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Index

A

Accenture, Chapter 5
Access (to Key Players), Chapter 12, Chapter 12
Active accounts, Chapter 15
Advertising, Chapter 9
Advice, unsolicited, Chapter 4
AI (artificial intelligence) industry, Chapter 3
American Marketing Association, Chapter 2, Chapter 6
Asking questions, Chapter 3
diagnosing problems by, Chapter 4
offering opinions vs., Chapter 1
and posturing, Chapter 14
at Trade Shows, Chapter 9
Assessing salespeople, Chapter 16
flaws in, Chapter 16
and leveraging manager experience, Chapter 16
performance vs. skill mastery in, Chapter 16
in regrading sessions, Chapter 16
and selling skills, Chapter 16
and training, Chapter 16
Auditability, Chapter 5, Chapter 15
Automation, Chapter 2

B

Banner ads, Chapter 6
Benefit statements, Chapter 7
"Best practices," Chapter 2
Brochures, Chapter 9
Budgets:
and change, Chapter 9
and leads, Chapter 9, Chapter 9
and prospecting, Chapter 10
Business development (see Prospecting)
Business issues:
and advertising, Chapter 9
and change, Chapter 9
and prospecting, Chapter 10, Chapter 10
wording of, Chapter 10
Buyer vision, Chapter 11
asking questions to develop, Chapter 11
and commodities, Chapter 11
and competing for Column A, Chapter 11
patience/intelligence needed for, Chapter 11
sample conversation for developing, Chapter 11
Solution Formulators for developing, Chapter 8
verification of, Chapter 11
Buyers:
empowering, Chapter 1, Chapter 4
qualifying (see Qualifying buyers)
quantity vs. quality of, Chapter 2
and solutions, Chapter 4
Buying cycles, Chapter 8, Chapter 11
Key Players in, Chapter 12
mindshare necessary for starting, Chapter 9
and 72 percent zone, Chapter 3
visibility/control of, Chapter 13
Buzzwords, Chapter 2, Chapter 11

C

"Call introduction," Chapter 12
CDs, Chapter 6
Champion Letter, Chapter 12
Champions:
definition of, Chapter 12
evaluating, Chapter 15
and funnel blockages, Chapter 16, Chapter 16
qualifying, Chapter 12
Change, Chapter 3
and budgets, Chapter 9
and prospecting, Chapter 10
and seminars, Chapter 9
Channel managers, Chapter 17
Channels, Chapter 17
broken, Chapter 17
control of, Chapter 17
coverage with, Chapter 17
Customer-Focused principles applied to, Chapter 17
support of, Chapter 17
Chaos, Chapter 5
Chasm (between early and mainstream markets), Chapter 3, Chapter 3
Chief content officer, Chapter 6
"Clean sheet of paper" approach, Chapter 5
Closed questions, Chapter 11
Closing:
and conditional "give," Chapter 14
end-of quarter, Chapter 2
predicting date of, Chapter 15
and Sequence of Events, Chapter 13
Coaches, Chapter 12
Coherent messages, Chapter 2, Chapter 2
Collaboration, Chapter 9
Collateral literature, Chapter 9
"Column A":
and comparison shopping, Chapter 13
competing against, Chapter 9
competing for, Chapter 11
and discounting, Chapter 14
and leads, Chapter 9
and proactive selling, Chapter 9
and seminars, Chapter 9, Chapter 9
and "wired" requests for proposal, Chapter 12
Commodity sales, Chapter 7
Comparison shopping, Chapter 3, Chapter 13
Competence, Chapter 4
Competitive advantage, Chapter 18
Computer Associates, Chapter 5
Concessions, Chapter 14
Conciseness, Chapter 10
Concreteness, Chapter 8
Consensus, Chapter 16
Consulting, Chapter 8, Chapter 8
Conversations, Chapter 3
conditions for effective, Chapter 8
presentations vs., Chapter 1
Sales-Primed Communications to facilitate, Chapter 8
targeted, Chapter 5
usage-/results-oriented, Chapter 1
Core content, Chapter 6, Chapter 6, Chapter 8
Cost-benefit analysis, Chapter 3
Cost-benefit results achieved by customers, Chapter 9
Cross selling, Chapter 7
Crossing the Chasm (Geoffrey Moore), Chapter 1
Customer-focused behavior:
asking questions as, Chapter 1
conversations as, Chapter 1
empowering buyers as, Chapter 1
and management, Chapter 1
product-usage conversations as, Chapter 1
solution focus as, Chapter 1
targeting decision makers as, Chapter 1
tenets of, Chapter 1
Customer-focused selling, Chapter 4
applying, Chapter 18
asking questions to aid, Chapter 4
and buyer-declared solutions, Chapter 4
and buyer-discovered solutions, Chapter 4
and closing, Chapter 4
core concepts of, Chapter 4
to decision makers, Chapter 4
and differentiation, Chapter 4
to early-market and mainstream-market buyers, Chapter 3
and emotion, Chapter 4
empowering buyers to aid, Chapter 4
and expertise, Chapter 4
goal as focus in, Chapter 4
negotiation to aid, Chapter 4
and qualifying opportunities, Chapter 1
Customer Focused Selling Management Workshop, Chapter 18
Customer Focused Selling Workshop, Chapter 18
Customer Message Management Forums, Chapter 2, Chapter 6
Customer relationship management (CRM) systems, Chapter 2, Chapter 2, Chapter 5, Chapter 6, Chapter 7
Customer support, Chapter 4
Customer Focused Selling Field Guide, Chapter 16
Customers:
cost-benefit results achieved by, Chapter 9
and marketing, Chapter 6
as resources, Chapter 10
seminars featuring selected, Chapter 9

