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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 transformative 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 transformative 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.

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