INDEX
Action
accurate vision of a solution, 109–110
choices of, 108
of collaboration, 9
cost of not taking, 110
dates suggested for each, 117
need to take, 33
seller action in, 19
Action, compelling reason for
component, 149
eliminating losses to no decision, 110
Adaption and Buyer 2.0 paradigm, 28–33
Adaptive process and methodology automation, 168–169
Admitted state, 94
Advanced analytics, 167
Alignment
buyer risks and management strategy, 114–118
of buyers and sellers, 21, 115–116
coaching mutually agreed vision, 147
and collaboration with Buyer 2.0, 34
definitions of, 137
effective implementation, 159
and future business, 142
as help not control, 119
indicator of, 119
planning methodology, 140
proof of, 121
Sales Performance Optimization Cycle as, 159
with sellers, 147
verifiable outcomes of, 121, 134
Alternative solutions, 31
Application factors, 165
Attitude, 45
Automation. See also Marketing automation; Marketing automation system (MAS)
adaptive process and methodology, 168–169
content-gathering technology, 70
dynamic sales process, 137–138
marketing as micro-marketing tool, 72–73
support tools, 29
Autonomy, 155
B
Behavior
of Buyer 2.0, 23
buyer changes, 28
changes, 162
and economic uncertainty effect, 23
and information of Buyer 2.0, 16–21
of looking buyer, 91
of not looking buyer, 91
online community, 69
standards of sales, 144
Behavior and economic uncertainty effect, 23
Behavior changes, 162
Bezos, Jeff, 64
Big Data
analysis benefits, 177
opportunity exploration, 175–177
Billable services, 117
Brands, buying choices, 64
Buffer, 71
Business development, 30
activities of, 61
Business problems, 89
Business-to-business purchases, 17
Buyer alignment and risk management strategy, 114–118
Buyer 1.0
seller dependency, 27
Buyer 2.0
behavior and economic uncertainty effect, 23
conversation with visualizer persona, 95–99
dynamic sales process with, 135–137
emergence of, 16
empowerment, 34
information access of, 27
information and behavior, 16–21
messaging with, 146
misalignment with, 19
norms of, 30
principle factors of, 16
research on sellers, 32
Buyer 2.0 adaption and paradigm
marketing and sales blur, 30–31
risk aversion as new normal, 32–33
Buyer-aligned learning and development, 159–162
dynamic sales process, use of, 159–160
learning as transformation, 161–162
Buyer-aligned sales processes, 134–135, 137
Buyer(s). See also Buyer 1.0; Buyer 2.0; solution selling and new buyer
about risk manifesting, 26
alignment and risk management strategy, 114–118
alignment of sellers and, 115–116
business triggers, 175
development of potential relationships of, 72–73
interest stimulation, 175
kinds of, 68
perception, 98
potential solution visions, 92
to remain with status quo, 26
research, 175
states and strength of vision, 91–95
Buyer(s) behavior, 15
changes, 28
looking, 91
not looking, 91
Buyersphere 2013, 19
Buying assistance, 66
Buying decision, 116
risks of, 25
Buying online, 115
Buying phases, 24
Buying process issues, 118
Buying scenarios, 135
C
Capability knowledge, 47, 50, 81, 100, 123
Carnegie, Dale, 47
Challenge-solution-results format, 80
Cheat sheets, 172
Chesney, Robert “Bobby,” 54–55
Chief Financial Officer (CFO), 19
Cluetrain Manifesto (Levin, Locke, Searls and Weinberger), 17
Coaching
and client alignment, 147
consistency, 144
conversation, 147
cycle, 145
difference from, 143
GRAF coaching model, 148
and inspection cycle, 145
as leverage, 151
model of, 148
opportunity or selling skills level, 145
opportunity winning from, 148–151
process definitions and associated playbooks for, 140
and reinforcing the principles of The Collaborative Sale, 155
sales coaching conversation, 148
and sellers and guidance and, 159
for selling skills and people skills, 52
sessions, 172
and skills development, 159, 161
to win opportunities, 148
Collaborating to close, 121–122
Collaboration, 140
component, 149
effective, 10
opportunities through, 11
relatedness and, 155
transparent structure for, 10
Collaboration Plan
activities in, 118
buyer alignment and risk management strategy, 114–118
as buyer alignment and risk mitigation strategy, 115–117
elements of, 120
example of, 116
structure of, 117
Collaborative attitude, 50
The Collaborative Sale (Eades and Kear), 19
The Collaborative Sale: Solution Selling Meets the New Buyer (Eades and Sullivan), 8
component tools for, 168
components for right people for, 163
sales management cadence, 144–151