D

Data problems, Chapter 5
Decision makers, Chapter 12
and budgets, Chapter 9
Sales-Primed Communications targeting, Chapter 6, Chapter 8
selling to, Chapter 4, Chapter 4
and usage scenarios, Chapter 8
users vs., Chapter 1
Defensiveness, Chapter 14
Delegation, Chapter 4
Diagnostic questions:
buyer vision developed with, Chapter 11, Chapter 11, Chapter 11
in Sales-Primed Communications, Chapter 8, Chapter 8, Chapter 8, Chapter 8
Differentiation:
and buyer vision, Chapter 11, Chapter 11
in Customer Focused Selling, Chapter 4
in negotiation, Chapter 14
and Pinocchio effect, Chapter 7
with Solution Formulators, Chapter 8
at trade shows, Chapter 9
Direct sales, Chapter 17
Discipline, Chapter 5
Discounts/discounting:
and conditional "give," Chapter 14
Hail Mary, Chapter 2, Chapter 5
monitoring of, Chapter 16
in negotiation, Chapter 14
and premature closing, Chapter 13
Documentation:
of Key Player meetings, Chapter 12
of sales process steps, Chapter 5
of Sequence of Events, Chapter 13
Due diligence, Chapter 9

E

E-commerce software, Chapter 3
Early Adopters, Chapter 1, Chapter 3
Early-market buyers, Chapter 3
and artificial intelligence, Chapter 3
and Customer Focused Selling, Chapter 3
mainstream-market buyers vs., Chapter 3
and 72 percent zone, Chapter 3
and trade shows, Chapter 9
Email:
to Champions, Chapter 12
demand created with, Chapter 9
management oversight of, Chapter 16
marketing with, Chapter 6
prospecting with, Chapter 10, Chapter 10
Emotion, Chapter 4
Empowerment, buyer, Chapter 1
Errors, common sales, Chapter 14
Evaluating status, Chapter 15
Evaluation:
of leads, Chapter 9
of offerings, Chapter 9
"Event, question, player, action" (EQPA) question, Chapter 8, Chapter 11, Chapter 11
Executive (term), Chapter 4
Expertise, Chapter 4
Experts, Chapter 2

