Index
Please note that index links point to page beginnings from the print edition. Locations are approximate in e-readers, and you may need to page down one or more times after clicking a link to get to the indexed material.
accelerator selling
business acumen and, 127
critical behaviors in, 128–131
customer buying patterns changing to, 109–110, 230
for desired business results, 157
evolution of, 99–100
navigation skills for, 123
use of insights in, 125–127
value gap in, 104–106
what customers want and get, 103–104
what salespeople should do, 108–109
account expansion, for existing customers, 145–146
account planning, 203–204
accountability
for coaching, 184
ownership of sales managers as, 196–198
salespeople selected on basis of, 191
activity, addressing problems with repeated/consistent, 209
activity metrics, driving, 107–108
administrator, sales manager as, 169
advance behavior
accelerator selling, 128–131
key account managers, 131–134
agility
sales leader role in, 211–212
sales manager, 199
sales manager enabling team, 232
authenticity
as leadership quality, 64
sales managers demonstrating, 175–176, 178–179
selecting salespeople based on, 191
behaviors, core selling
of accelerator salespeople, 127–131
for account expansion, 145–146
conclusion, 146–147
of key account managers, 131–137
overview of, 125–127
to prospects, being a listener, 146
to prospects, risk management, 139–140
to prospects, seeking value, 137–139
to prospects, what it looks like to serve, 140–143
to prospects, why serving works, 143–145
behaviors, sales
accelerate business results, 230–231
assessment of salespeople for, 189–192
culture of, 189
customer choice for top, 108–109
evolution of, 102
modify based on feedback, 192
of sales leaders, 106–108
turbulent buying and, 73–75
value gap in, 104–106
what customers really want and get, 102–104
benchmarking
buyer inaction impacted by experts, 160
buying delays caused by decision vortexes and, 151–152
value gap in, 106
blocking-and-tackling, by sales leaders, 107–108
brain
certainty and, 164–165
neuroscience research on, 164
buddy sales managers, 169–170
building the pain, and buyer inaction, 157
business acumen
defined, 134
dynamic, 134–135
as foundation of accelerator selling, 127
as gap in KAM behavior, 133–134
business-case agility, 231
business-case agility, KAMs, 133–137
business results
clarify customer path to, 119–121
customers look to accelerate, 99, 157, 230–231
customers want salespeople to drive, 97, 230
identify customer’s intended, 121–122
impact of buyer inaction on, 157–158
managing X → XY → Y, 44
measure progress towards, 121–122
oxytocin and establishment of trust, 144–145
sales manager ownership of, 196–198
what sales leaders need to do, 107–108
what salespeople should do, 108–109
buyer inaction
bring in experts, 158–159
emphasize potential losses from, 156–158
keep choices simple, 162–164
manage stakeholders, 161–162
power of social pressure, 159–161
buyers. See also customers; executive buyers
Internet shift of market power to, 110
simplify choices of, 162–164
turbulent buying behaviors, 73–75
buying cycle
circular, 82–84
decision vortex, 86–87
multiple-decision vortices in, 88–90
multiple strategic initiatives in, 90–92
strategic initiatives triggering, 84–85
buying delays
buyer inaction. See buyer inaction
overview of, 149
reduce uncertainty in, 164–165
buying delays, from decision vortices
apply navigation skills, 150–152
connect to multiple initiatives, 154–155
get customer out of vortex, 152–154
it’s not about you, 150
overview of, 149
reduce individual risk, 155
Center for Creative Leadership study, 74–75
certainty, and brain, 164–165
challenges, understanding customer, 108–109
change
business case agility of KAMs and, 136
in buying. See customers
chart course for, 10–11
creative destruction and, 4–5
in customer buying patterns, 229–230
customers view of X-to-Y shift, 69–72
dynamic business acumen for, 134–135
examples of need for, 6–10
losing the edge and, 6–7
moment of clarity, 3–4
overview of, 11–13
sales manager role in championing, 193
selling, 230–232
turbulence driving fear of, 74–75
what people think happens, 13–16
what really happens, 16–19
change fatigue, 193
change management
sales managers in XY world and, 49–50
selling X in XY world, 44
X → XY → Y applied to, 41–42
chief priority officer, sales manager role as, 52
choices, simplify buyer, 162–164
Cialdini, Robert
on notions of loss, 156–157
on peers in decision making, 159–161
on reducing uncertainty through authority, 158
circular buying cycle, 82–84
closed-loop buying process, loss of, 81
cloud computing, and Greyhound Technology, 24–27
co-selling, 187–188
