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 refer to figures.
Account penetration, 109–119
communication for, 116–119
decision makers in, 113–116
horizontal, 196–197
rules for, 109–113
vertical, 195–196
Account selection, 66
Acquisition/Transition stage, 56, 58f, 64f, 86, 118f
Active listening, 228–229
Advertisers, 218
Affective forces, 70
Allies, 37
Alternate choice technique, 261–262
Alternate-advantage overload, 271
Amabile, Teresa, 40
competing with, 307–313
success of, 306–307
AmazonSupply (Amazon Business), 313–314
American Association for Inside Sales Professionals, 319
American Management Association, 52
American Psychologist, 36
Analogies, 153
Angel Customers and Demon Customers (Selden and Colvin), 186
Animal Farm (Orwell), 100
Appearance, 134
Apple, 3
Appointments, 207–208
Ariely, Dan, 70
Assumptive technique, 260
Authority (lack of), 180
Automatic decisions, 71
Availability, 174
Aversion, loss (see Loss aversion)
B2B (business to business), 110–111, 133, 212–213, 285
B2B Buyer’s Survey Report (2016), 135
B2C (business to consumer), 305
Bandwagon effect, 8
Barriers, 145–147, 178–180, 229–230
Best Sales Practice (BSP) study:
on buyers, 134–135
on calling habits, 204
on closing, 256
on decision making, 19–20
on discounting, 25
on leveraging, 194
“Big Idea,” 90
Bill of rights, customer, 89–90
Blindness, inattentional, 322
Brand names, 31
Buffet, Warren, ix
Bush, George W., 291
Business, spin-off, 197
Business purpose, 15–16
Business to business (see B2B)
Business to consumer (B2C), 305
Buyer buzzwords, 153–154
Buyer needs, 47–60
and Critical Buying Path, 54–59
and customer-izing, 121–125, 123f
establishing, 209–210
importance of understanding, 48
messaging for, 154
and objections, 271
paradigms of, 48–50
preferences of, 25–27
and pressure points, 125–128
and sales calls, 226–227
scope of, 53–54
silos affecting, 50–53
Buyer’s remorse, 292
Buying committees, 331
Buying decision, 20
Buying signals, 258
Buzzwords, buyer, 153–154
Call planning guide, 215, 216f, 217
Calls, 112 (See also Sales calls)
Canvassing, 206–207
CBA (cost-benefit analysis), 189
CBP (see Critical Buying Path)
Chabris, Christopher, 322
Champions, internal, 37
Change agents, 9
Cheap prices, 73
Clarity, 6–7, 40, 231, 268–269
Closed questions, 232–234
Closing (see Commitment stage)
Coca-Cola, 141
Cognitive biases, 75
Cognitive dissonance, 292
Collins, Jim, 40–41
Colvin, Geoffrey, 186
Commitment stage, 256–265
asking for buyer action in, 257–259
defining closing for, 256–257
getting commitment in, 259–263
Committees, buying, 331
Communication:
breakdowns in, 179
challenges in, 318
duration of, 249
good, 24
for movements, 10–13
with price shoppers, 76–80
See also Customer messaging
Competitive Advantage (Porter), 54
Competitive questions, 238–240, 243
Confidants, 8–9
Confirmation statements, 232
Conformity, 287
Consensus, group, 293–296
Consonance, 155
Cost-benefit analysis (CBA), 189
Criteria, viability, 104
Critical Buying Path (CBP), 54–59, 116, 118f, 119, 320
Critical Sales Path (CSP), 65–67
Cross-serving, 198–199
Cuban, Mark, x
Culture, organizational, 4–5
Curiosity, 142
Customer messaging, 82–96
campaign for, 93
defining, 83–84
pain proposition as, 93–96
tools for, 86–93
and value added, 84–86
Customer service action reports, 188
Customer-izing, 120–128
and buyer pressure points, 125–128
defining, 66
and needs analysis, 226–227
for organizational needs, 122–124
for personal wants in, 124–125
Customers:
bill of rights for, 89–90
segmenting, 91–92
selecting, 142–143
silos from, 53
and small-wins, 44
David and Goliath (biblical story), 302–303
Davidson, Willie G., 5
Decision making:
automatic, 71
for buying, 20
early, 110
group, 285–301
level I-II-III (see Level I-II-III decision makers)
psychology of, 70–71
Decoy product pricing, 31
Defensive selling, 63, 64f, 98, 291–293
Delay discounting, 74
Deliberate forces, 70
Delivery performance reports, 188
Demand Gen, 135
Differentiating, 140–150
definable/defendable, 143–145, 308–309