Collaborative Sales, implementation
buyer-aligned learning and development, 159–162
commitment to success, 177
talent assessment and analytics, 162–167
Collaborative value estimation tools, 175
Collateral templates, 172
Column fodder, 92
Commercial relationship bankers, 54
Commitment to success, 177
Communications skill, 81, 100, 124
Comparison shopping, 30, 31–32
Competencies
essential, 162
prioritized infusion of, 161
skyline, 163
of value driver persona, 123–124
Competitive skills, 101
Competitor influence, 92
Components for right people, for collaborative sales, 163
Concepts, on-the-job applications of, 162
Confidence, lack of, 63
Connection, 155
Continuous learning, 144
Control Southern, 79
Corporate assistance, for micro-marketers, 77–80
Corporate assistance for micro-marketers
micro-marketer competencies, 81–84
Cost of not taking action, 110
Creative Conspiracy, The New Rules of Breakthrough Collaboration, 10
Credibility, 11
Credibility building, 30
CRM (customer relationship management). See Customer relationship management (CRM)
Crush it! (Vaynerchuk), 65
best aggregate average results, 132
business-to-business purchases study, 26
close vs. no close decision, 26
defined sales process and significant improvements, 129, 133
forecasted opportunities turn losses due to inaction, 110
marketing departments’ qualified sales leads, 61
sales process maturity and level of relationship, 130–131
solution values misconveyed believed, 111
The Culture of Collaboration (Rosen), 9
Curata, 70
Curated website, 71
Current situation, 98
Customer business, monitoring of, 53–54
Customer dedicated portal, 167
Customer relationship, levels of, 131
Customer relationship management (CRM)
application, 168
automated support tools for, 29
platform, 146
software, 19
usage of, 132
Customer satisfaction ratings, 130
improvement of, 157
Customer service, 106
D
Daily Maersk, 106
Demand creation, 81
Determine needs phase, 23
Developing, of situational fluency, 51–52
Development
of business messaging, 81
buyer-aligned learning and, 159
changes in business conduct and, 59, 61
of Collaboration Plan elements, 120
and development balance, 51
distribution of, 70
of each individual seller, 161
and hiring practices, 45
of learning curricula and related reinforcement resources, 166
of online collaborative tools, 122
personal, 22
of personal brand, 65
in playbook, 170
of playbook of dynamic sales processes, 138
of potential buyer relationships, 72–73
into a sales opportunity, 53
sales skill training, 29
of situational fluency, 54–55, 72
and skills requirements, 161
strategy, 159
of successful sellers, 144
of suitable thought leadership content, 75
talent requirements for, 159
tenets, 30
and training, value of, 22
and training investment, 165
Differentiation, 114
Direct mail, 61
Dropbox, 120
Dynamic sales process(es), 159–160
buyer-aligned sales process, 134–135
sales process and market and management enablement, 140–142
sales process view expansion, 138–140
E
Early-stage buyers, 59
Economic trends, unpredictability of global, 16
Eliminating losses to no decision, 110
E-mail distributions, 61
Emerson Process Management, 77, 79, 135
Enablement tools, 53
Enabling, of value driver persona, 122
Engagement
different points of initial, 135
early, restraint with buyers, 63
higher levels of, 73
initial vision of potential solutions to problems before, 66
multiple buying scenarios, 135
objective criteria for assessing, 148
and prioritization decisions, 101
quantitative value early and throughout, 108
socially surround and add value long before, 66
ES Research Group, 9
Evaluate alternatives phase, 23–24
Evaluate risk phase, 24
Evaluation state, 94
Events, 117
Expectations, progressing according to, 147
outcome of, 152
F
Facebook pages, 70
Failure to close opportunities, 32
Farmers, 41
File-sharing facility, 120
Financial acumen, 123
Financial risks, 108
issues, 118
Focused enablement
adaptive process and methodology automation, 168–169
big data opportunity exploration, 175–177
collaborative value estimation tools, 175
knowledge in context and aligned with process, 170–172
leveraging sales intelligence and social media, 172–175
Follow up, 147
Forbes Insights, 17
Formal procurement departments, involvement by, 26
Fountain of useful ideas, 86–87
Future state potential, 87
Future visions, compelling, from visualizer persona, 87–90
G
Gaps identified, reasons for, 147