coaching
demonstrating what “great” looks like, 186–188
developing people on the job via, 181–182
future of, 185–186
future sales managers involved in field, 172–173
low impact on salesperson behavior, 184–185
sales managers currently not involved in, 169
in sales organizations, 182
traditional interactions in, 182–183
use of term, 182
collaborate behavior
key account managers, 131–134
salespeople, 129–131
communication
building agile execution via, 212
with different types of buyers, 76–77
leadership qualities, 64–65
managing buyers during X-to-Y change, 77–80
of vision, as pivotal moment, 221–222
of vision by sales manager, 174–175
company
as area of sale manager focus, 169–170
gaps in KAM behavior, 133–134
compensation system
linking sales managers as coaches to, 173
sales leader assessment of, 215
sales managers and team, 55
competitors
with offering that transforms marketplace, 3
strategies for competitive positioning, 39–42
when selling X in XY world, 43
concessions, social obligation of, 145
consultants, 38–39
core selling behaviors. See behaviors, core selling
cortisol (stress hormone), early man vs. today’s world, 196
coverage model, sales leader assessing, 215
Creative Destruction (Foster and Kaplan), 4–5
credibility, of XY strategy, 39
cross-selling, Fischer Bank initiative, 27–29
culture, developing sales, 188–189
curiosity, of salespeople, 191
customer understanding behavior
key account managers, 132–134
salespeople, 128–131
customers. See also executive buyers
address problems by talking with, 209
assess readiness of, 214
bring order to chaos of, 80
buying delays of. See buying delays
changing buying patterns of, 229–230
know decision-making focus of, 75–77
management during X-to-Y change, 77–80
perspective of, 53
sales manager advocating, 169
sales manager as voice of, 177–178
sales manager explaining company’s strategy to, 176–177
salespeople impacted by feedback from, 184
turbulent buying behaviors of, 73–75
view of X-to-Y shift, 69–72
why your company stops growing, 3–4
customers, disruption in buying processes
circular buying cycle, 82–84
conclusion, 95
decision vortices, 86–87, 93–95
initiatives to trigger buying processes, 84–85
multiple-decision vortices, 88–90
multiple strategic initiatives, 90–92
overview of, 81–82
purchases not tied to strategic initiatives, 92–93
customers, expectations for salespeople
accelerator selling, 111–112
becoming what customers seek, 116–117
conclusion, 112
dangerous middle, 100–101
evolution, 98–100
going beyond solution selling, 102–104
overview of, 97–98
sales leader role in, 106–108
value gap, 104–106
what customers want, 102
what is changing now, 109–110
what to do, 108–109
customizing insight, 125–126
data
establish priorities via, 53
great sales managers basing decisions on, 198–199
decision-making process
buyers using more stakeholders in, 74–75
changes in buying cycle, 82–84
current changes in, 109–110
great sales managers using data for, 198–199
impact of experts on buyer inaction, 160
impact of stakeholders on buyer inaction, 161–162
know your buyer’s, 75–77
power of peers in, 159–161
selling X in XY world and, 43
simplify choices to reduce buyer inaction, 162–164
wasted time in, 74–75
decision vortices
buying delays caused by, 149–155
caught up in, 86–87
customer buying patterns and, 229–230
getting customers out of, 231
multiple, 88–90
multiple strategic initiatives and, 90–92
purchases not tied to strategic initiatives and, 92–93
during X-to-Y change, 93–95
destination
clarify in business delays, 151
clarify path to, 119–121
first two customer interactions all about, 120
identify customer’s intended, 121–122
measure progress towards, 121–122
developing people. See sales management, developing people
development plans, link coaching to, 184
developments
from failure to close value gap, 107–108
that trigger sales transformations, 57–58, 220–221
discounts, reducing risk with, 139
discover behavior
key account managers, 132–134
salespeople, 129–131
dynamic business acumen
as gap in key account managers, 133–134
key account managers building, 134–135, 137
required in key account managers, 231
empathy, clarify customer’s path, 120
engage behavior
key account managers, 132–134
salespeople, 129–131
“evaluating purchase options”
in buying process, 84
in multiple-decision vortices, 90
evolution
of sales, 98–100
of sales manager’s personal point of view, 199
execute behavior, key account managers, 132
executing plan. See sales management, executing plan
executive buyers. See also customers
accessing through dynamic business acumen, 135
clarify case for XY strategy for, 38–39
helping out of decision vortexes, 152–154