rules of, 141–143
strategies for, 147–149
through barriers, 145–147
Differentiation Matrix, 143, 144f, 145
Diffusion of Innovation model, 8
Direct questions, 234–235
Direct technique, 262–263
Discernment, 100
Discounting, 74, 75, 148, 273 (See also Price(s))
Dissonance, cognitive, 292
Divisional silos, 50–51
Donne, John, 7–8
Dunbar, Robin, 325
E-commerce, 313 (See also Amazon)
Economist, 73
The Effective Executive (Drucker), 100
Einstein, Albert, 20
Eisenhower, Dwight D., 163
Elevator speech, 88–89
Empathy, 169
Engagement, 7–8, 10–11, 252–254
Entertainment, 171
Ernst and Young, 187
Excellence, 24
Expectations, 307–308
Face-to-face selling, xv, 122 (See also Presenting)
Fear:
and discounting, 32
of level I-II-III decision makers, 126f
and pain propositions, 95
and personal wants, 124
and short-termism, 74
and small-wins approach, 45
FedEx, 5
First impressions, 219–220
Flywheel effect, 41
and small-wins approach, 35, 40
strategic, 102–103
tactical, 104–108
in Value-Added Selling Process, 63
Follow-ups, 280–281
Forbes, 133
Ford, Henry, 21
“Frame of reference,” 305
Functional silos, 51
Gandhi, Mahatma, 5
Gates, Bill, ix
Gause, G. F., 140
General information questions, 237
Geographic silos, 51
GET (Grab their attention), 208–209
Gladwell, Michael, 324–325
Goals, 41–42
Goizueta, Roberto, 141
Golden Rule, 21
Good to Great (Collins), 40–41
Google Marketing, 110
Gore, Al, 291
Gorillas in Our Midst: Sustained Inattentional Blindness for Dynamic Events (Simon and Chabris), 322
Grab their attention (GET), 208–209
Great Menderes River, 47
Group consensus, 293–296
Group polarization, 288
Groupthink, 286–287
Groupthink (Janis), 287
Grove, Andy, 177
Guilt, 32
Habits, IX, 177–178, 204–205, 213, 230
Hall, Doug, 161
Harley-Davidson, 5–6
Harry Potter (Rowling), x
Harvard Business Review, 22, 317
Hazlitt, Henry, 73
High-level calling, 112
High-level decision makers (HLDMs), 112–113 (See also Level I-II-III decision makers)
High-value target (HVT) account selection, 97, 99–108
and discernment, 100
and Pareto principle, 100–102
strategic focus for, 102–104
tactical focus for, 104–108
HLDMs (high-level decision makers), 112–113 (See also Level I-II-III decision makers)
Horizontal account penetration, 196–197
How-met questions, 238–239
How-well questions, 239–240
HVT account selection (see High-value target account selection)
Ideal questions, 241
Identity, organizational, 4–5
If/when technique, 263
Immediate advantage technique, 261
Immediate next best outcome approach, 77–78
Impact questions, 241–242
Impressions, first, 219–220
Inattentional blindness, 322
Indirect questions, 234–235
Industrial Distribution, 313
IndustryWeek, 52
Influencers (see Level I-II-III decision makers)
Innovations, 142
Integrity, 25
Intel, 177
Internal champions, 37
Internal selling skills, 165
Interrupting, 231
Invoices, no-charge, 187
James, William, 17
Janis, Irving L., 286–287
Juran, Joseph, 101
Kahneman, Daniel, 289
Keenan, Jim, 135
Kelleher, Herb, 5
Kelly, Walt, 50
Keynes, John Maynard, 73
King, Martin Luther, Jr., 5
Knight, Phil, 15–16
KPMG, 163
Kramer, Steven, 40
Large opportunities, 35–36
Leadership, 7–8 (See also Managers)
Leading questions, 235–236
Letters, testimonial, 188, 190, 254
Level I-II-III decision makers:
building relationships with, 297–298
defining, 113–115
needs/wants/fears of, 117f, 126f
presenting for, 161
relationship building with, 297
Life Magazine, 20
LinkedIn, 296
List, ten-things-to-consider, 149
Logistic buyers (see Level I-II-III decision makers)
The Long African Day (Myers), 142
Long-term thinking, 78–79
Loss aversion, 74–75, 93, 95, 288–289
Losses, small, 42
Loyalty programs, 173
Maintenance, repair, operation (MRO) purchases, 111
Managers, 43, 45–46, 51–52, 88
Mandela, Nelson, 5
Manta-Dell, 194
Market segments, 102–104, 103f
Marketing, 82
Martin, Steve W., 317
Maximizing, 49–50
McKinsey and Company, 73, 151, 195
Messaging, 152–155 (See also Customer messaging)
Miller, William, 20
Mistakes, 179
