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 or tapping a link to get to the indexed material.
account-level activities, 51
accounts, guidelines for existing, 48, 50
active opportunities, 41. See also Looking opportunities
deciding when to compete for, 136–37, 138–42
competitive strategies for, 141–47
qualify, 139–41
request for proposal (RFP) and, 165–70
vision re-engineering and, 154–64
admitted pain, 19
alignment, with buyers, 87, 89
Art of War, The, 136–37
Bidder’s Conference, 170
Business Development Letters, 80–83
Business Development Prompters, 75–83
formats for, 75–80
letters, 80–83
buyers
buying process of, 23–26, 32–33
and levels of need, 18–20
moving to commitment, 178–79
perspective of, 89
potential responses of, to Reference Story, 96–98
professional, 212–16
buyers’ concerns shift over time (principle), 23–24, 221
buying process
controlling, 187–206
buying tactics, 212–16
buying vision, 191. See also vision of a solution
closing
challenges, 212–16
misconceptions about, 209–10
as a natural sales process, 210–11
negotiating, 216–24
with value, 64–65, 198–99, 211–12
coaching, salespeople, 252–53
Column A, 21–22
competing against companies in Column A, 137–38, 144
smart buyers’ tactics using, 214, 215
company, your
differentiating, 147–50
positioning, 91–92
providing facts about, 92–93
competition
deciding when to compete, 136–37, 138–47
differentiating from, 147–50
selecting strategies for, 137–38, 141–46
competitive strategies, 137–38, 141–46
communicating to sales team, 146–47
confirming questions, 105, 107
for diagnosing pain, 109, 124, 162–63
for exploring impact of pain, 111, 126, 164
for visualizing capabilities, 114, 128–29, 164–65
Confirmed Value Proposition, 64
conservatives, 9
control (closed) questions, 105, 106–7,
for diagnosing pain, 108–9, 121–23
for exploring impact of pain, 110, 125, 163–64
for visualizing capabilities, 113–14, 127–28, 158–60
cost (reduced, contained, displaced, avoided), 201
Covey, Stephen, 101–2
Crossing the Chasm, 9
customer referrals. See also Reference Story
for Business Development Prompter, 78–80
customer relationship management, 267
define needs (buying Phase I), 24–25
diagnose before you prescribe (principle), 17–18, 102–4
diagnose reasons, 108–11
diagnosing, pipeline revenues, 246–52
differentiation grid, 148–49
differentiators, 147–50
discounting, minimizing, 199
Divide and Conquer strategy, 145
don’t give without getting (principle), 219, 220. See also quid pro quo
early adopters, 9
EDS, 133–36
Effectives, in HPSC, 267–69
efficiency, in HPSC, 267–69
email, Business Development, 80, 82
End-Around strategy, 144–46
evaluate alternatives (buying Phase II), 25
evaluate risk (buying Phase III), 26, 221
Evaluation Plan, 193–97
advancing, 203–6
executive management typical difficulties in, 13
explore impact, of pain, 110–11
forecasting, sales, 245–46, 257–61
Forecast QuickCheck, 260–61
formula for sales success (principle), 26–27
get there first (principle), 21–22
Give/Get List, 218–19
Head-to-Head strategy, 142–44
high-performance sales culture (HPSC), 265–67
creating, 267–69
establishing as a value system, 274–76
sales process of, 269–70
innovators, 9–10
intangible benefits, 201
Key Opportunity Debriefing Guide, 253–56
9 Block Vision Processing Model, 104–6
Opportunity Assessment Worksheet, 139, 140, 141
Pain Chain, 56–59
Pain Sheet, 115–18
Reference Story, 59–61
Solution Selling Pipeline Milestones, 231–35
Strategic Alignment Framework, 87–89
Strategic Alignment Prompter, 89–98
Strength of Sale Check, 256–57
Value Proposition, 61–64
Key Opportunity Debriefing Guide, 253–56
Key Players List, 54–56
laggards, 9
latent opportunities, 38, 40–41, 46. See also Not Looking opportunities
latent pain, 19
letters
Business Development, 80–83
response letter to RFP, 168, 169
Power Sponsor, 190–97
Sponsor, 182–86
Looking and Not Looking (principle), 20–21
Looking opportunities, 20–21. See also active opportunities
competitive strategies for, 141–47
Lotus Development Corporation, 146, 151
Marketing, 267
measuring success, 65
McLuhan, Marshall, 53
Microsoft, 146
Milestone principle, 45
Milestones
in diagnosing pipelines, 248, 249
in Evaluation Plan, 193
in Pipeline Milestone Chart, 231–33
in Pipeline Milestone Worksheet, 233–35
Yield Analysis of revenue by, 261
Moore, Geoffrey, 9
need development, 96
negotiating, closing, 216–24
networking, 72–73
9 Block Vision Processing Model, 104–6,
example of, for creating a vision, 120–29
example of, for vision re-engineering, 154–65
questions for, 106–14
sales calls, 236
no decision, avoiding, 199
no pain, no change (principle), 16
in Power Sponsor Letter, 191
nonpipeline revenue, 259–60
Not Looking opportunities, 20, 21, 46. See also latent opportunities
advantages of selling to, 21