techniques for selling to, 36–37
want conversation about the future, 126
what salespeople should do, 108–109
X-to-Y shifts of, 71–72
executive presence, of sales managers, 175–177
experimentation
applying to tactics not multiple visions, 62–63
establish priorities via, 53
of great sales managers, 179, 199
sales managers guide team via, 55
experts
clarify customer’s path, 120
impact buyer inaction, 158–159
external referrals, 37
failure
pivotal moments of recognizing, 223
in Stage 2, 223–224
false-negatives (Type II errors), sales transformation, 219–220
false-positives (Type I errors), sales transformation, 219–220
feedback
future of coaching in sales via peer, 185–186
future of coaching in sales via technology, 185–186
modifying behavior based on, 192
salespeople impacted by customer, 184
salespeople impacted by peer, 185
Fischer Bank initiative, 27–29, 31
focus
of great sales managers, 169–170, 199–204
of sales manager on next quarter, 204–205
of salespeople, 224–225
funnel management, 203–204
future
communication to gain maximizers, 76–77
explain how your offering is best for customer’s, 125
gain maximizers focusing on, 77–80
neuroscience research on brain and, 164–165
sales leader assesses distance to, 212–215
sales leader defines clear/compelling, 210–212
sales manager of the, 173–174
gain maximizers
buying patterns of, 229
communication approach for, 76–77
emphasize goals they can achieve, 156–157
impact of peer pressure on, 160–161
manage during X-to-Y change, 77–80
simplify choices for, 164
Go Wild (Ratey), 144
goals
clarify customer path to, 119–121
identify customer, 121–122
measure progress towards, 121–122
select salespeople based on accomplishing, 191
Good to Great (Collins), 4
Greyhound Technology example, 24–27, 31
Halvorson, Heidi Grant, 75–76, 160–161
honesty
in sales manager, 176
select salespeople based on, 191
humility
in sales managers, 178–179
in salespeople 125–126
identity, of sales culture, 189
incentive systems, building trust, 55
individual risk, reducing in buying delays, 155
Influence (Cialdini), 156
innovation
clarify customer’s path, 119–121
of great sales managers, 199
insights
address buying delays with paths and, 151
in core selling behaviors, 125–127
help customer out of decision vortexes, 153–154
into how other companies are executing, 120
KAMs provide to executives, 135
integrity, select salespeople based on, 191
internal references, 36–37
Internet
best salespeople today leveraging, 110
as shift in market power from sellers to buyers, 110
iPod launch, Steve Jobs, 35
Iyengar, Sheena, 162–163
Jobs, Steve, 35
Kahneman, Daniel, 156–157
key account managers (KAMs)
business-case agility of, 135–137
conclusions, 147–148
defined, 131
dynamic business acumen of, 134–135
required behaviors for, 131–134, 231
key performance indicators (KPIs)
clarify customer’s path to, 119–121
determine progress, 121–122
identify customer’s, 121–122
leadership
areas of focus, 169–172
becoming voice of the customer, 177–178
behavior relevant to KAMs, 132
communication of vision in, 174–175
conclusion, 178–179
executive presence of, 175–177
future of, 173–174
humility and experimentation in, 178–179
organizational changes coming in, 172–173
qualities of sales leader, 64–65
sales leaders. See sales leaders
by sales manager. See sales management, leading people
Lepper, Mark, 162–163
listener
establish yourself as, 146
helping customer out of decision vortexes, 152
loss avoiders
communication approach towards, 76–77
explain risks to, 156–157
impact of peer pressure on, 160–161
manage during X-to-Y change, 77–80
simplify choices for, 164
summary, 229
losses, emphasizing in buyer inaction, 156
manage behavior
key account managers, 131–134
salespeople, 129–131
Manning, Richard, 144
market
Internet shifting from sellers to buyers, 110
new technologies disrupt established, 3, 5
reconfigure response to change in, 9
responsibility for staying ahead of, 5
when your company stops growing, 3–4
marketing-driven insights, 126
marketplace trends
clarify customer’s path, 119–121
KAMs understanding, 135
mentoring, salespeople most impacted by, 184–185
messaging
different communication approaches, 76–77
making clear case for XY to buyer, 38–39
metrics
address problems with progress, 209
in buying delays from decision vortexes, 151–152
clarify customer’s path to, 119–121
determine progress with, 121–122
as focus of sales managers, 200–204
identify customer’s, 121–122
impact of buyer inaction on, 157
measure progress towards destination, 121–122
sales leaders assess distance to future, 212–215
in X → XY → Y approach, 50
milestone goals
establish for team, 54
