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Image Value and Risk, 49, 53-54Implementation and Utilization Processcrystallizing, 239-40 in Customer Results Model, 173, 175reverse-engineering, 178-80 Initial Public Offerings IPOs, 8

Customer needs See also Disparityfulfilling, 25-27

vs results, 27-31

Customer relationshipsearning trust, 106-8four customer concerns, 108-14listening skills for, 114-21relationship selling, 105-6trust cycle in, 121-27Customer Results Modeldescription of, 27-31, 43reverse-engineering and, 173-75, 178-82Customer strategies, 84-88

Customer's businessAnnual Report, 10-12, 82, 84imagining yourself in, 5-7news articles, 10, 13-14press releases, 10, 13resources on, 9-10, 14-15SEC Form 10-K, 10, 12-13, 82, 84

Days Sales Outstanding (DSO), 80

Decision makerseight techniques for reaching, 215-28gatekeepers to, 113, 212-13

meeting up front with, 183-84proactive strategy for reaching, 209-10reactive strategy toward, 210-12requesting access to, 195-97, 220right mind-set and, 213-15selling higher to, 203-9talking to wrong person, 199-200Denominations of Value

defined, 46, 48-50, 63Economic Value and Risk, 49, 50-51, 66Emotional Value and Risk, 49, 56-57Guidance or Advice Value and Risk, 49, 52-53Image Value and Risk, 49, 53-54

Quality Value and Risk, 49, 52Relational Value and Risk, 49, 54-55, 67Simplicity Value and Risk, 49, 55-56, 66Time Value and Risk, 49, 51, 67Desired future state, customer's, 27, 31, 152Diagnostic approach, 20-24

Disparity (goal or problem)circumstances surrounding, 152-53defined, 27-28, 31, 152, 160identifying, 204-5, 226-27

meeting up front with, 183-84proactive strategy for reaching, 209-10reactive strategy toward, 210-12requesting access to, 195-97, 220right mind-set and, 213-15selling higher, 203-9talking to wrong person, 199-200Eye contact, 117

Form 10-K, 10, 12-13Free work, 143, 248FUD (fear, uncertainty, doubt), 244Functional capabilities, 88-91

Gatekeeperspsychology of, 212-13respect for, 113techniques for dealing with, 215-27Goals, customer

diagnostic approach and, 20-24partnerships and, 7-9

questions on, 19, 20research on, 9-15understanding, 3-5, 15-20, 82-84

Hurdles, buyingidentifying, 166-69key questions on, 189-91

Image Value and Risk, 49, 53-54Implementation and Utilization Processcrystallizing, 239-40

in Customer Results Model, 173, 175reverse-engineering, 178-80

Initial Public Offerings (IPOs), 82Intelligent positioning, 64-68

Jokes, 114

Lens of perception, 62-64Lexis-Nexis, 15

Listening skillsclarifying questions, 120-21closing your mouth, 116-17eye contact, 117

great conversationalists, 118-20importance of, 114-15

nodding, 118note taking, 116

Make vs buy, 162, 167, 169Meetings

appointments for, 241-42clarifying questions for, 120-21decision makers at, 183-84listening skills for, 115-20notebooks for, 116productive, 242-44with same people, 228your boss at, 221-22Middle managers vs senior executives, 235-36 See also C-level executivesMotive

as Action Driver, 32, 33-34, 153establishing, 176-77

Mutual Discovery, Process ofclient hesitation and, 198-201defined, 192-94

for executive access, 195-97for finalizing agreement, 197-98

as qualification tool, 195selling higher with, 220selling your process, 201-2several benefits of, 194

Needsfulfilling, 25-27

vs results, 27-31News articles, 10, 13-15Nodding, 118

Note taking, 116

Objections See also Buying hurdlesAction Drivers and, 41-44preparing for, 68-70Organization charts, 191

Partnering relationships, 7-9Payback or return, 32, 35-36, 153Perceived value, 46-47

Perceptions, customers', 62-64Phone calls

to CFOs, 224-25clarifying questions for, 120-21productive, 242-44

Political or Image Value and Risk, 49, 53-54Politics, comments on, 114

Portfolio management, 164Predictability, 121, 125-26Presentations

BVH model for, 97-98, 100, 101specific purpose of, 140Value Pyramid for, 98-100Press releases, 10, 13

Price, 61, 62Prioritization, 16-18, 162, 164, 165Prioritizing question, 28-29Problem knowledge, 101

Process of Mutual Discoveryclient hesitation and, 198-201defined, 192-94

for executive access, 195-97, 220for finalizing agreement, 197-98

as qualification tool, 195selling higher with, 220selling your process, 201-2several benefits of, 194Product demonstrations, 184-85Proposals

lengthy, 144, 162written, 186-88Prospecting cycles, 232

Qualifying opportunitiesBVH model for, 96high-level qualifying questions, 223-25

in sales process, 133, 135selling higher and, 203-9Quality Value and Risk, 49, 52Questions

