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.

Page numbers followed by f indicate figures.

A

ABC, 22

AC Milan, 104

Access, gaining. See Gaining executive access

Advertising, 5, 31, 35, 64, 137

Alberta, Canada, 165

Alibaba, 4

All for One: 10 Strategies for Building Trusted Client Partnerships (Sobel), 175

Amazon, 4

AMC Theatres, 104

Anbang Insurance, 104

Annan, Kofi, 92

Approach, initial, 111–116

Approvers, 82–83

Ask.fm, xvii

Association of Professional Sales (APS), 249

Aston Villa, 104

Atlantic magazine, 92

Australia, 10

B

B2B selling, 31, 182

Baby boomers, 5

Bain & Co., 172

Beech, Hannah, 105

Beijing, China, 22

Beijing Olympics, 105

Benefits, expected vs. delivered, 121, 122, 122f

Bezos, Jeff, 105

Bistritz, Steve, 6

Blogs, 30, 57, xvii

Borders, 3

Breakthrough initiatives, 146

Bush, George H.W., 92

Bush, George W., 92–93

Business drivers, 124

Business Issues Worksheet, 219

Business partner drivers, 69–70

Business Process Reengineering, 2

Business value, specific, 158

Buyer’s journey, 35–36, 39, 120–121

Buying cycle, 10–16

Buying decisions, 82

C

Cadence, in e-mail marketing, 43–44

Camp David, 93

Campaign Monitor, 42

Canada, 64

Capability, 126, 127, 127f, 153, 158

CEB Inc., 37

Center for Business & Industrial Marketing, 8, xii

Cerutti, 104

Chats, 47

ChemChina, 104

Chevrolet, 72

Chiang Kai-shek, 103

China

Coca-Cola in, 72

Dèng Xiăopíng and, 91–92

Executive MBA programs for executives in, 9–10

importance of communicating value in, 139, 140

importance of knowledge of industry/company in, 135–136

as low-cost provider, 2

mindset of executives in, 101–106, 132

Click-Through Rate (CTR), 40, 43

Click-to-Open Rate (CTOR), 40–43, 42f

Client loyalty, 172–187

building, 175, 177

cultivating, 176–187

Client Value Zone, 127, 130, 195

Club Med, 104

Coca-Cola, 72

Commodity Supplier(s), 16–20, 63, 149, 164, 185

Common ground, exploring, 177–179

Communication

consistency in, 181, 195–196

and formal value review, 165–166

as foundation for client loyalty, 174–175

and overcommunicating, 180

and past value, 107, 230, 237

routing, 28

and undercommunicating, 180

of value, 38–40, 138–140, 181

Company resources, value of, 154f, 155–156

Company solutions, value of, 154f, 156

Compaq, 3

Competitor drivers, 71

Consultative-type questions, 133–134

ConvertFlow, 47

Credibility, 101, 115–116, 147, 148

building, 122–126, 129–131

components of, 126, 127f

criteria for establishing, 133

establishing, with executives, 124–125

executive’s perception of salesperson’s, 123

CTOR (Click-to-Open Rate), 40–43, 42f

CTR (Click-Through Rate), 40, 43

Customer drivers, 70–71

Customer experience contact preferences, 183f

Customer-focused value proposition, 159f, 161f, 162

D

Decision makers, 82

Decision making. See Executive decision making

Decision-making process, 82, 133

Delivered benefits, 121, 122, 122f

Dell, 3, 4

Dèng Xiăopíng, 91–92, 104

Denney, Ethan, 47

Dialogue Review, 64–65

Direct sales force, 2

Dirt Devil, 104

Door Closers, 34–35, 35f

Door Openers, 34–36, 35f

DTMF IVR, 183

E

EBay, 4

Ebersol, Dick, 22–23

Economy, viii

Econsultancy, 47

Electrolux, 32, 33f

E-mail, 5, 183, xvii

E-mail campaign pages, 44–49

E-mail marketing, 35–36, 40–44, 46

E-mail open rate, 41f

Emerging Resources, 18–19, 127, 149, 185

Empirical research, xii

England, 64

Executive decision making

business partner drivers and, 69–70

competitor drivers and, 71

customer drivers and, 70–71

drivers of, 66–74, 66f

financial drivers and, 67–68

globalization drivers and, 71–72

operational drivers and, 68

regulatory drivers and, 72–73

supplier drivers and, 68–69

Executive Presentation Guide, 222–226

Executive-Level Meeting Planner (form), 220

Executives

benefits delivered to, 121–122, 122f

establishing credibility with (See Credibility)