Mixed management signals, 33
Modern Distribution Management, 313
Motivation, 8, 12–13, 40–41, 43–44
Mount Everest effect, 99
Movements, 5–14
creating, 5–6
engagement for, 7–8
stages of, 8–11
sustaining, 12–13
MRO (maintenance, repair, operation) purchases, 111
Musk, Elon, ix
Myers, Norman, 142
Needs:
buyer (see Buyer needs)
of level I-II-III decision makers, 126f
organizational, 122–124, 126f, 298–300
process, 54
Needs-analysis stage, 225–246, 265
consensus during, 298–299
defining, 226–228
listening during, 228–232
probing objectives during, 242–244
questioning mechanics for, 232–236, 244–245
strategic questioning in, 236–242
summarizing needs in, 244
Needs-satisfaction selling, 218
Negative attitudes, 179
Negative emotions, 71
Negative selling, 148
Negotiating, 293
Neuromarketing, 69
Neutral questions, 235–236
The New Economics (Deming), 17
Nhat Hanh, Thich, 121
Nike, 15
No-charge invoices, 187
Nonverbal buying signals, 258–259
Nudge: Improving Decisions About Health, Wealth, and Happiness (Thaler), 69
Objections, 266–276
handling, 267
price, 271–275
and three-step communications model, 268–271
Offensive selling:
to multiple decision makers, 293–300
strategies for, 97
Open questions, 232–234
Opening stage (sales call), 221–223, 265, 330
Opinion questions, 257–260
Opportunities, large, 35–36
Opportunity costs, 75, 95, 158
Opportunity value, 158
Organization, personal, 134
Organizational identity, 4–5
Organizational needs, 122–124, 126f, 298–300
Organizational silos, 50, 76, 295–296, 323–324
Orwell, George, 100
Overload, alternate-advantage, 271
Pacing, 250–252
Pain propositions, xiv–xv, 93, 95–96
The Paradox of Choice (Schwartz), 79
Pareto, Vilfredo, 100–101
Pareto principle, 100–101
Pascal, Blaise, 69
Passion, 134
Peace Is Every Step (Nhat Hanh), 121
People support, 166–167
Pepsi-Cola, 3
Perceived risks, 45
Perceived value, 155–157
Performance value, 157–162
Personal organization, 134
Personal positioning, 133–138
Personal value, 309–310
Personalization, 152–157
Physical action technique, 262
Planning, precall, 212–217, 330
Pleasure-seeking, 71
Pogo (cartoon), 50
Polarization, group, 288
Porter, Michael, 54
in buyer’s mind, 131–133
as image building, 130–131
personal, 133–138
social, 135
Positioning: The Battle for Your Mind (Ries and Trout), 130
Postcall activities, 277–282, 331
Postsale Usage stage, 56–57, 58f, 64f, 86, 118f
PPs (profit piranhas), 101–104, 107–108
Precall planning, 212–217, 330
Predictably Irrational (Ariely), 70
Presale Planning stage, 55–57, 58f, 63, 64f, 86, 118f
Presentation stage, 247–255, 265
and dimensions of value, 249–250
engagement during, 252–254
rules of, 247–249
using buyer’s style in, 250–252
using proof in, 254
in Critical Buying Path, 59
to group of decision makers, 299–300
perceived value, 155–157
performance value, 157–161
and personalization, 152–155
proof, 161–162
Pressure points, buyer, 125–128
Price(s):
and barriers, 146–147
and buyers, 25–26
cheap, 73
decoy product, 31
facts about, 31–32
presenting, 156
value vs., 16–18
Price shopping, 69–81
attitudes with, 328
communication during, 76–80
and decision making, 70–73
defining, 26
psychology of, 73–76
Primary effect, 219
Proactive service, 173
Proactivity, 19
Probing, 201, 226–228, 242–244
Problem solving, 23
Process needs, 54
Process support, 164–165
Product comparison matrix, 148
Professionalism, 22
Profit piranhas (PPs), 101–104, 107–108
The Progress Principle (Amabile and Kramer), 40, 42
Project savings report, 187
Projections, 33
Projective questions, 240–241, 243
Proposals, 157
Propositions, xiv–xv, 91–93, 95–96, 118f
Pushback, 6
Qualitative value added, 84–85
Quantitative value added, 84–85
Questions:
after sales calls, 278–279
direct vs. indirect, 234–235
leading vs. neutral, 235–236
mechanics of, 232–236
open vs. closed, 232–234
opinion, 257–260
during Presale Planning stage, 57
before sale calls, 214–215
tips for, 244–245
Reading (importance of), ix–x
Reichheld, Fred, 194–195