establish winning mindset, 52
mindset
building trust by focusing on own, 56
defined, 51
ensuring winning, 51–54
techniques for selling X in XY world, 43–44
modeling what “great” looks like, 186–187
models, change, 11
narrative
address problems with, 209
define clear/compelling/agile future, 210–212
establish sales force, 232
navigation skills
for buying delays caused by decision vortexes, 150–152
clarifying path, 119–121
customers seeking salespeople with, 116–117, 230
desired results faster using, 123
identify destination, 117–118
measure progress, 121–122
overview of, 115–116
during second stage, 223–224
negative implications, and buyer inaction, 157
optimism, denial of change and, 4–5
orchestrate behavior, of key account managers, 132
outcomes
cultivate winning mindset, 52
for customer seeking value, 138–139
selling, 99–100
ownership attitude, great sales managers, 196–198
oxytocin hormone, 144–145
paths
address buying delays with, 150–151
clarify to customer’s destination, 119–121
KAMs providing realistic execution of, 135
to results via coaching, 183
peer feedback
in future of sales coaching, 185
impact on buyer inaction, 159–161
salespeople impacted by, 185
people
developing. See developing people
leading. See sales management, leading people
perception of risk, reducing, 140
performance management, sales cadence, 203–204
performance-related stress, sales managers, 196
personal attributes, salespeople selected for, 190–192
perspective, from outside your company, 53
Phillips Connelly firm example, 69–71
pipeline management, deploying sales cadence, 203–204
pipelines, sales, 44
pivotal moments
communicating vision, 221–222
navigating second stage, 223–224
overview of, 219
recognition, 219–221
recognizing early success, 222–223
spotting Z, 224–225
summary of, 233
plan. See sales management, executing plan
plan behavior
key account managers, 131–134
salespeople, 128–131
point of view, establish priorities via, 53
portfolio behavior, key account managers, 132
practice sessions, sales culture of, 188
present, defining compelling future via, 210
presentations without preparation, business case agility of KAMs, 136
prevention-focused buyers. See loss avoiders
priorities
accelerator selling for customer, 99
achieve goals with fewest, 200–204
build trust by setting clear, 56
of buyers in turbulent environment, 75
buying process triggered by strategic, 85
changes in buying decisions, 84
coaching low on list of, 184
establish correct structure for, 52–54
get customers out of decision vortices with, 231
great sales managers focused on, 199–204
help out of decision vortexes with, 152
salespeople understand customer, 108–109
proactive salespeople, 190
product selling
accelerator selling vs., 100–101
customers today not looking for, 157
discuss with customer, 120
evolution of, 98–99
as value gap, 105–106
what customers really want and get, 102–104
what is changing now, 109–110
progress
address problems by measuring, 209
address problems by reporting, 209
apply to buying delays from decision vortexes, 151–152
help customer interpret, 121–122
promotion-focused buyers. See gain maximizers
proposal, clarify customer path in, 121
prospecting
account expansion via, 145–146
desperately seeking value, 137–139
listeners in, 146
risk management via, 139–140
service before selling in, 148
what it looks like to serve, 140–143
why serving works, 143–146
qualitative research, great sales managers, 199
Ratey, John, M.D., 144
reciprocity, triggering, 144–145
recognition
of early success, 222–223
of need for sales transformation, 219–221
reports, sales manager focus on, 169
of key account managers, 131–134
of salespeople, 128–131
results selling, 99–100
risk assessment
of buyers in turbulent environment, 75
in buying process, 83–84
by customer seeking value, 138–139
help customer out of decision vortexes with, 152
pace of change today and, 74
reduce individual risk in buying delays, 155
reduce perception of risk, 140
reduce risk using offerings, 139
Rock, David, 164–165
role models, sales managers as internal, 177
sales cadence, deploying across team, 203–204
sales culture, developing, 186–189
sales cycles, 43–44
sales leaders. See also leadership; sales management
articulate Y vision, 61
chart course, 9
choose wrong destination, 61–63
communicate vision, 215
define clear, compelling, agile future, 210–212
dismiss early signs of change, 4
embrace vision for Y/support XY transition, 17–18, 35, 229
leadership qualities of, 64–65
measure distance to future, 212–215
not addressing customer-salesperson gap, 98
note changes in marketplace, 58–59
overview of, 207–210
role of, 57–60
