Customer goals
diagnostic approach and, 20-24
disparity and, 27-28, 31, 152, 160
partnerships and, 7-9
research on, 9-15
understanding, 3-5, 15-20, 82-84
Customer needs. See also Disparity
fulfilling, 25-27
vs. results, 27-31
Customer relationships
earning trust, 106-8
four customer concerns, 108-14
listening skills for, 114-21
relationship selling, 105-6
trust cycle in, 121-27
Customer Results Model
description of, 27-31, 43
reverse-engineering and, 173-75, 178-82
Customer strategies, 84-88
Customer's business
Annual Report, 10-12, 82, 84
imagining yourself in, 5-7
news articles, 10, 13-14
press releases, 10, 13
resources on, 9-10, 14-15
SEC Form 10-K, 10, 12-13, 82, 84

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Index
D

Days Sales Outstanding (DSO), 80
Decision makers
eight techniques for reaching, 215-28
gatekeepers to, 113, 212-13
meeting up front with, 183-84
proactive strategy for reaching, 209-10
reactive strategy toward, 210-12
requesting access to, 195-97, 220
right mind-set and, 213-15
selling higher to, 203-9
talking to wrong person, 199-200
Denominations of Value
defined, 46, 48-50, 63
Economic Value and Risk, 49, 50-51, 66
Emotional Value and Risk, 49, 56-57
Guidance or Advice Value and Risk, 49, 52-53
Image Value and Risk, 49, 53-54
Quality Value and Risk, 49, 52
Relational Value and Risk, 49, 54-55, 67
Simplicity Value and Risk, 49, 55-56, 66
Time Value and Risk, 49, 51, 67
Desired future state, customer's, 27, 31, 152
Diagnostic approach, 20-24
Disparity (goal or problem)
circumstances surrounding, 152-53
defined, 27-28, 31, 152, 160
identifying, 204-5, 226-27

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Index
E
Economic Value and Risk, 49, 50-51, 66
Elevating buying process
accelerated buying and, 235-36
eight techniques for, 215-28
gatekeepers, 113, 212-13
information gained by, 204-9
proactive strategy for, 209-10
reactive strategy for, 210-12
reasons for, 235-36
right mind-set for, 213-15
Equity, defined, 81, 82
Executive decision makers
eight techniques for reaching, 215-28
gatekeepers to, 113, 212-13
meeting up front with, 183-84
proactive strategy for reaching, 209-10
reactive strategy toward, 210-12
requesting access to, 195-97, 220
right mind-set and, 213-15
selling higher, 203-9
talking to wrong person, 199-200
Eye contact, 117

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Index
F
Form 10-K, 10, 12-13

Free work, 143, 248
FUD (fear, uncertainty, doubt), 244
Functional capabilities, 88-91

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Index
G
Gatekeepers
psychology of, 212-13
respect for, 113
techniques for dealing with, 215-27
Goals, customer
diagnostic approach and, 20-24
partnerships and, 7-9
questions on, 19, 20
research on, 9-15
understanding, 3-5, 15-20, 82-84

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Index
H
Hurdles, buying
identifying, 166-69
key questions on, 189-91

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Index

I
Image Value and Risk, 49, 53-54
Implementation and Utilization Process
crystallizing, 239-40
in Customer Results Model, 173, 175
reverse-engineering, 178-80
Initial Public Offerings (IPOs), 82
Intelligent positioning, 64-68

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Index
J
Jokes, 114

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Index
L
Lens of perception, 62-64
Lexis-Nexis, 15
Listening skills
clarifying questions, 120-21
closing your mouth, 116-17
eye contact, 117
great conversationalists, 118-20
importance of, 114-15
nodding, 118
note taking, 116


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Index
M
Make vs. buy, 162, 167, 169
Meetings
appointments for, 241-42
clarifying questions for, 120-21
decision makers at, 183-84
listening skills for, 115-20
notebooks for, 116
productive, 242-44
with same people, 228
your boss at, 221-22
Middle managers vs. senior executives, 235-36. See also C-level executives
Motive
as Action Driver, 32, 33-34, 153
establishing, 176-77
Mutual Discovery, Process of
client hesitation and, 198-201
defined, 192-94
for executive access, 195-97
for finalizing agreement, 197-98
as qualification tool, 195
selling higher with, 220
selling your process, 201-2
several benefits of, 194