F

Features (of product):
distilling number of, Chapter 8
as irritation, Chapter 7
leading with, Chapter 2
as term, Chapter 7
Feedback, Chapter 6, Chapter 8
"Feel, felt, found" approach, Chapter 7
Field of Dreams mindset, Chapter 3
Financial approvers, Chapter 12
Fire drills, Chapter 5
Follow-up, Chapter 9, Chapter 12
Framing questions, Chapter 11
Functions, job, Chapter 8
Funnel milestones, Chapter 15
Funnels:
analyzing blockages in, Chapter 16

G

Gartner Group, Chapter 5, Chapter 9
Goals:
focus on, Chapter 4
job titles and associated, Chapter 8
of senior management, Chapter 8
in Success Stories, Chapter 9, Chapter 9
Goals shared, Chapter 15
Golf analogy, Chapter 16
"Good cop / bad cop game," Chapter 14

H

"Hail Mary" discounts, Chapter 3, Chapter 5
Hiring, Chapter 2
"Hot buttons," Chapter 2
"Hurt and rescue" approach, Chapter 9

I

Implementers, Chapter 12
Inactive accounts, Chapter 15
Indirect sales, Chapter 17
Indoctrination, Chapter 2
Industry knowledge, Chapter 2
Industry segments, Chapter 2
Industry trends, Chapter 10
Innovators, Chapter 1, Chapter 3
Input auditability, Chapter 5
Input consistency, Chapter 5
Intelligence, Chapter 11, Chapter 11
Interaction, sales and marketing, Chapter 6
Interest, Chapter 10
Internet, customers on, Chapter 6
Invitations, seminar, Chapter 9
Involuntary turnover, Chapter 15

J

Job titles, Chapter 18
functions/responsibilities associated with, Chapter 2
of Key Players, Chapter 12
and prospecting, Chapter 10
Joint calls, Chapter 16
Jordan, Michael, Chapter 3

K

Key Players, Chapter 9, Chapter 9
access to, Chapter 12, Chapter 12
and funnel blockages, Chapter 16
joint calls on, Chapter 16
and pipeline management, Chapter 15
qualifying, Chapter 12, Chapter 12
titles of, Chapter 12

L

Laggards, Chapter 3
Late majority buyers, Chapter 3
Leads, Chapter 6
and advertising, Chapter 9
and brochures/collateral, Chapter 9
in Column A, Chapter 9
components of, Chapter 9
letters/faxes/emails for generating, Chapter 9
and marketing, Chapter 9
marketing's role in creating, Chapter 9
and seminars, Chapter 9
and trade shows, Chapter 9
Letters:
Champion, Chapter 12
demand created with, Chapter 9
management oversight of, Chapter 16
prospecting, Chapter 10, Chapter 10
takeback, Chapter 16
Life cycle (of an offering), Chapter 3, Chapter 3
Listening, Chapter 14

M

Mainstream-market buyers, Chapter 13
marketing to, Chapter 3, 46
and Sequence of Events, Chapter 13
and 72 percent zone, Chapter 3
Management:
and customer-focused behavior, Chapter 1
and premature closing, Chapter 4
Managers of users, Chapter 12
Managing pipelines and funnels, Chapter 15
Manipulation, Chapter 1
Market acceptance:
conversation as accelerator of, Chapter 3
early-buyer stage of, Chapter 3
mainstream-buyer stage of, Chapter 3
stages of, Chapter 3
Market conditions, Chapter 3
Marketing, Chapter 6
core content as responsibility of, Chapter 6
to early-market buyers, Chapter 3
feedback for, Chapter 6
interaction of sales and, Chapter 6
and leads, Chapter 9
to mainstream buyers, Chapter 3
objective of, Chapter 6
and requests for information, Chapter 9
responsibility of, Chapter 2
role of, Chapter 9
and Sales-Primed Communications, Chapter 9
SFs as responsibility of, Chapter 8
and selling architecture, Chapter 6
shared mission of sales and, Chapter 7
Success Story crafted by, Chapter 9
and Web customers, Chapter 6
Menus of business goals or problems, Chapter 9, Chapter 9
and funnel blockages, Chapter 16
for Key Players, Chapter 12
for new offerings, Chapter 18
and prospecting, Chapter 10, Chapter 10, Chapter 10
for VARs, Chapter 17
Microsoft, Chapter 5, Chapter 17
Milestones, Chapter 5
Moore, Geoffrey, Chapter 1, Chapter 3
Multiple contacts, Chapter 12