Action Drivers and, 32-33, 175-78

in buying process, 136-38clarifying questions, 120-21

on customer's goals, 19, 20high-level qualifying questions, 223-25Intelligent Positioning questions, 64-68prioritizing question, 28-29

for sales campaign diary, 145-46worst question, 61

Reference stories, 220-21References, providingguidelines for, 185-86

in sales process, 133, 135Relational Value and Risk, 49, 54-55, 67Relationships, customer

earning trust, 106-8four customer concerns, 108-14listening skills for, 114-21relationship selling, 105-6trust cycle in, 121-27Research on customerAnnual Report, 10-12, 82, 84news articles, 10, 13-14partnerships and, 7-9press releases, 10, 13resources for, 9-10, 14-15SEC Form 10-K, 10, 12-13, 82, 84Resource Decision, 150-51, 163-64Resources or means, 32, 38-40Respect

for customer's ideas, 112-13for customer's time, 112for gatekeepers and decision makers, 113for space and property, 113-14

trust and, 111-12for views and beliefs, 114Results, needs vs., 27-31Reverse-engineering, defined, 173Reverse-engineering buying processbuying hurdles and, 189-91Customer Results Model and, 173-75description of, 173-82

framing the opportunity, 175-78reordering activities, 182-88sales plan and, 192-202Risk

as Action Driver, 32, 40-41decision making and, 161, 162Economic Value and Risk, 49, 50-51, 66Emotional Value and Risk, 49, 56-57Guidance or Advice Value and Risk, 49, 52-53Image Value and Risk, 49, 53-54

new clients and, 244-46Quality Value and Risk, 49, 52Relational Value and Risk, 49, 54-55, 67

Sales cyclesmeasuring, 231-33right opportunities and, 233-35Sales plan See Process of Mutual Discovery

Sales processbuying process questions, 136-38documenting, 144-46

facilitating buying process, 142-44problem with, 134-36

'pushing' a customer, 141-42redefined, 135

sample, 132, 133specific intent in, 138-41Sales professionals

attributes of, 58-59communication skills for, 114-22need for, 70-71

Sales proposalslengthy, 144, 162written, 186-88SEC Form 10-K, 10, 12-13Securities and Exchange Commission (SEC) website, 12Selection and Buying Process See also Buying Process

in Customer Results Model, 173, 175reverse-engineering, 180-82

Selling, defined, 25-26 See also Sales processSelling higher

for accelerated buying process, 235-36eight techniques for, 215-28

gatekeepers and, 113, 212-13information gained by, 204-9proactive strategy for, 209-10reactive strategy for, 210-12reasons for, 235-36right mind-set for, 213-15top-down initiatives, 153-55, 159Selling wider, 225-27

Selling your process, 201-2 See also Process of Mutual DiscoveryShared expectations, 121, 123-25

Shared interests, 121, 122Shared understanding, 121, 123Simplicity Value and Risk, 49, 55-56, 66Smiles, 117

Sources of Valuecompany, 57, 58, 63description of, 46, 57, 63people, 57, 58-59, 63solution, 57, 60, 63talking to clients about, 60-62Specific intent, 138-41

Strategies, customer's See also Business acumenfunctional capabilities and, 88-91

understanding, 84-88Success stories, 220-21

Technology solutions, 84Thinking like customerscustomer's goals, 15-20customer's world, 5-7diagnostic approach and, 20-24importance of, 3-5

partnerships and, 7-9resources for, 9-15Time, respect for customer's, 112Time Value and Risk, 49, 51, 67Top-down buying processdefined, 153-55, 159selling higher and, 204Training, sales, 100-102Trust

competence and, 110-11earning, 106-8

motive and, 109-10respect and, 111-14right environment for, 108-9superior value and, 109Trust Cycle

defined, 121-22earned trust, 126-27predictability, 125-26shared expectations, 123-25shared interests, 122shared understanding, 123

Unknowns, eliminating, 179Urgency

as Action Driver, 32, 34-35

in buying decisions, 152, 153establishing, 175-76

ValueDenominations of, 46, 48-57, 63lens of perception and, 62-64perceived, 46-47

Sources of, 57-60, 63Value Equation, 45, 47Value Pyramid, 98, 99Vendor-client partnership, 7-9 See also Customer relationshipsVerbal agreements, 186-88

Websitesprospect's site, 9-10, 14Securities and Exchange Commission (SEC) site, 12Written proposals, 186-88

Chapter 1: What Customers Think About

Figure 1.1: Your Customer's Prioritized Goals and Objectives

Chapter 2: What Customers Really Want

Figure 2.1: The Customer Results Model with a GapFigure 2.2: The Customer Results Model

Chapter 3: How Customers Perceive Value and Risk

Figure 3.1: The Value EquationFigure 3.2: The Eight Major Denominations of ValueFigure 3.3: The Three Major Sources of ValueFigure 3.4: The Lens of Perception

Chapter 4: The Cause and Effect of Business Value

Figure 4.1: The Relationship of Causes and EffectsFigure 4.2: The Causes of Customer SatisfactionFigure 4.3: The Effects of Customer SatisfactionFigure 4.4: The Cause and Effect of BusinessFigure 4.5: Your Customer's Goals

Figure 4.6: Your Customer's StrategiesFigure 4.7: Tying Your Functional Capabilities to Your Client's TacticsFigure 4.8: Cross-Organizational Impact

Figure 4.9: The Business Value PyramidFigure 4.10: A Simplified BVH Model for Presentation

Chapter 5: The Value of Customer Relationships

Figure 5.1: The Trust Cycle

Chapter 6: The Sales Process-Redefined

Figure 6.1: A Sample Sales Process

Figure 7.1: The Four Elements of a Buying DecisionFigure 7.2: A Top-Down Buying Process

Figure 7.3: A Bottom-Up Buying ProcessFigure 7.4: Helping Your Customer over Their Buying Hurdles

Chapter 8: Reverse-Engineering the Buying Process

Figure 8.1: The Processes That Lead to Point 'C'Figure 8.2: Your Customer's Organization ChartFigure 8.3: A Process of Mutual Discovery

Chapter 9: Elevating the Buying Process

Figure 9.1: Turning Many 'A's' into Many 'C's'

Chapter 10: Accelerating the Buying Process

Figure 10.1: The Strata of Your Customer's Organization