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Index

A

Account managing, vs. account leading, Chapter 5
Aebli, Chris, Chapter 7
Agendas, for meetings, Chapter 10
Albert Ellis Institute, Chapter 11
American Express Company, Chapter 3, Chapter 8
Anderson, James C., Chapter 1
AOL Time Warner, Inc., Chapter 2, Chapter 8
Applied Materials, Chapter 5
Arkinson, Owen, Chapter 4, Chapter 4, Chapter 4
Assumptions, Chapter 6
challenging, Chapter 6
Attitude, team, Chapter 7

B

Baker, Bob, Chapter 2
Bayer Polyurethane, Chapter 4
Blockbuster Entertainment, Chapter 6
Bosses
dealing with difficult, Chapter 9
taking care in choosing, Chapter 11
Bossidy, Lawrence, Chapter 5
Boundaries, creativity and, Chapter 5
Brainstorming, Chapter 5
Business case analysis, Chapter 1
example of, Chapter 1
Business cases
communication and, Chapter 4
fundamentals of developing, Chapter 4
Business development, Chapter 11
Business models, Chapter 1
Business relationships. See Customer relationships
Buy.com, Chapter 1
Buying decisions
of customers, Chapter 2
prices and, Chapter 2, Chapter 2
Buying experiences, best and worst, Chapter 1

C

Career advice, Chapter 11
Celic, Steve, Chapter 4, Chapter 4
Challenges, as learning experiences, Chapter 11
Champlin, Peggy, Chapter 6
Change
dissatisfaction and, Chapter 5
habits and, Chapter 11
instituting, Chapter 5
leadership and, Chapter 5
as opportunity, Chapter 5
process of, Chapter 5
sales leaders and, Chapter 5
Channing, Stockard, Chapter 11
Chenault, Kenneth I., Chapter 8
Choices, reacting to situations and, Chapter 11
Christensen, Clayton, Chapter 5
Clerk approach, to sales, Chapter 3
Code of meeting ethics, Chapter 10
Coffman, Vance, Chapter 6
Cold calling, 4, Chapter 11
creating momentum for, Chapter 11
Commitment, developing, Chapter 7
Communication, Chapter 11
business cases and, Chapter 4
having prompt responses to, Chapter 7
improving listening skills and, Chapter 11
perceptions and, Chapter 7
sales leaders and, Chapter 7
successful teams and, Chapter 7
Competence
conscious, Chapter 11
unconscious, Chapter 11
Computer visuals, Chapter 9
Conclusions, jumping to, Chapter 11
Cone, Victoria, Chapter 8
Conscious competence, Chapter 11
Consistency, Chapter 1
with customers, Chapter 3
Consultant approach, to sale, Chapter 3
Cooper, Ginger, Chapter 1
Cost, vs. price, Chapter 2
Creativity. See also Value innovation
going beyond boundaries and, Chapter 5
suggestions for, Chapter 5
techniques for, Chapter 5
two-part process of, Chapter 5
Crises
leading during, Chapter 8
managing, Chapter 10
Customer relationships. See also Relationships
defined, Chapter 4
vs. personal relationships, Chapter 4
recommendations for, Chapter 4
selling and, Chapter 4
Customers
asking for the sale to, Chapter 3
buying decisions of, Chapter 2
defining what you do for, Chapter 2
determining if customers know what they want, Chapter 3
educating, Chapter 3
flexibility and, Chapter 5
identifying, Chapter 2
importance of consistent behavior with, Chapter 3
keys for relationships with, Chapter 2
types of, Chapter 3
understanding needs of, Chapter 5
walking in shoes of, Chapter 3

D

Decisions
enthusiasm and, Chapter 6
making better, Chapter 6
making informed, Chapter 6
making tough, Chapter 6
for walking away from sale, Chapter 6
Delegation, Chapter 7
Dell, Michael, Chapter 11
Dell Computer, Chapter 11
DePree, Max, Chapter 3
Depth, Chapter 1
Development, team, Chapter 7
DeVito, Danny, Chapter 11
Difficult bosses, dealing with, Chapter 9
Digioia, Frank, Chapter 8
Direction, Chapter 1
Discipline, Chapter 1
Disorganization, Chapter 10
Disruptive technology, Chapter 5
Distances, working effectively from, Chapter 10
Dittman, Gloria, Chapter 11
Drucker, Peter, Chapter 10

E

Eagles, Gil, Chapter 9
eBay, Chapter 11
Eck, Dennis, Chapter 2
Edison Chamber of Commerce, 177
Egan, Kathy, Chapter 11
Either-or thinking, Chapter 6
Elasticity of demand, Chapter 2
Ellis, Albert, Chapter 11
Empathy, Chapter 7
Employers. See Bosses
Enterprise, Chapter 2
Epictetus, Chapter 11
Existing solutions, high and low value and, Chapter 5
Experts, tips for becoming, Chapter 11

F

Feedback, offering constructive, Chapter 7
Felekey, Bob, Chapter 11
Flexibility, with customers, Chapter 5
FORT Productions, Chapter 8