expectations of salespeople and, 123f

expected benefits of, 121–122, 122f

first meeting with, 131f

involvement of, in buying cycle, 10–16

role-specific issues of, 74f

understanding needs of, 55–60

Expected benefits, 121, 122, 122f

F

Facebook, 57, 106, 183, xvii

Federal Express, 3

Financial drivers, 67–68

Fiverr, 36

Flickr, xvii

Flynn, Gillian, 137

Follow-on meetings, 148–150

For the Record: From Wall Street to Washington (Regan), 91

Forbes, 5

Ford Motor Company, 72

Formal value reviews, 165–167

Fortis Insurance, 104

1421: The Year China Discovered America (Menzies), 101

Fox, 22

France, 65

Freelancer.com, 36

Friedman, Thomas, 3, 30

Frost & Sullivan, 182

G

Gaining executive access, 100–116, 109f

and commitment to action, 113–116

and credibility of salesperson, 113

initial contact, 111–116

introduction, 112–113

preparation, 112

purpose of call, 113

Game, getting in the, 55–58

Gartner, Inc., 37, 182

Gatekeeper approach, to gaining executive access, 109f, 110–111

Gatekeepers, 107–108

GDPR (General Data Protection Regulation), 73

GE Appliances, 104

Gen X, 5, 59

Gen Y (millennials), 5, 59

Gen Z, 5, 59

General Data Protection Regulation (GDPR), 73

General Electric, 18

Generation Y, 182, xviii

Generation Z, 182

Georgia State University, 8, xii

Germany, 65

Gerstner, Lou, 85

GetResponse, 40, 43

Gieves & Hawkes Tailors of London, 104

Globalization drivers, 71–72

Goldman Sachs, 3

Gone Girl (Flynn), 137

Google, 63

Google+, xvii

GoToMeeting, 183

Grindr, 104

Guanxi, 105–106, 132, 140

Guanxi and Business (Luo Yadong), 89

Guide to Client Discovery, 61, 178, 200–213

and information on client executive, 203–204, 211

and information on client’s company, 202–203, 212

and information on client’s industry, 201–202, 211

periodicals and news services, 205–206

and preparing for initial meeting, 210

search engines, 204–205

sources of information, 207–208

Gulf War, 92–93

H

Harvey Nichols, 104

Hewlett-Packard (HP), 6–9, ix, xii

Hewlett-Packard Business School (Beijing), 9, xii

Hong Kong, 102

Hoover, 104

House of Fraser, 104

Human agent, 183

I

IBM, 40, 85–86, 104, 128–129

IDC, 29

India, 2

Indonesia, 10

Industrial Revolution, 102

Influence, 92–94. See also Organizational influence

effects of, 94–95

gaining, 86–87

losing, 86–87

and network, 101

situational, 96

Information monopolies, 30

Ingram Micro, 104

Initial Executive Telephone Call Planner (form), 217

Inner circle, 95–96, 95f, 101

Instagram, xvii

Integrity, 126, 127, 127f

Inter Milan, 104

International Journal of Sales Transformation, 250

International Olympic Committee (IOC), 23

Internet, 4, 14, 30–31

Introduction stage (of meetings), 146

Ironman, 104

Irrelevant executives, 84

Issues and implications stage (of meetings), 146–147

IWG plc, 48–49

J

Jackson, Janet, 87

Japan, 10

K

Kellogg School of Management, 47

Kenan-Flagler School of Business, 6, xii

Kissmetrics, 44, 46–47

Klompmaker, Jay, 7

Kodak, 3

L

Las Vegas, Nevada, 105

Leads, 15–16, 36–38, 44, 47, 51, 73, 109

Leaky Funnel, The (Macfarlane), 39

Lexus and the Olive Tree, The (Friedman), 3, 30

LinkedIn, 57, 106, 177–178, 183, xvii–xviii

London Taxis, 104

Low prices, 2

Loyalty. See Client loyalty

Loyalty Effect, The: The Hidden Force Behind Growth, Profits, and Lasting Value (Reichheld), 172–173

