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Emphasizes the importance of self-confidence in sales people and reveals how these employees can achieve confidence in their call-center roles.

Puts forward a series of spidergrams illustrating the self-confidence of different employees and suggests how they can improve their performance.

Advances the view that sales people need to: know their products and services; know their sales and customer-service processes; know how to get inside the world of prospective customers; know their competitors' products and services; know what has worked, and not worked, in the past; and have faith and belief in the product, service and brand.

Outlines development activities for call-center employees, concentrating on knowledge of product, sales process, customer-service processes, competitors' products and performance and the customer's world.

Provides a tool-kit for developing call-center skills.

The purpose of this paper is to describe a Model of Excellence™ that has helped to improve the performance of sales staff at retailing giant B&Q, among other organizations.

The paper explains the background to the Model of Excellence™ and some of the results it has achieved.

There are three levels of influence of the Model of Excellence™ – explicit standards, consistency and sustainability. The paper reveals how the Continue & Begin™ fast‐coaching model for on‐the‐spot coaching of sales employees and their colleagues is being used by many of the world's leading automotive and retail operators to reinforce sales training.

The paper shows that the fast‐coaching approach is ideal for use when observing sales behaviors in situ as well as being a proven method for making the most of mystery‐shop video footage or telephone‐call recordings.

The paper highlights the importance of creating an explicit set of standards (the sales process) that people can relate to, that they believe could be achievable, that they can incorporate into their daily lives, and training sales staff to deliver them.