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Index

T

Theory, 41
Timing, 137
Training:
industry example (decision criteria), 141–142
quick-starting the salesforce, 172–174
self-assessment, 173
12-Stage Success Plan, 174–181
Transformative sales:
applying conventional sales process to, 23–25 (see also Sales paradigm, conventional)
example ("mother of all procurements"), 6–11
future chasm in marketplace (vs. commoditization), 199–209
choosing your model (commodity vs. transformative sale), 203–206
commoditization force, 201, 202–203 (see also Commoditization)
complexity force, 3–6, 15–19, 69, 201–203
key issues (two), 205–206
shaping the future, 206–209
growing arena of, 203
nature of, 6–11, 19
proven approach to, 39–73
discipline, 44 (see also Discipline for transformative sales)
identifying best practices, 41–43
primary elements (three), 43–44
skills, 44 (see also Skills)
Transformative sales leadership, 161–183
aligning phases to your unique situation, 166, 192–193
corporate strategy (see Strategy)
focal point assessment (using problem/solution matrix), 166–168
hiring the salesperson, 170–172
assessment instruments, 170–172
behavioral assessment, 171
personal interests/values assessment, 172
from novice to expert (Dreyfus model of Skill Acquisition), 181–183
questions for business development team to answer, about each of the four phases, 168–169
systems concept, 164–165
training/quick-starting salesforce, 172–174
sales training self-assessment, 173
12-Stage Success Plan, 174–181
Trust, 51–52

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

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