G

Gallop, Cindy, Chapter 1
GANTT charts, Chapter 6
General Dynamics, Chapter 7, Chapter 7
General Electric, Chapter 5, Chapter 6
Gerber, Michael E., Chapter 2
Gerstner, Lou, Chapter 5, Chapter 5
Ghosn, Carlos, Chapter 5
Global Crossings, Chapter 1
Goals
reasons people don't achieve, Chapter 6
setting high, Chapter 6
Greater good, finding, Chapter 5
Greatness, achieving, Chapter 11
Greed, sales, Chapter 6
Growth, value innovation and, Chapter 5
Grudges, Chapter 11

H

Habits, changing, Chapter 11
Hadley, Andy, Chapter 5
Half-life theory of motivation, Chapter 11
Hanks, Tom, Chapter 7
Happiness, buying, Chapter 11
Harris Corporation, Chapter 7
Hawken, Paul, Chapter 2
Helm, George, Chapter 7
Herres, Robert, Chapter 2
High-value innovative solutions grid, Chapter 5
Home life, and work life, Chapter 11
Home offices, challenges of, Chapter 10
Honeywell, Chapter 5
Huizenga, Wayne, Chapter 6
Humor, Chapter 11

I

Immelt, Jeffrey R., Chapter 5
Inertia, Chapter 5
Influence, Chapter 6
Innovations. See Creativity; Value innovation
Innovative solutions. See also Solutions
high- and-low value and, Chapter 5
leadership and, Chapter 6
Integrity, sales leaders and, Chapter 8
Intellectual capital, Chapter 11
Intellectual depreciation, Chapter 11
Interruptions
controlling, Chapter 10
types of, Chapter 10

J

James, William, Chapter 11
Jordan, Evelyn, Chapter 11

K

Kasser, Tim, Chapter 11
Kim, W. Chan, Chapter 5
Kmart, Chapter 2
Knowledge, types of, Chapter 11
Kouzes, James M., Chapter 5
Krakoff, Reed, Chapter 2

L

Language differences, Chapter 10
Lautenbach, Ned, Chapter 5
Lead users, Chapter 5
Leaders. See Sales leaders
Leadership. See also Sales leadership
change and, Chapter 5
during crises, Chapter 8
vs. loyalty, Chapter 5
Leadership strategies, for delivering value, Chapter 1
Legacies, leaving, Chapter 11
Listening, improving skills for, Chapter 11
Lockheed Martin, Chapter 6
Loyalty, vs. leadership, Chapter 5
Lucent Technologies, Chapter 9

M

Managing up, Chapter 9
Manning, Mike, Chapter 1
Market-based selling model, Chapter 1
Market development, Chapter 11
Markets, defining, Chapter 1
Marriott, John W., III, Chapter 1, Chapter 4
Marriott International, Chapter 1, Chapter 4
Mauborgne, Renee A., Chapter 5
Maytag Corporation, Chapter 5
Meetings, Chapter 10
code of ethics for, Chapter 10
Memorial Sloan-Kettering Cancer Center, Chapter 6
Micromanaging, Chapter 7
Mistakes, Chapter 11
Momentum
creating, for cold calls, Chapter 11
sales leaders and, Chapter 5
Morgan, James C., Chapter 5
Motivation, half-life theory of, Chapter 11

N

Narus, James A., Chapter 1
Nightingale, Earl, Chapter 6
Nissan Motors, Chapter 5
NNR Aircargo Service (USA), Chapter 5
Nokia, Chapter 5
Nominal groups, Chapter 6
Norton, Larry, Chapter 6

O

Objective measurements
of success, Chapter 6
of value, Chapter 1
Objectives, stretching, Chapter 6
Olrich, Dick, Chapter 2
Olympic Management, Chapter 11
O'Neill, Finbarr, Chapter 2
Organization, salespeople and, Chapter 10

P

Palmisano, Samuel J., Chapter 5
Parsons, Richard D., Chapter 8
Passion, sales leaders and, Chapter 8
Patterson, Steve, Chapter 4, Chapter 4, Chapter 4
People skills, Chapter 9
cultivating, Chapter 4
sales leaders and, Chapter 7
Perception, communication and, Chapter 7
Perfectionism, Chapter 11
Personal planning, tips for, Chapter 10
Personal relationships, vs. customer relationships, Chapter 4
Planning, Chapter 6
for next level, Chapter 6
personal, Chapter 10
proactive, Chapter 10
template for, Chapter 6
Positioning, Chapter 2
Posner, Barry, Chapter 5
Presentations, Chapter 9
practicing for, Chapter 9
preparing for, Chapter 9
presenting, Chapter 9
Prestige brands, Chapter 2
Price sensitivity, Chapter 2
Prices
buying decisions and, Chapter 2, Chapter 2
vs. cost, Chapter 2
level of sales contact and, Chapter 3
negotiating, Chapter 2
units sold and, Chapter 2
Proactive planning, principles of, Chapter 10
Problem solving, creating value and, Chapter 1
Procrastination, Chapter 11
steps to overcoming, Chapter 11
Profits, Chapter 1
Projects, managing, Chapter 9
Proposals, tips for winning, Chapter 9
Prospecting, 4, Chapter 11
Purpose, sales leaders and, Chapter 8
PW Funding, Chapter 2, Chapter 11

