Coaches (examples of legendary leaders),
Chapter 8
Commoditization:
lack of differentiation between competing products,
Chapter 1
sales skills
vs. transactional efficiency and,
Chapter 1
Communication, nurturing attitude in,
Chapter 5
training / assessment, in determination of,
Chapter 8
"Creeping elegance" (expanding scope),
Chapter 6
Customer(s):
gap in understanding (Valley of Mystification),
Chapter 6
oversimplification of enterprise transactions by,
Chapter 1
Decision tree (bridge to changes functioning as),
Chapter 3
proposal (instrument of confirmation),
Chapter 7
confronting solution alternatives head-on (competition),
Chapter 6
defining customer's expectations/desired outcomes,
Chapter 6
discussion document (as confirmation),
Chapter 6
pitfalls:
creeping elegance (expanding scope),
Chapter 6
assumption about customer self-diagnosis,
Chapter 5
cost of problem (calculating/prioritizing),
Chapter 5
decision criteria in Design phase and,
Chapter 6
elemental decisions (four) that customers must make,
Chapter 5
"peeling the onion" (crossing customers' emotional barriers),
Chapter 5
business think (focus on business development),
Chapter 3
models for professionalism:
customer profiling, creative example,
Chapter 4
diagnostic positioning (creating engagement strategy),
Chapter 4
identifying optimum point of entry,
Chapter 4
Dreyfus model of skill acquisition,
Chapter 8
Emotional reasons, customers oversimplying enterprise transactions,
Chapter 1
Enterprise sales:
example ("mother of all procurements"),
Chapter 1
future chasm in marketplace (
vs. commoditization),
Chapter 10
choosing your model (commodity
vs. enterprise sale),
Chapter 10
focal point assessment (using problem/solution matrix),
Chapter 8
personal interests/values assessment,
Chapter 8
from novice to expert (Dreyfus model of Skill Acquisition),
Chapter 8
questions for business development team to answer, about each of the four phases,
Chapter 8
training / quick-starting salesforce,
Chapter 8
Global service program (decision criteria example),
Chapter 6
Key Thoughts:
When Working with Limited Resources in Highly Competitive Environment Accuracy of Aim Is Crucial,
Chapter 4
Do Not Allow the Customer to Self-Diagnose,
Chapter 5
If There Is No Problem - There Is No Value,
Chapter 5
If You Don't Have a Cost of the Problem, You Don't Have a Problem,
Chapter 5
In the Eyes of Customers, Salespeople Are Guilty until Proven Innocent,
Chapter 4
Is There Someplace Better I Could Be?,
Chapter 4
No Mind Reading - Clarify All "Fat" or "Loaded" Words,
Chapter 6
No Pain, No Change - No Change, No Sale,
Chapter 5
Pain Is the Vehicle that Drives the Decision, the Cost of the Pain Is the Accelerator,
Chapter 5
Prescription without Diagnosis is Malpractice,
Chapter 5
Right People + Right Questions + Right Sequence = Quality Decisions,
Chapter 3
There Is No Magic! - Spectacular Success Is Always Preceded by Unspectacular Preparation,
Chapter 10
The Decision to Change, to Buy and from Whom, Is Made during the Diagnosis,
122
The Three Most Important Words in Communication: Nurture, Nurture, Nurture,
Chapter 5
The Victim Is More Receptive and Communicative than the Victim,
Chapter 4
Who Gets the Call in the Middle of the Night?,
Chapter 4
Would You Do, What You Are about to Propose to Your Customer?,
Chapter 3
You Must be Prepared to Not be Prepared,
Chapter 7
You'll Gain More Credibility from the Questions You Ask than the Stories You Tell,
Chapter 5
Pharmaceutical industry (alignment model),
Chapter 9
Proposal document:
writing tips:
writing for the invisible decision maker,
Chapter 7
Reality Checks:
Are You Challenging or Collaborating?,
Chapter 2
Are You Exceeding Your Customer's Level of Comprehension,
Chapter 2
Is There a Balance Between Timing and Content?,
Chapter 2
Is There a Quality Decision Process?,
Chapter 2
Is Your Company Creating General Practitioners or Specialists?,
Chapter 8
What Is the Level of Comprehension?,
Chapter 2
Sales:
converging forces of rapid commoditization and increasing complexity,
Chapter 1
problems with "sell-harder" solution,
Chapter 1
proposal (as instrument of consideration),
Chapter 7
Skills:
levels of acquisition (Dreyfus model),
Chapter 8
how (right sequence - the bridge to change),
Chapter 3
Solution risks, three kinds of:
monitoring/measuring capability and,
Chapter 9
prerequisites (four) for successful execution of,
Chapter 9
study of best-performing companies (1985 - 1995),
Chapter 10
Training:
industry example (decision criteria),
Chapter 6
Value:
levels of (product/process/performance),
Chapter 3
Value creation sales model
vs. price-based model,
Chapter 10
Values / personal interest assessment,
Chapter 8