sales managers becoming, 52
set tone, 63–64
support X sellers during change, 44
sales management
ahead of marketplace change, 9
dismiss early signs of change, 4
ensure winning mindset, 51–54
guide your team, 54–55
inspire change in salespeople, 9
push shift from X to Y, 14
retain your people, 56
role reshaping over next decade, 231–232
shift from selling X to Y, 13–16
sales management, developing people
conclusion, 192–193
demonstrate what “great” looks like, 186–188
develop culture, 188–189
future of coaching emerges, 185–186
overview of, 181–185
role in selection, 189–192
summary, 232
sales management, executing plan
decisions based on data, 198–199
deploy sales cadence across team, 203–204
focus on a few, 199–204
focus on next quarter, 204–205
overview of, 195–196
ownership attitude, 196–198
summary, 232
sales management, leading people
areas of focus, 169–172
become voice of the customer, 177–178
changes in organization of, 172–173
communicate vision, 174–175
conclusion, 178–179
executive presence of, 175–177
future of, 173–174
great salespeople not necessarily great, 169
humility and experimentation of, 178–179
summary, 232
sales transformation. See also X-to-Y sales transformation
accelerator selling, 111–112
customers going through, 229–230
decision vortices during, 93–95
defined, 19
manage buyers during, 78–80
manage loss avoiders in, 79–80
sales leaders assess distance to future, 212–215
sales management in, 50
sales manager explaining to customer, 177
shift to selling to executive buyers, 36–37
shifting to, 16–19
what really happens, 16–19
sales transformation, pivotal moments in
communicate vision, 221–222
navigate second stage, 223–224
overview of, 219
recognition, 219–221
recognize early success, 222–223
spot Z, 224–225
salespeople
address problems by talking to, 209
become what customers seek, 116–117
core behaviors of. See behaviors, core selling
decision vortices during X-to-Y change, 93–95
development of. See sales management, developing people
expectations of. See customers, expectations of salespeople
frustrated by X-to-Y shift, 14–15
get desired results faster, 123
initial focus of, 224–225
leading. See sales management, leading people
manage buyers during X-to-Y change, 71–72, 77–80
most impacted by customer feedback, 184
multiple choices of buyers and, 115–116
navigation skills of. See navigation skills
sales managers inspiring change in, 9
seek clarity from sales manager, 49
X-to-Y shift and, 16–19
selling
add executive buyers, 36–37
address buying delays. See buying delays
behaviors. See behaviors, core selling
change, 230–232
competitive positioning, 39–42
Internet shifting market power to buyers, 110
make case for XY, 38–39
manage pipeline, 44
manage the business, 45
overview of, 33–35
sales leader assessment of, 215
sell X, 42–44
solutions. See solution selling
services
discuss with customer, 120
reduce risk with guarantees for, 139
serving prospects
what it looks like, 140–143
why it works, 143–146
before you sell, 140
shock, reasons to avoid, 34–35
social pressure, and buyer inaction, 159–161
solution selling
accelerator selling vs., 100–101
customers today not looking for, 157
evolution of, 99
overview of, 98
as value gap, 105–106
what customers really want and get, 102–104
what is changing now, 109–110
speaking points, sales leader setting tone, 63–64
spotting Z, 224–225
Stage 1, 17–18
Stage 2
defined, 223
determine success or failure in, 17–18
pivotal moment in, 223–224
stakeholders
customer buying patterns and, 229
great sales managers role with, 197–198
help out of decision vortexes, 152–153
impact on buyer inaction, 161–162
involved in buying decisions, 83
selling XY to, 37
status quo, sales manager challenge of, 52
strategic initiatives
accelerator selling for customer’s, 99
address buying delays with multiple, 154–155
buying delays. See buying delays, from decision vortices
buying process triggered by, 85
clarify customer’s path, 119–121
customer buying patterns and, 229–230
decision vortices during X-to-Y change, 93–95
getting caught in decision vortex, 86–87
impact of buyer inaction on, 158
multiple, 90–92
multiple-decision vortices in, 88–90
purchases not tied to, 92–93
making clear case for XY to buyer, 38–39
sales manager clarity about, 51–52
subject-matter experts, 37
success
clarify customer’s path to, 119–121
creative destruction and, 4–5
culture of valued behaviors for, 189
from discontinuity, 5
ensure winning mindset for, 51–54
identify customer’s vision of, 121–122
leadership qualities for, 65
measure progress towards, 121–122
navigation skills for. See navigation skills
or failure in Stage 2, 223–224
pivotal moment of recognizing early, 222–223
