Index

S

Sacks, Oliver, 104

Sales:

black box view of, 189–190

converging forces of rapid commoditization and increasing complexity, 1–20

corporate strategy (see Strategy)

future and enterprise sales, 199–209

managers, 163

performance leadership, 161–183

processes engaged involved in, 49, 207

Sales paradigm, conventional, 21–38

adversarial trap, 34–37, 38

assumption trap, 25–31, 37–38

basic elements of, 23, 62

design phase vs., 127–128

presentation trap, 31–34, 38

problems with "sell-harder" solution, 20

proposal (as instrument of consideration), 151

reality checks, 26, 27, 32, 36

Sant, Tom, 151

Self-knowledge, 80–83

Senge, Peter, 193

Shaping the market, 206–209

Skills:

levels of acquisition (Dreyfus model), 181–183

advanced beginners, 182

competent sales professionals, 182

expert sales professionals, 183

novices, 182

proficient sales professionals, 183

tools for for enterprise sales, 55–61

how (right sequence - the bridge to change), 59–61

what (right questions - diagnostic questions), 58–59, 61

who (right people - the cast of characters), 55–57, 61

Smith, Adam, 190

Solution perspective, 57

Solution risks, three kinds of:

performance risk, 129, 130

personal risk, 129, 130

process risk, 129, 130

Soon (fat/loaded word), 132

Specialists/generalists, 180, 191

Spence, Gerry, 98

Staples, 166

Strategy, 185–198

mechanisms required (two), 190

monitoring/measuring capability and, 188

organizational alignment, 190–193

organizational learning, 193–195

prerequisites (four) for successful execution of, 187–188

study of best-performing companies (1985–1995), 206

Support (fat/loaded word), 132

Systemic problems, 38

The topics covered herein concern solution sales, consultative sales, and consultative selling.