Loyalty Staircase, 177, 177f, 186

Luo Yadong, 89

M

Macfarlane, Hugh, 39

MailChimp, 40, 42

Malaysia, 10

Maney, Kevin, 30

Mao Zedong, 103

Marconi, 104

Marketing

development of modern, 31

e-mail, 35–36, 40–44, 46, xvii

Internet, 14, 30–31

and lead generation, 15–16, 36–38

and meetings, 12

multichannel, 2

and personal preferences, 31–33

resources on, 242–243

three-step model, 34–36, 35f

by top sellers, 57

Marketing activities, 34

Marketing materials, 86

Marketing teams, 13

Mayer, Marissa, 73

Maytag, 104

Meeting(s), 145–150, 145f

conducting an effective first, 194–195

demonstrating integrity/capability in subsequent, 195

introduction stage of, 146

issues/implications stage of, 146–147

moving forward stage of, 148–150

research before initial, 194

solution options stage of, 148

Menzies, Gavin, 101

Mergermarket Group, 104

MG Rover, 104

Microsoft Research, 45

Millenipreneurs, xviii

Millennials, 5, 59

Mindset, of Chinese executives, 101–106

Morgan Stanley, 104

Most Memorable New Product Launch, 5

Motorola, 104

Moving forward stage (of meetings), 148–150

Multichannel marketing, 2

N

National Collegiate Sales Competition (NCSC), 249

NBC, 22

Needs of executives, understanding, 55–60

Network(s), 88–90, 95f, 96

of advisors, 114

personal, 115

New products, 2

New York City, 137

New York Times, 30

New Zealand, 90

Nielsen Norman Group, 45

O

Oldroyd, James, 47

Olympic Games, 22–23

Online web conferencing, 183

Open Rate (OR), 40, 41, 41f

Operational drivers, 68

Organizational influence, 86–96

and degrees of influence, 93–94

dynamics of, 86–96

evaluating past performance, 87–88

and executive’s network, 88–90

and exertion of will, 90–91

and identifying the relevant executive, 88

and value, 88

Overt approach, to gaining executive access, 109, 109f

P

Page-visit durations, 45

Path, navigating a, 108–111

Patterns of success, 88

Pay, Kath, 43

Personal value, 154, 154f, 155

Personalization, 184

Perspectives, of stakeholders, 139f

Petro-Kazakhstan, 104

Philippines, 10

Pinterest, xvii

Pirelli, 104

Pizza Express, 104

Pop-up windows, 47, 48

Powell, Colin, 92

Print advertising, 5

Problem Solvers, 19–20, 126, 149, 150, 185

Product differentiation, 2

Product launches, 5

Product Vendor level of sales proficiency, 74

Prospects, 14, 31, 34–36, 35f, 41, 46, 48

Pudong New Area (China), 92

Purchasing decisions, 29, 29f, 30

Q

Qingdao Haier, 104

Questions

asking, 60–61

consultative-type, 133–134

layers of, 144

strategic, 146–147

Quigley, Joan, 91

R

Rackham, Neil, 38–39

Reagan, Nancy, 91

Reagan, Ronald, 91, 92

Recommendations, 100f

Reddit, xvii

Referral approach, to gaining executive access, 109f, 110

Referrals, 100, 114, 115

Regan, Donald T., 91

Regulatory drivers, 72–73

Reichheld, Frederick, F., 172–173

Relevant executive(s), xv–xvi

access to, 84, 107–108

and credibility gap, 126

customer-focused value proposition for, 162

defining the, 82, 95f

determining best approach to get to, 193–194

identifying the, 81–82, 87, 193

and inner circle, 95–96, 95f

network of, 89–90

perspective of, 150

Relevant Executive Call Plan (form), 227–240

Requests for proposal (RFPs), 28

Research, 59–65

and asking questions, 60–61

scheduling your, 59–60

value of, 61–65

Resources, 241–245

on Eastern business strategy, 244

on global perspective, 244–245

on management, 243

on marketing, 242–243

on personal professionalism, 243–244

on selling, 241–242

on Western business strategy, 244

Response times, 47

Rethinking the Sales Force (Rackham and DeVincentis), 38

Revolving Door, 34–35, 35f

Rice, Condoleezza, 93

Rio Tinto, 104

RJR Nabisco, 85

Roadblock Worksheet, 218

Roadblocks, 106–108, 107f

Rondeau, Justin, 47

Rotary, 104

Routine, adopting a, 59–60

Rove, Karl, 92

S

Sales and Marketing Management (SMM), 250

Sales Association, 248

Sales Opportunity Profile (form), 216

Sales proficiency

Commodity Supplier stage of, 16–18

Emerging Resource stage of, 18–19

Problem Solver stage of, 19–20

stages of, 16f

Trusted Advisor stage of, 20–23

SalesLabs, 9

SalesLobby.com, 38–39

Salespeople, 2–3

ability of, to communicate value, 137–140

ability of, to listen before prescribing solution, 133–134

ability of, to marshal resources, 124