Global companies, 168
Global economic climate, 32
Gold standard definition, 162, 164
Gold standards, 165
Go/no go, 117
Google, 17
Google+ communities, 70
Go-to-market models, 135
GRAF coaching model, 148
High-demand markets, 45
Hiring, for situational fluency, 50–51
Hiring process, 165
Home buyers, 25
HootSuite, 71
How to Win Friends and Influence People (Carnegie), 47
Hunters, 39
I
Industry associations, 61
Industry forums, 70
of Buyer 2.0, 27
Information and behavior, of Buyer 2.0, 16–21
Insights, contributing relevant, 62
Inspect phase, 145
Inspection
cycle, 145
systematic, 145
Instant gratification, 157
Interest groups, topic-specific, 61
Interest stimulation, 30
Internet bubble, 32
Intrinsic motivation, 152–153, 154
Intrinsic motivation focus, 154–155
Involvement, 16
by formal procurement departments, 26
Ivester, David, 78
J
Jobs
experiential learning in, 162
extrinsic motivation in, 153
functions of selling, 40
getting it done for customers, 87
interviews, 21
intrinsic motivation in, 152
of marketing department, 60
most influential factor in choosing, 22
professional appearance of, 32
responsibilities, 74
responsibilities, overstepping into, 74
role(s) of buyer's, 81, 100, 123
sales-related, abilities are needed for, 163
sellers in the future, 86
in specific industries, 68
stretching the vision of buyers, 95
suitability of candidates for, 42
survey regarding Millennials, 21–23
tools for, 111
K
Kear, Robert E., 140
Key factors, 165
Keyword search tools, 68
Klout, 65
Knowledge, 45
about sellers, 60
capability, 47, 50, 81, 100, 123
in context and aligned with process, 170–172
factors, 165
management, 29
situational, 46–47, 50, 81, 100, 123
L
Latent starter, 94
Lead generation, 30
Leadership. See also Thought leadership
content, 75
difference from, 143
exceptional performance through, 143
Learning as transformation, 161–162
Learning program, blended, 161
Leverage, 114
coaching as, 151
Leveraging sales intelligence and social media, 172–175
LinkedIn discussion groups, 53
Listen and monitor resources, 67
Listening and monitoring, 68–69
Locke, Chris, 17
Looking buyer behavior, 91
Looking state, 94
Losses to no decisions, 110
M
Macmillian Dictionary, 48
Maersk Line, 105, 106, 107, 112, 122
Malpractice, 28
Management by exception, 137, 147
Managing and nurturing, 67
Margins, better, 158
Market and management enablement, and sales process, 140–142
Market recovering, 177
Marketing
vs. sales, 30
traditional, 30
Marketing automation, 65, 72, 82
Marketing automation system (MAS), as micro-marketing tool, 72–73
Marketing department, job of, 60
Marketo, 73
Mass market appeals, 63
Maximizing organization value, 114
Messaging
with Buyer 2.0, 146
and credibility building, 30
development of business, 81
for generating demand, 81
right collaborative attitude by management reinforced, 52
social media, 75
for subsequent engagement in direct demand-creation activities, 69
Microblog service, 70
Micro-Marketer persona
access to information, 172
to align with and engage with Buyer 2.0, 34
competency of, 63
continuing, 43
corporate assistance for, 77–80
execution of effectively, 146
intrinsic motivation through, 155
in sales opportunities with Buyer 2.0, 42
situational fluency with constraint, 62–63
strategy planning and execution, 66–73
target refining, 177
training for, 161
Micro-Marketer persona strategy planning and execution
listening and monitoring, 68–69
networking and participation, 70–71
nurturing and management, 72, 72–73
Microsoft SharePoint, 167
Microsoft Solution Selling Process, 129–130
Millennials
Buyer 2.0 emergence in, 115
demographics, 23
described, 21
generation rise of, 16
Misalignment, with Buyer 2.0., 19
Motivation
external and internal, 144
internal, 155
intrinsic motivation focus, 154–155
N
Networking
community groups and participating in, 175
and relationship-building skills, 81
The New Normal: A Manifesto for Changing the Way We Think (Maersk), 105
The New Solution Selling (Eades), 7, 119
Nimble, 69
Ninivaggi, Jim, 52
Not-looking buyer behavior, 91
Nurturing and management, 72, 72–73
marketing automation as micro-marketing tool, 72–73
O
OneSource iSell, 53
Online buying, 115
Online collaboration
sites, 167
Online community behavior, 69
Online resources, 70
Online value calculation tools, 112
On-the-job applications of concepts, 162
Opportunities
larger, 157
Opportunity qualification, 101
Oracle, 66