N

"Natural" salespeople, Chapter 1, Chapter 3
Negotiation, Chapter 4, Chapter 14
apples and oranges comparisons in, Chapter 14
conditional "give" and close in, Chapter 14
discounting in, Chapter 14
real, Chapter 14
steps in, Chapter 14
traditional buyers/sellers in, Chapter 14
New hires, Chapter 2, Chapter 2
New products, Chapter 8
New technologies, acceptance of, Chapter 3
"No decision" posture, Chapter 3, Chapter 13
Non-decision makers, Chapter 14
"Noun-oriented" product training, Chapter 1

O

Objections (to sale), Chapter 2, Chapter 7
Onyx Software, Chapter 6
Open question, Chapter 11
Opinions:
forecasting with, Chapter 2
questions vs., Chapter 1
of salespeople, Chapter 2, Chapter 2
unequal value of, Chapter 2
Oracle, Chapter 5
Organization charts, Chapter 2
Outside help, Chapter 8
Ownership of goals, problems, and needs, Chapter 4

P

Participation (of buyer), Chapter 4
Peers, Chapter 16
Performance, skill mastery vs., Chapter 16
Persistence, Chapter 12
Pinocchio effect, Chapter 7
Pipeline management, Chapter 15
Positioning, Chapter 2, Chapter 8, Chapter 8
Posturing, Chapter 14
Predictability, Chapter 3
Premature closing, Chapter 4, Chapter 5, Chapter 13, Chapter 14
Presentations, conversations vs., Chapter 1
Pricing:
compromise, Chapter 2
as excuse for lack of sale, Chapter 2
and features, Chapter 2
and negotiation, Chapter 14
Process (term), Chapter 5
Procrastination, Chapter 15, Chapter 15
Product:
positioning of, Chapter 2
reliance on, Chapter 15
Product configurators, Chapter 9
Product development, Chapter 6
Product marketing, Chapter 6, Chapter 7
Product training, Chapter 1, Chapter 2, Chapter 7
Product usage, Chapter 1, Chapter 7
conversations about, Chapter 1
and early-market buyers, Chapter 3
example of, Chapter 7
features vs., Chapter 2, Chapter 7
and Pinocchio effect, Chapter 7
in Sales-Primed Communications, Chapter 6
scenarios of, Chapter 7
shared mission of sales and marketing for, Chapter 7
Promotion (of top sellers), Chapter 3
Prospecting, Chapter 10
common scenarios of, Chapter 10
and generating interest, Chapter 10
letters/faxes/email for, Chapter 10
psychology of, Chapter 10
and referrals, Chapter 10
techniques for, Chapter 10
with telemarketing, Chapter 10
"Push back," Chapter 12, Chapter 15

Q

Qualifying buyers, Chapter 12
and bad news, Chapter 4
champions, Chapter 12
and funnel milestones, Chapter 15
at higher levels, Chapter 8
Key Players, Chapter 12
and marketing, Chapter 9
RFPs, Chapter 12
and Targeted Conversations, Chapter 9
Quality of selling activity, Chapter 15
Quarterly pressure, Chapter 14
Questioning templates, Chapter 8