response to market changes and, 9
sales manager communicating vision of, 175
of sales transformation, 17–18
summary, of Selling Vision
changing customer buying patterns, 229–230
new logic, 228–229
simple model of sales transformation, 228
team
buddy sales manager focus on, 169
build agile execution via, 212
retain your people, 56
sales leader robust assessment of, 213–215
sales manager communicates vision of success to, 175
sales managers demonstrates executive presence to, 176
sales managers guiding, 54–55
technology
disrupting established market, 3, 5
future of coaching in sales via feedback from, 185–186
replacing some sales management activities, 173
tenacity, of salespeople, 191–192
terminology, used in this book, 19
territory planning, in sales cadence, 203–204
The Mind of the Customer (McGraw-Hill, 2006), 99–100, 151
tone, set by sales leader, 63–64
traditional coaching interaction, 183
traditional customer buying cycle, 81, 83–84
transparency, as leadership quality, 64
trust
clear priorities/focus on own mindset to build, 56
incentive systems and building, 55
role of oxytocin in establishing, 144–145
successful Fischer Bank initiative, 27–29
trusted advisor, salesperson as, 116–117
turbulent times
buying behaviors in, 74–75
customer buying patterns in, 229
focus of great sales managers in, 199–204
increased pace of change today as, 74
necessity of plans in, 192
Type I errors (false-positives), sales transformation, 219–220
Type II errors (false-negatives), sales transformation, 219–220
uncertainty, decreasing, 164–165
urgency, what salespeople should do, 108–109
value
creating through serving, 143–144
customer prospect seeking, 137–139
provide to prospect before you sell, 140
value gap
closed by salespeople, 106
high-impact behavior closing, 108–109
in sales behavior, 104–106
sales leader need to close, 106–108
what customers seek vs. what salespeople provide, 230
value selling, 99–100
vision
communication of, 221–222
establish for team, 54
sales leader defines future, 211
sales manager communicates vision of success to, 174–175
sales manager establishes Y and XY future, 232
voice of the customer, sales managers as, 177–178
warm calls, to executive buyers, 37
winning mindset, 51–54
X (core business)
clarify customer’s path starting point, 120
defined, 19
entice sellers to experiment early with XY, 223
new view of seeing change, 11–13
sales leaders assess distance to future, 212–215
sales manager communicates value of, 175
selling in XY world, 42–44
what people think happens, 13–16
what really happens, 16–19
X-to-Y sales transformation
accelerator selling, 111–112
customers going through, 229–230
decision vortices during, 93–95
defined, 19
manage buyers during, 78–80
manage loss avoiders in, 79–80
sales leaders assess distance to future, 212–215
sales management in, 50
sales manager explaining to customer, 177
shift to selling to executive buyers, 36–37
shifting to, 16–19
what really happens, 16–19
X-to-Y sales transformation, examples of
Bridgewater, 21–24
conclusions, 31
Exactitude, 29–31
Fischer Bank, 27–29
Greyhound Technology, 24–27
X → XY → Y change process
advantages of, 34–35
apply to customer’s situation, 41–42
as change management model, 41
choose wrong destination, 61–63
clarify customer’s path to, 121
defined, 19
ensure winning mindset, 51–54
explain X-to-Y to customers with, 177
help customer out of decision vortexes, 153
help customers feel value of, 94
reduce ambiguity/limit shock, 228–229
Steve Jobs example of, 35
voice of the customer in, 178
X → XY approach vs., 50
X → Y sales approach
customers view of, 69–72
know your buyer, 75–77
manage buyers during, 77–80
sales managers doubting success of, 50
traditional approach, 19
use of term in this book, 19
X → XY → Y vs., 61–63
XY transition state
accelerator selling in X-to-Y world via, 111–112
define in customer’s path, 121
defined, 19
entice sellers to success, 223
explain X-to-Y to customers using, 177
sales leaders. See sales leaders
sales leaders assessing distance to future, 212–215
sales manager’s vision of success at, 175
selling in. See selling
understanding, 228
what really happens, 16–19
Y (new business)
accelerator selling for, 111–112
company failing to define XY change, 21–24
customer vision of, 122
defined, 19
loss avoiders concerned about moving away from, 78
new view of seeing change, 11–13
sales leaders assess distance to future, 212–215
sales manager communicates vision of success, 175
sales pipeline when moving to, 44
spotting Z after, 224–225
successful examples of, 27–31
what people think happens, 13–16
what really happens, 16–19
Z, spotting, 224–225