Organizational value, cumulative, 114
Organizations, independence, 114
P
Pain, component, 149
Paper.li, 70
Pardot, 73
Peer Index, 65
People skills
of collaborative seller, 49
components of situational fluency, 45, 50, 87
development of, 131
different definitions and descriptions, 47–49
practice and coaching for, 52
value of, 47
Performance, improvement of, 157
Performance factors, 165
Persona. See also Micro-Marketer; Value Driver; Visualizer
seller roles, 34
three, defined, 133
Personal brand
definition of, 64
statement, 65
Pipeline reviews, 172
Planning and organizational skills, 82
Planning methodology, 138
Playbooks
definitions, 140
development of dynamic sales processes, 138
of dynamic sales processes, 172
process definitions and associated for coaching, 140
refining sales, 177
sales processes in, 170
PNC Bank, 54
Potential factors, 165
Potential return on investment, 111
Potential vision, 87
Power, component, 149
Price, reacting and competing on, 27
Problem needs identification, 81
Processes. See also Sales processes
described, 134
right, 159
Product and price, 107
Product and services focus training, 47
Product differentiation, 6
Product training, 51
Prospects, related events to find, 61
Psychological buying phases, 24
Purchase evaluation process timing, 59
risk aversion involving, 33
sophisticated, 33
Purchasing departments, role of, 27
Q
Quantified business results (QBRs), 80
Quantitative value, 111
Quota attainment, 130
R
Rain Group, 8
Random acts of sales support, 167
Real estate broker, 25
Recklessness, 28
Regulated industries, 75
Reinforcement, 144
Relatedness, 155
Relationship-building skills, 101
Reliability, 106
Responsibility, 117
Return on investment (ROI)
calculation, 175
potential, 111
Revenue predictability, 121
Rewards, 153
Rifkin, Harriet, 48
Risk management skills, 123
Risks
aversion, 30
aversion involving purchasing, 33
buyer concern manifesting about, 26
of buying decision, 25
financial, 108
financial issues, 118
forms of, 107
perception, 107
perception, mitigation of, 146
phase evaluation, 24
sensitivity, 100
transitional issues, 118
Rosen, Evan, 9
Rowley, Jill, “Eloqueen,” 65–66
S
Sales
chances of winning, 150
vs. marketing, 30
personae, 161
tactical vs. strategic, 135
Sales candidate assessment, 165–166
Sales coaching, 147
Sales competence, 50
Sales conversation
level of, 31
skills, 100
Sales department, job of, 60
Sales effort, strength of, 150
Sales enablement tools, 167, 168
Sales intelligent applications, 172
Sales leadership
keys to effective, 155
motivation as key part of, 144, 151
Sales management, difference from, 143
Sales management cadence, 144–151
systematic inspection, 145–147
Sales managers, 144
disempowerment by, 151
Sales mastery, formal certifications of, 161
Sales methodology, 170
Sales opportunity, unlikely, 150
Sales performance
gaps, 29
indicators of, 166
long-term sustained, 143
Sales Performance International (SPI), 13, 71, 106, 112
Sales Performance Optimization Cycle, 159
Sales performance optimization cycle, 158
Sales Performance Review, 71
Sales performance training, 158
Sales persona, 161. See also Micro-Marketer persona; Value Driver persona; Visualizer persona
Sales planning, 175
Sales planning methods, 140
Sales processes, 135
and customer relationship, 132
defined, 138
dynamic, 172
and market and management enablement, 140–142
playbooks, 170
stages, 170
Sales revenue, higher from wind rates, 157
Sales skills development, 29
Sales Success Formula, 149
Sales talent
analytics, 166
assessment strategy, 162
selection, 166
Sales team assessment, 164–165
Sales theory philosophy, 118
SalesLoft, 69
Scoop.it, 70
Searls, Doc, 17
Self-Determination Theory (Deci and Ryan), 153–154
Self-Determination Theory (SDT), 153–155
Sellers
classifications of, 39
inspection of performance, 145
interaction with buyer, 90
knowledge about, 60
lessons, 10
roles of, 34
transparency, 23
Selling vs. contributing, 62
Seminars, online and in-person, 61
Situational fluency
collaborative sellers effectiveness with, 35
competencies needed for, 44
components of, 50
described, 87
seller degree of, 32
Situational fluency components
about, 45
capability knowledge, 47
collaborative attitude, 50
Situational knowledge, 46–47, 50, 81, 100, 123
Skills, 45
Skills development, requirements, 161
Social learning, 162
Social media
appropriate use of, 74
effective use of, 146
interaction with Millennial buyers through, 23