for diagnosing pain, 108, 120–21, 160
for exploring impact of pain, 110, 124, 163
for visualizing capabilities, 112, 126–27, 157–58
opportunity assessment, 139–41
Opportunity Assessment Worksheet, 139, 140, 141
opportunity-level activities, 51
opportunity, new Business Development Prompter for, 76–78
pain
admitted, 19
confirmed, in letter, 191
diagnosing reasons for, 108–9, 115–18
diagnosing, using 9 Block Vision Processing Model, 108–9, 120–29, 160, 162–63
exploring impact of, 110–11, 124–26, 163–64
latent, 19
Pain Chain, 56–59
pain flows through the entire organization (principle), 17. See also Pain Chain
Phases I, II, III (buying), 24–26, 221
Philip G. Ryan Associates, 5
Pipeline Analysis Worksheet, 238–42
Pipeline Milestone Worksheet, 233–35
Pipeline Report, 240
Pipeline, sales, diagnosing, 246–52
polling, versus prospecting, 68–69
power
gaining access to, 176, 179–86
Power Sponsor Letter, 190–97
sales calls and meetings with, 236
pragmatists, 9
precall planning, 46–52
preproposal review, 203–5
procurement tactics, 212–16
profits, 201
project management, 189–90
proposals, 236–37
prospecting, 68–75
basics of, 68–72
methods of, 72–75
reserving time for, 69–70, 230
versus polling, 68–69
purchasing agents, 212
questions, types of, 105, 106–7. See also confirm questions; control questions; open questions
quid pro quo, as negotiating strategy, 182, 218–19
Reference Story, 59–61, 93, 206, 237
revenues,
measuring, for Value Justification, 201
nonpipeline, 259–60
using Pipeline Analysis Worksheet to predict, 238–42
RFI (request for information), 169–70
RFP (request for proposal), 165–69
risk assessment, 220–21
ROI (return on investment), 198
Run Rate, 259–60
sales automation, 267
debriefing, 236
introducing, 90–94
Vision Processing, 236
sales force automation (SFA), 267, 269
sales forecasting, 245–46, 257–61
sales management, typical difficulties in, 12–13
sales management system, 35, 243–44
criteria for, 244–45
forecasting challenges, 245–46, 257–61
getting started with, 262–64
Solution Selling, 246–57
sales managers
and coaching salespeople, 252–53
Eagle salespeople as, 7
and forecasting, 245, 246, 257–61
and hiring salespeople, 10–12
job aids for, 253–57
salespeople. See also job aids
Getting Started activities for, 229–42
types of, 7–9
what sales managers look for in, 10
Sales Performance International Survey, 244
sales pipeline, diagnosing, 246–47
sales process, 29–41
characteristics of, 269–72
closing as natural evolution of, 210–11
defined, 31
elements of, 32–35
implementing, 272–74
models, 35–38
as part of high-performance sales culture, 266
Solution Selling, 38–41
Sales Process Flow Model, 37–38, 39
sales tools. See job aids
selling
steps of, 33–34
typical difficulties in, 12
7 Habits of Highly Effective People, The, 101–2
situational fluency (knowledge)
building a model to gain, 52–53
information sources for acquiring, 50–51, 52
job aids to help gain, 54–65, 115–16
Situational Fluency Prompter, 115–18
64 percent dilemma, 8–10
solutions, defined, 3–4
Solution Selling,
described, 5–6
five rules of competing, 138–47
implementing, 229–42
job aids and sales tools of, 53–65
negotiating principles of, 217–24
principles of, 15–27
Sales Management System, 246–57, 262–64
sales process models for, 35–38
sales process of, 38–41
Value Cycle of, 64–65
Solution Selling Pipeline Milestone Chart, 231–33
Solution Seminars, 74
Sponsor Letter, 182–86
Stall strategy, 145–46
Step Process Model, 35–37
Strategic Alignment Framework, 87–89
Strategic Alignment Prompter, 89–98
strategies, competitive
communicating to sales team, 146–47
for RFP, 166–69
selecting, 141–46
straw man, building, 52–53
Strength of Sale Check, 256–57, 258
Sun Tzu, 136–37, 138, 142, 145, 147–48
SW Rule, 72
Texas Instruments, 143–44
three levels of need (principle), 18–19
time line, on investment, 203
Titan Games, Inc. (sample case history), 48, 49
business development prompters for, 76, 79, 80–82
9 Block Vision Processing example for (creating a vision), 120–29
9 Block Vision Processing example for (vision re-engineering), 154–65
Pain Sheet for, 116
Reference Story for, 59
total quality management (TQM), 56
trade shows, 74–75
value, 64–65
closing with, 64–65, 198–99, 211–12
Value Cycle, 64–65
Value Justification, 197–203
elements of, 200–203
Value Proposition, 53, 54, 61–64, 211–12
verifiable outcomes, 34
Vision Creation, 230
vision of a solution, 19–20, 119
9 Block Vision Processing Model for, 120–29
Vision Processing Model. See 9 Block Vision Processing Model
vision re-engineering, 9 Block Vision Processing Model for, 154–65
visualize capabilities, 112–14, 126–29, 157–60, 164–65, 202–3. See also vision of a solution
Yield Analysis, 261
you can’t sell to someone who can’t buy (principle), 22–23, 176–77