R

Rackham, Neil, Chapter 4, Chapter 16
Reciprocal relationships, Chapter 4
Reese, S., Chapter 4
References, Chapter 10
Referrals, Chapter 10
Regrading sessions, Chapter 16, Chapter 18
Relationship-focused behavior, solution-focused vs., Chapter 1
Repeatability, Chapter 5
Requests for information (RFIs), Chapter 12
Requests for proposal (RFPs), Chapter 3, Chapter 5
Customer Focused Selling applied to, Chapter 18
qualifying, Chapter 12
Requests for quotation (RFQs), Chapter 12
Researching prospects, Chapter 10
Response cards, Chapter 9
"Results envy," Chapter 9
Review and edit, customer, Chapter 10
RFIs (requests for information), Chapter 12
RFQs (requests for quotation), Chapter 12
"Rifle" approach, Chapter 10
Role playing, Chapter 16
"Running a beauty contest," Chapter 13

S

Sales:
feedback from, Chapter 6
and marketing, Chapter 2
and Sales-Primed Communications, Chapter 9
and SFs, Chapter 8
shared mission of marketing and, Chapter 7
Sales force automation (SFA) systems, Chapter 2, Chapter 5, Chapter 6
Sales funnel milestones, Chapter 5
Sales managers:
and Customer Focused Selling, Chapter 18
and documentation of sequence, Chapter 13
forecasting by, Chapter 2
in "good cop/bad cop game," Chapter 14
leveraging experience of, Chapter 16
and pipeline management, Chapter 10, Chapter 15
and premature closing, Chapter 4
qualifying buyers and, Chapter 12
role of, Chapter 9
and Sequence of Events, Chapter 13
workshops for, Chapter 18
Sales process(es), Chapter 5
components of, Chapter 5
definition of, Chapter 5
documentation of, Chapter 5
fresh look at, Chapter 5
and marketplace perception, Chapter 5
multiple, Chapter 5
pipeline milestones of, Chapter 5
prerequisites of successful, Chapter 5
segmentation in, Chapter 5
structured, Chapter 5
targeted conversations in, Chapter 5
Sales-Primed Communications, Chapter 3, Chapter 3, Chapter 8
buyer vision developed with, Chapter 11
creating library of, Chapter 18
to decision makers, Chapter 4
developing buyer vision with, Chapter 11
marketing as keeper of, Chapter 9
and pipeline management, Chapter 15
as responsibility of marketing, Chapter 6
and senior management, Chapter 8
Solution Formulator for, Chapter 8
and targeted conversations, Chapter 5
Targeted Conversations List for, Chapter 8
usage scenarios for, Chapter 8
for VARs, Chapter 17
Sales training, Chapter 2, Chapter 2, Chapter 7
Salespeople:
assessing, Chapter 16
categories of, Chapter 16
"natural," Chapter 1
opinions of, Chapter 2, Chapter 2, Chapter 2
in postchasm markets, Chapter 3
role of, Chapter 9
Success Story used by, Chapter 9
training of, Chapter 2, Chapter 18
Sample cost-benefit results achieved by customers, Chapter 9
Scenarios, usage, Chapter 7
Scripts:
for Champion's use, Chapter 12
creating library of, Chapter 18
to gain mindshare, Chapter 10
internalizing the, Chapter 10
Segmentation, Chapter 5
Selling:
defining types of, Chapter 18
empowering buyers vs., Chapter 1
quality vs. quantity of, Chapter 15
reframing the concept of, Chapter 4, Chapter 13
skills of, Chapter 16
structure lacking in process of, Chapter 3
Seminars, Chapter 9
Senior executives/management, Chapter 8, Chapter 15
and funnel blockages, Chapter 16
motivation of, Chapter 12
ownership of sales process by, Chapter 5
premature closing accelerated by, Chapter 5
selling to, Chapter 4
Sequence of Events, Chapter 13
benefits of, Chapter 13
buyer's commitment in, Chapter 13
closing in, Chapter 13
documentation of, Chapter 13
and funnel blockage, Chapter 16
and funnel management, Chapter 15
keeping committees on track with, Chapter 13
and mainstream-market buyers, Chapter 13
and pipeline management, Chapter 15, Chapter 15, Chapter 15
and reframing the concept of selling, Chapter 13
template for, Chapter 13
visibility/control of sales cycles with, Chapter 13
and withdrawal, Chapter 13
Services, Chapter 8
72 percent zone, Chapter 3
Siebel Systems, Chapter 5, Chapter 6
"Silos," Chapter 6
Skills, selling, Chapter 16
Solution, buyer declaration of, Chapter 4
Solution Formulators (SFs), Chapter 4, Chapter 8
and commodities, Chapter 11
and competing for Column A, Chapter 11
components of, Chapter 8
creating library of, Chapter 18
and funnel blockages, Chapter 16
patience/intelligence in, Chapter 11, Chapter 11
sample conversation for, Chapter 11
templates for, Chapter 8
for VARs, Chapter 17
and web sites, Chapter 9
Solution-focused behavior, relationship-focused vs., Chapter 1
"Sowing FUD" (fear, uncertainty, and doubt), Chapter 3
Specificity, degree of, Chapter 8
"Spray and pray" sales approach, Chapter 2, Chapter 3, Chapter 3, Chapter 7
Stanford Business School, Chapter 7
Strategic marketing, Chapter 6
Structure, Chapter 5
Structured sales process, Chapter 5
Success Stories, Chapter 9
and commodities, Chapter 11
creating library of, Chapter 18
and funnel blockages, Chapter 16
in prospecting, Chapter 10, Chapter 10
and qualifying Key Players, Chapter 12
for VARs, Chapter 17
Summary of meetings, Chapter 12
Support people, training of, Chapter 18