Reinforcement, 12–13 (See also Value reinforcement)
Relationship building, 67, 168–174, 296–298
Relationship oriented salespeople, 23
Reliability, 24
Reminding, value, 189–190
Remorse, buyer’s, 292
Reorganizing, 4–5
Reputation, 130
Resources (lack of), 179
Responsiveness, 24
Restating, 231
Restructuring, 4–5
Results oriented salespeople, 23
Rice University, 275
Ries, Al, 130
Risks, perceived, 45
Rogers, Everett, 8
Rowling, J. K., x
Sacred cows, 177
activities after (see Postcall activities)
commitment stage in (see Commitment stage)
first impressions during, 219–220
format for, 265
need-analysis stage in (see Needs-analysis stage)
objections during (see Objections)
opening, 221–224
precall planning for, 212–217
presentation stage in (see Presentation stage)
questions after, 278–279
questions before, 214–215
socializing during, 220–221
tips for, 330–331
Sales Stockholm syndrome, 33
Salespeople:
characteristics of, 22–23
coaching for, 42–43
concerns of, xiii
inside, 318–322
Sameness, xii
Santayana, George, 277
Satisfaction, customer, 166, 324
Satisfice, 49
Scheuing, Eberhard, 18
Schwartz, Barry, 79
Scientific American, 227
Sculley, John, 3
Selden, Larry, 186
Seller-focused approaches, 62
Seller-focused value, 21–22
Selling:
defensive, 63, 64f, 98, 291–293
face-to-face, xv, 122 (See also Presenting)
negative, 148
team, 324–325
transactional, 319–321
Value-Added (see Value-Added Selling)
Setbacks, 38–39
Shoe Dog (Knight), 15–16
Shopping, 26 (See also Price shopping)
Short-termism, 73–75
Silence, 231
Silos, 50–53, 76, 295–296, 323–324
Simon, Daniel, 322
Simon, Herbert, 49
Sincerity, 134
Situational questions, 237–238, 243
Skills, internal selling, 165
Small losses, 42
“Small Wins: Redefining the Scale of Social Problems” (Weick), 36
Small-wins selling, xiv, 35–46
avoiding, 44–46
benefits of, 40–41
defining, 36–39
implementing, 41–44
Smith, Fred, 5
Social Centered Selling, 135
Social comparison theory, 8
Social image, 136–138
Social positioning, 135
Social proof, 161
Socializing, 220–221
Southwest Airlines, 5
Specific-need questions, 237–238
Speech, elevator, 88–89
Spin-off business, 197
Stall technique, 263
Stockholm syndrome, 33
The Struggle for Existence (Gause), 140
Summary technique, 260–261
Support, 9, 65, 67, 97–98, 163–167
Tactics (defined), 66
TCO (total cost of ownership), 18
Team selling, 324–325
Teasers, 210–211
Temporal bias, 72
Ten-things-to-consider list, 149
Terminology (for presenting), 156, 158
Testimonial letters, 188, 190, 254
Thaler, Richard, 69
Thinking, long-term, 78–79
Thinking Fast and Slow (Kahneman), 289
Thoroughness, 23
Tiered services, 311–312
The Tipping Point (Gladwell), 325
Tom Reilly Training, xiii
Total cost of ownership (TCO), 18
Transactional selling, 319–321
“The Trend That Is Changing Sales” (Martin), 317
Trial close, 257–260
Trout, Jack, 130
Trust, 169
Tunnel vision, 75
Turf wars, 52
Twain, Mark, ix
Unique selling proposition (USP), 90–91, 147
Unrealistic expectations, 179–180
Value:
cheap vs., xii–xiii
customer-focused, 21
dimensions of, 249–250
flow of, 20–22
of opportunity, 158
perceived, 155–157
performance, 157–162
personal, 309–310
seller-focused, 21–22
Value added (defined), 84
Value in purchasing (VIP) lists, 87–88
Value propositions, 91–92, 118f
Value reinforcement, 184–192
importance of, 186–191
with multiple decision makers, 291–292
rules of, 185–186
Value reminding, 189–190
Value-Added Organization, 4–5, 7
Value-Added Purchasing (Scheuing), 18
Value-Added Selling:
avoidance of, 32–33
defining, 18–20
history of, x–xi
integrating, 5–7
Value-added shoppers, 26
Value-added worksheet, 160, 160f
Verbal buying signals, 258
Vertical account penetration, 195–196
Viability criteria, 104
VIP (value in purchasing) lists, 87–88
Vision, tunnel, 75
Wait-and-see attitude, 28
Warranty reports, 188
Wave One (of movements), 8–9
Wave Two (of movements), 9
Wave Three (of movements), 10
Wealth of Nations (Smith), 77
Weick, Karl, 36–38
Whole Foods, 304
Wilde, Oscar, 145
Wolfe, Thomas, 332