R

Reality, sales leaders and, Chapter 5
Recognition, importance of, Chapter 7
Redford, Robert, Chapter 10
Regrets, Chapter 11
Reisert, Ray, Jr., Chapter 11
Rejections, Chapter 11
Relationships. See also Customer relationships
keys for, Chapter 2
strategies for success and, Chapter 11
trust and, Chapter 4
Reliant Stadium, Houston, Chapter 4
Renault, Chapter 5
Republic Industries, Inc., Chapter 6
Roberts, Julia, Chapter 9
Rosenstein, Stuart, Chapter 8
Royal Dutch Shell, Chapter 6
Russo, Pat, Chapter 9
Ryan, Richard, Chapter 11

S

Sales. See also Selling
asking for, Chapter 3
clerk approach to, Chapter 3
consultant approach to, Chapter 3
learning something new with, Chapter 11
levels of, Chapter 3
market-based selling model of, Chapter 1
salesperson approach to, Chapter 3
Sales greed, Chapter 6
Sales leaders. See also Leadership
being part of solution and, Chapter 5
challenge for, Chapter 5
communication and, Chapter 7
finding greater good and, Chapter 5
fundamental questions answered by, Chapter 1
going with the flow and, Chapter 11
high-value, innovative solutions and, Chapter 5
influencing others and, Chapter 5, Chapter 6
integrity and, Chapter 8
managing projects and, Chapter 9
momentum and, Chapter 5
passion and, Chapter 8
purpose and, Chapter 8
qualities followers want from, Chapter 5
qualities of, Chapter 5, Chapter 5
reality and, Chapter 5
roles of, Chapter 5
vs. sales managers, Chapter 5
stability and, Chapter 8
status quo and, Chapter 5
taking rejections personally and, Chapter 11
understanding customers needs and, Chapter 5
value innovation and, Chapter 5
vision and, Chapter 5
Sales leadership principle, Chapter 5
individual qualities of success and, Chapter 5
Salespeople. See also Sales leaders
common mistakes of, Chapter 4
organization and, Chapter 10
qualities customers value in, Chapter 4
win-win-win solutions and, Chapter 5
Salesperson approach, to sales, Chapter 3
Savander, Niklas, Chapter 5
Scenario planning, Chapter 6
Schultz, Howard, Chapter 3
Selling. See also Sales
customer relationships and, Chapter 4
dos and don'ts of, Chapter 3
Siemens, Chapter 4
Silvell, Tom, Chapter 1
Soderberg, Jeff, Chapter 11
Solutions. See also Innovative solutions
creating high-value, Chapter 1
existing, Chapter 5
innovative, Chapter 5, Chapter 6
win-win-win, Chapter 5
Spielberg, Steven, Chapter 7, Chapter 8, Chapter 11
Stability, sales leaders and, Chapter 8
Starbucks, Chapter 3
Status quo, sales leaders and, Chapter 5
Subjective measurements
of success, Chapter 6
of value, Chapter 1
Success
achieving maximum, Chapter 11
having a plan B and, Chapter 6
measuring, Chapter 6
strategies for, Chapter 11
Swank, Hilary, Chapter 11

T

Tacit knowledge, 188
Teams, Chapter 7
constructive feedback and, Chapter 7
cornerstones of successful, Chapter 7
delegation and, Chapter 7
developing commitment to, Chapter 7
recognition and, Chapter 7
Technology transition, Chapter 5
Think time, Chapter 10
Time challenges, Chapter 10
Time wasters, Chapter 10
Trout, Jack, Chapter 2
Trust, Chapter 1
long-term relationships and, Chapter 4

U

Unconscious competence, Chapter 11
USAA, Chapter 2

V

Valentine, Charles, Chapter 4
Value
benefits of reinforcing, Chapter 1
creating, problem solving and, Chapter 1
creating, through vision, Chapter 4
defined, Chapter 1
delivering consistent, Chapter 1
high- and-low, and innovative vs. existing solutions, Chapter 5
importance of understanding what customers, Chapter 1
leadership strategies for delivering, Chapter 1
objective measurements of, Chapter 1
reinforcing, Chapter 1
subjective measurements of, Chapter 1
Value drains, Chapter 1
Value innovation, Chapter 5. See also Creativity
growth and, Chapter 5
sales leaders and, Chapter 5
Value propositions, Chapter 2
Vision
communicating, Chapter 4
creating value through, Chapter 4
sales leaders and, Chapter 5
Visuals, computer, Chapter 9
Von Hippel, Eric, Chapter 5

W

Wal-Mart, Chapter 2
Ward, Lloyd, Chapter 5
Waste Management, Inc., Chapter 6
Welch, Jack, Chapter 6
Wheatley, Ken, Chapter 6
Whitman, Meg, Chapter 11
Win-win-win solutions, Chapter 5
Work life, and home life, Chapter 11
Worrying, cure for, Chapter 11

Z

Ziglar, Zig, Chapter 7

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