ability of, to solve problems, 137–138

demonstrated accountability of, 132

executive’s perception of credibility in, 123

and knowledge of industry/company, 135–137

responsiveness of, to requests, 125

understanding by, of goals/objectives of executives, 124–125, 133

as value creators, x

willingness of, to be held accountable, 125–126, 132

Salt Lake City, Utah, 22, 79

San Diego, California, 79

Sandro, 104

Sarbanes-Oxley Act, 73

Saudi Arabia, 165

Schneider Associates, 5

Scotland, 64

Search engines, 5, 30

Seattle, Washington, 79

Selling Power magazine, 250

Sentient Decision Science, 5

Shanghai, China, 92

Shanghai World Expo, 105

Silk Road, 102

Silverpop, 40

Singapore, 10

Six Sigma, 2, 68

Skype, 183

Small and medium-size enterprises (SMEs),xv

Smart Insights, 40, 42

Smithfield Foods, 104

SMM (Sales and Marketing Management), 250

Sobel, Andrew, 175

Social media, 5, 29, xvii–xviii

Social networks, 30

Social proof, 30

Solution options stage (of meetings), 148

Solutions, 137–138, xvi

Sony, 3

South Korea, 10

Specific business value, 157, 157f, 158

Speech IVR, 183

SPIN Selling (Rackham), 38

Sponsor approach, to gaining executive access, 109–110, 109f

Sports Illustrated, 22

Stakeholders

and communicating value, 196

creating value for, 88

customer-focused value proposition for, 162

influence of, 86–87, 93, 150

meetings with various, 28

and network building, 91

perspectives of, 139f

and relationship building, 38

and value proposition, 152

and value statements, 163, 164

Standard Bank, 104

Start-ups, 4

Starwood Hotels, 104

State Farm, 172

“State of Email Marketing By Industry, The” (Pay), 43

Stone, Oliver, xvi

Strategic Account Management Association (SAMA), 248

Strategic questions, 146–147

Stumpf, John, 72

Success, patterns of, 88

Sun Yat-Sen, 103

Sunseeker, 104

Sunset Project, 23

Supercell, 104

Superdrug, 104

Supplier drivers, 68–69

Supply Chain Management, 2, 69

Supply Chain Reengineering, 68

Sydney, 22

Symantec, 17

Syngenta AG, 104

T

Taiwan, 10, 103

Telecom, 90

Television advertising, 5

Tencent, 104

Texas, 92

Thailand, 10

Three-step marketing model, 34–36, 35f

Tianjin Tianhai Investment Development Co., 104

Time magazine, 93, 105

Tommee Tippee, 104

Total Quality Management, 2, 68

Toyota/Lexus, 172

Track records, 87–88

Trusted Advisor(s)

adding value as, 185

and Client Value Zone, 127

credibility of, 123

and demonstrating integrity/capability in subsequent meetings, 195

described, 20–23

examples of, 155, 186

and going back over old ground, 164

objective of becoming, 126

and personal relationships, 129, 187

and research, 55, 74

sense of purpose in, 113

Tumblr, xvii

Twitter, 183, xvii

U

United Kingdom, 64, 103

University of North Carolina (UNC), 6–8, xii

University Sales Center Alliance (USCA), 249

U.S. Bureau of Labor Statistics, xviii

USA Today, 30

V

Value

being able to deliver, 121, 122

citing past, 113

communicating, to executive, 195–196

company resources as source of, 155–156

company solutions as source of, 156–158

and credibility, 123

demonstrating your, 114

elements of, 154f

framing your, 131

and loyalty, 172

perception of, 148

personal, 154, 155

selling, 150

Value creation, 38–40, 88, 144–167

hypothesis for, 150–151

with new ideas, 185

proposition for, 151–162

statement for, 163–167

and structuring meetings with executive, 145–150

Value hypothesis, 150–151, 165

Value Nexus, 157f

Value proposition, 151–162

and connecting needs with capabilities, 153

customer-focused, 159f, 161f, 162

differentiation of, 154–156

sample, 160f

specific measurements in, 151–152

Value Proposition Worksheet, 221

Value statements, 163–167

Vax, 104

Vimeo, 57

Vine, xvii

Volvo, 104

Vorsight, 31

W

Waldorf Astoria, 104

Wales, 64

Wall Street, 91

Wall Street (film), xvi

Wang Deyuan, 105

WebEx, 183

Websites, 31–32

Weetabix, 104

Welch, Jack, 18

Wells Fargo, 72–73

Who Says Elephants Can’t Dance: Inside IBM’s Historic Turnaround (Gerstner), 85

Wiko, 104

Will, exertion of, 90–91

Working backward, 58–59

World Scientific Publishing Company, 89

World Trade Organization, 92, 103, 136

World Triathlon Corp, 104

Y

Yahoo, 73

Yahoo Finance, 179

YouTube, 5, 57, xvii

Z

ZDNet, 182

Zhu Di, 102