leveraged in by Rowley, 65
leveraging sales intelligence and, 172–175
literacy and proficiency in using, 31
messaging management application, 75
ownership and content of, 74
participation in online conversations, 61
policies about, 21
technical know-how for, 74
utilization, 82
Social media freedom, 22
Social Mention, 68
Social Selling Evangelist, 66
Social web tools, 75
SocialPort application, 75
Solution and value, 107
enabling using, 15
origins of, 14
Solution selling and collaborative sale evolution, 33–35
The Solution Selling Fieldbook (Sullivan), 7–8
Solution Selling Meets the New Buyer
adaption and Buyer 2.0 paradigm, 28–33
Buyer 2.0 behavior and economic uncertainty effect, 23
Buyer 2.0 emergence, 16
Buyer 2.0 vs. Buyer 1.0, 27–28
effective collaboration principles and tools, 8
information and behavior of Buyer 2.0, 16–21
solution selling and collaborative sale evolution, 33–35
Solution Selling methodology, 7, 15
Solution value collaboration, 110–114
The Solution-Centric Organization (Eades and Kear), 140
Sophisticated purchasing, 33
Specialists, 44
Sprout Social, 71
Standards, agreed upon, 147
Standards of sales behavior, 144
Status quo, buyer decisions to remain with, 26
Stein, Dave, 63
Strategic sales, 135
Strategy planning and execution, 66–73
Structural equations modeling (SEM), 167
Structure, 117
Supply chain of business, 86
Sustained economic unpredictability, 25
Systematic inspection, 145–147
Tactical sales, 135
Talent assessment and analytics
competence and business results, 166–167
sales candidate assessment, 165–166
sales competencies definition, 162–164
sales team assessment, 164–165
Target, for audience, 67
Targeted marketing activities, 61
Targeting criteria, 68
Telephone canvassing, 61
10-20-70 philosophy, 161
TFactor, 75
The Story
Jon and Nancy discuss sales effort, 3–8
Jon's meeting with C-suite executive, 35–37
Jon develops as thought leader, 82–84
Jon's ROI presentation to buyer, 101–103
Thompson, Jesper, 106
Thompson, Leigh, 10
Thought leaders, 62
Thought leadership
conversation anticipation, 32
and credibility, 31
demand creation, 81
demonstrating to buyers, 11, 60
foundational to buyer collaboration, 63
online presence and demonstrating expertise, 66
suitable content development, 75
Three personae, defined, 133
Tools, right, 159
Topic-specific interest groups, 61
Trade association forums, 70
Trade shows, 61
Tradition, and micro-marketers, 60–62
Traditional monolithic method training, 161
Training
and development, value of, 22
and development investment, 165
for Micro-Marketer personae, 161
one-size-fits-all approach, 161
product, 51
product and services focus, 47
sales performance, 158
sales skill, 29
for situational fluency, 52–53
on social web tools, 75
10-20-10 approach philosophy, 161
traditional monolithic method, 161
user, 168
value of, 22
Transition issue, 109
issues, 118
Transparency goal, 119
Transparent structure, for collaboration, 10
Trigger event monitors, 69
Trust, 11
Trusted advisor status, 80
Tweet structure, 78
Twitterfeed, 71
U
User training, 168
V
Value, component, 149
Value analysis process, 111, 175
Value calculation tools, 112
Value Driver persona
actions needed to fulfill, 123–124
collaborating to close, 121–122
compelling reason to act, 109–110
defined, 34
enabling of, 122
interaction with buyer, 42
maximizing organization value, 114
meets need for autonomy and independence, 155
online collaboration site creation, 119–121
solution value collaboration, 110–114
stalling, indicating poor performance, 146
training for developing necessary, for execution of, 161
value estimation uses, 114–115
value focus, 107
Value estimation tools, 175
Value estimation uses, 114–115
Value focus, 107
Value identification and articulation, 123
Value models, 112
Vaynerchuk, Gary, 65
Verifiable outcomes, 134
Visibility, 121
Vision, 85
Vision component, 149
Vision embracement, 96
Vision enhancement, 98
Vision reengineering, 97, 98–99
Vision state, 94
Visualizer persona
buyer states and strength of vision, 91–95
compelling visions of future from, 87–90
conversations with Buyer 2.0, 95–99
creates visions of solutions, 43
execution of, 146
as fountain of useful ideas, 86–87
meets need for autonomy and independence, 155
role of, 34
in sales opportunity with Buyer 2.0, 42
training for, 161
W
Week dates, 117
Weinberger, David, 17
Williams, Eric, 106
Z
Zogby Analytics, 19