in our services →
For teams in Berlin we train in-house at your premises – details on our German page Verkaufstraining in Berlin.
More than a mood survey
How we measure impact
Training is effective when behaviour in the next conversation is noticeably different and a clean next step comes out of it.
Training works when the next conversation runs noticeably differently.
Listening before and after
We compare selected conversations against clear criteria: reason for the call in the opening, number and quality of questions, handling of objections, share of speaking time and agreement on a next step. That tells you more than a general satisfaction question straight after the seminar.
Putting results in context
Meetings and proposals are taken into account, but not attributed to the training in isolation. Target client quality, price, market and reachability play a part too. The comparison shows whether the team uses its agreed way of working and where the next obstacle lies. Which metrics are suitable for this is shown in our German guide KPIs im Vertrieb.
Your trainer
Florian Weippert
Florian Weippert runs the training himself. He has been selling in B2B for around 20 years and has worked his way from Sales Manager through Head of Sales to Director Sales & Business Development. That is why he brings experience from every side of the job: selling himself, leading teams and training them, including in an inside sales academy that he helped to build. After training that he led internally for a DACH sales team of 25 people, closed deals – and with them revenue – rose by around 30 per cent. He has closed deals with small and medium-sized businesses just as much as with corporations, mid-market companies with more than EUR 1 billion in revenue and world-leading, well-known consumer brands.
With him, your team learns to recognise what the customer really means and to respond to it appropriately in the conversation. To do this, he combines sales practice with the psychology of selling and negotiation: he is an NLP Master (DVNLP) and a systemic coach, trained in Mimikresonanz (reading facial expressions), behaviour analysis and negotiation. He has written down his method in the handbook “The Magic of Sales – Emotional Resonance®”. Since 2025 he has held the master’s degree “Business with AI” – in the training he shows where AI can take preparation and follow-up off your team’s hands.
Frequently asked questions
Questions about B2B sales training
What does B2B sales training cost?
We bill fairly by the hour, by daily rate or as a flat fee. The price depends on format, number of participants, preparation and follow-up support; you receive it after the first call as a clearly defined proposal. Before the proposal we clarify target clients, conversation situations and the share of live calls. A single training day and support over several weeks are different services.
How many participants make sense?
For exercises with feedback, four to eight participants make sense. With more people it quickly turns into a lecture instead of training, because not everyone gets time to talk. A larger group can start together for a joint kick-off or a new line of argument; the work on calls, objections and individual wording is then better done in smaller groups.
How long does the training take?
A compact introduction takes half a day or a full day. If live calls, review and transfer into day-to-day work are to be included, we usually plan a full day plus follow-up sessions. The sensible duration depends on the number of conversation situations and participants. What matters is not the time in the calendar, but how many real conversations are reviewed afterwards.
Does the training take place on our premises?
Yes. In-house training makes sense when the team, target client lists and internal handovers are to be worked on together. We need a quiet room, access to the agreed documents and, for live calls, a workable telephone set-up. Alternatively, we run the training online or work directly alongside individual salespeople on the phone.
Do you also train online?
Yes. Online works particularly well for reviewing conversations, wording, work on objections and short follow-up sessions. Participants need a camera, sound and access to their call notes. With complex team dynamics, or if live calls are to be made on the same day, an on-site session is often more practical, but not a requirement.
How does B2B sales training differ from classic sales training?
The two terms are often used interchangeably. The difference lies in the approach: classic sales training often works with general models and invented role plays. B2B sales training deals with several people involved, longer decisions and a specific reason for the call at first contact. That is why we train on your target clients, your offers and real objections. The trainer demonstrates the opening of the conversation on the phone himself instead of just explaining a method.
Is sales training the same as the German Vertriebstraining?
Yes. Sales training is the English term for what is called Vertriebstraining in German; it is the same service. Whether it works depends on the approach – how training runs with us is described under How a training programme runs.
Does training also work for experienced salespeople?
Yes, as long as it is not about lecturing. Experienced salespeople benefit especially from reviewing specific conversation patterns: where is something explained too early, which counter-question is missing, when is an objection answered too quickly? They bring real cases. The training provides an outside perspective, tests wording and creates a shared standard without belittling experience.
What happens after the training day?
After the training, the agreed wording, conversation goals and next steps are recorded. In the follow-up support we listen to selected conversations, discuss specific situations and adjust the way of working. This shows which exercise is taking hold in everyday work and where an obstacle lies outside the conversation, for example in the target client list, reachability or the proposal process.
Can you train telephone prospecting only?
Yes. Then we concentrate on the first sentence, gatekeepers, reachability, permission to talk, qualification and booking meetings. The basis is your target clients and publicly visible reasons for the call, not a generic call script. Where it makes sense, the trainer makes the first calls and reviews the conversations directly with the team. If what you need is pure prospecting capacity, our cold calling agency is the better approach. There is more on this under telephone training in our services.
Do you also train managing directors who sell themselves?
Yes, together with their team. With managing directors it is usually not about more call volume but about scarce time, clear selection and the handover after the first meeting. We work on a few relevant target clients, the reason for the call in the opening and questions that justify a next meeting. The wording stays suited to the managing director’s role and actual offer.
Do you also offer one-to-one coaching?
No. We deliberately train and coach groups, because everyone learns from the others’ conversations and the team then speaks the same language. For support in everyday work there is our sales coaching for teams.
How do you measure success?
We define observable behaviour and result measures in advance: for example, whether a reason for the call is named in the opening, how many qualifying questions are asked, whether a next step is firmly agreed and what call notes look like. After the training we compare selected conversations and the agreed steps. We do not attribute individual deals to the training across the board.
Do participants receive materials?
Yes. Participants receive the openers, questions and objection responses developed in the training, plus a clear routine for follow-up. These are working documents for their own target group, not a generic script to read out. With ongoing support we add insights from reviewed conversations, so that the materials grow with practice.
Make your next real call a better one
Discuss target clients, team and the training format you want directly with us. No form – just phone, email or calendar.