T

Tactical marketing, Chapter 2, Chapter 2, Chapter 6
Takeback letter, Chapter 16
Targeted Conversations, Chapter 5, Chapter 8, Chapter 17
Targeted Conversations List, Chapter 8, Chapter 9, Chapter 9, Chapter 9, Chapter 12, Chapter 18
Technical information, Chapter 9
Technology:
acceptance of new, Chapter 3
early-market buyers of new, Chapter 3
and price erosion, Chapter 3
and trade shows, Chapter 9
Telemarketing, Chapter 10
and generating interest, Chapter 10
and stereotypes, Chapter 10
techniques for, Chapter 10
Templates, questioning, Chapter 8
Timing, end of quarter, Chapter 16
Titles, job, Chapter 8
of Key Players, Chapter 12
and prospecting, Chapter 10, Chapter 10
TMI (too much information), Chapter 9
Toll-free numbers, Chapter 9
Too much information (TMI), Chapter 9
Top-down approach to sales, Chapter 8, Chapter 12
Trade shows, Chapter 9
Training:
Customer-Focused, Chapter 18
golf analogy for, Chapter 16
of new hires, Chapter 2
product, Chapter 1
product vs. sales, Chapter 7
relationship-focused, Chapter 1
Success Story used in, Chapter 9
Tuck, Larry, Chapter 5
Turnover, Chapter 15

U

Usage scenarios:
buyer vision developed with, Chapter 11, Chapter 11
diagnostic questions for, Chapter 11
features converted to, Chapter 8
number of, Chapter 8
and prospecting, Chapter 10
sequence of, Chapter 8
for SRMs, Chapter 8
for VARs, Chapter 17
Users:
decision makers vs., Chapter 1, Chapter 4
qualifying of, Chapter 12

V

Value-added resellers (VARs), Chapter 5, Chapter 17
control of, Chapter 17
Customer-Focused principles for, Chapter 17
fixing broken, Chapter 17
"Vapor lock," Chapter 14
Vendor evaluation form, Chapter 9
Vendor of choice, Chapter 14, Chapter 16

W

web sites, Chapter 6, Chapter 9
prospects', Chapter 10
and seminars, Chapter 9
Webinars, Chapter 6
"Wired" requests for proposal, Chapter 5, Chapter 12, Chapter 12
Withdrawal of proposal, Chapter 13, Chapter 16

X

Y

Y2K threat, Chapter 3

Index

Z

Zar, Ira, Chapter 5

Westside Toastmasters on Meetup

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