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Index
N
Needs
fulfilling, 25-27
vs. results, 27-31
News articles, 10, 13-15
Nodding, 118
Note taking, 116

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Index
O
Objections. See also Buying hurdles
Action Drivers and, 41-44
preparing for, 68-70
Organization charts, 191

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Index
P
Partnering relationships, 7-9
Payback or return, 32, 35-36, 153
Perceived value, 46-47
Perceptions, customers', 62-64
Phone calls
to CFOs, 224-25
clarifying questions for, 120-21
productive, 242-44

Political or Image Value and Risk, 49, 53-54
Politics, comments on, 114
Portfolio management, 164
Predictability, 121, 125-26
Presentations
BVH model for, 97-98, 100, 101
specific purpose of, 140
Value Pyramid for, 98-100
Press releases, 10, 13
Price, 61, 62
Prioritization, 16-18, 162, 164, 165
Prioritizing question, 28-29
Problem knowledge, 101
Process of Mutual Discovery
client hesitation and, 198-201
defined, 192-94
for executive access, 195-97, 220
for finalizing agreement, 197-98
as qualification tool, 195
selling higher with, 220
selling your process, 201-2
several benefits of, 194
Product demonstrations, 184-85
Proposals
lengthy, 144, 162
written, 186-88
Prospecting cycles, 232

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Index
Q
Qualifying opportunities
BVH model for, 96
high-level qualifying questions, 223-25
in sales process, 133, 135
selling higher and, 203-9
Quality Value and Risk, 49, 52
Questions
Action Drivers and, 32-33, 175-78
in buying process, 136-38
clarifying questions, 120-21
on customer's goals, 19, 20
high-level qualifying questions, 223-25
Intelligent Positioning questions, 64-68
prioritizing question, 28-29
for sales campaign diary, 145-46
worst question, 61

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Index
R
Reference stories, 220-21
References, providing
guidelines for, 185-86
in sales process, 133, 135
Relational Value and Risk, 49, 54-55, 67
Relationships, customer
earning trust, 106-8

four customer concerns, 108-14
listening skills for, 114-21
relationship selling, 105-6
trust cycle in, 121-27
Research on customer
Annual Report, 10-12, 82, 84
news articles, 10, 13-14
partnerships and, 7-9
press releases, 10, 13
resources for, 9-10, 14-15
SEC Form 10-K, 10, 12-13, 82, 84
Resource Decision, 150-51, 163-64
Resources or means, 32, 38-40
Respect
for customer's ideas, 112-13
for customer's time, 112
for gatekeepers and decision makers, 113
for space and property, 113-14
trust and, 111-12
for views and beliefs, 114
Results, needs vs., 27-31
Reverse-engineering, defined, 173
Reverse-engineering buying process
buying hurdles and, 189-91
Customer Results Model and, 173-75
description of, 173-82
framing the opportunity, 175-78
reordering activities, 182-88
sales plan and, 192-202
Risk

as Action Driver, 32, 40-41
decision making and, 161, 162
Economic Value and Risk, 49, 50-51, 66
Emotional Value and Risk, 49, 56-57
Guidance or Advice Value and Risk, 49, 52-53
Image Value and Risk, 49, 53-54
new clients and, 244-46
Quality Value and Risk, 49, 52
Relational Value and Risk, 49, 54-55, 67
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Simplicity Value and Risk, 49, 55-56, 66
Time Value and Risk, 49, 51, 67
value and, 48-50
willingness to shoulder, 246-48

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Index
S
Sales cycles
measuring, 231-33
right opportunities and, 233-35
Sales plan. See Process of Mutual Discovery
Sales process
buying process questions, 136-38
documenting, 144-46
facilitating buying process, 142-44
problem with, 134-36
'pushing' a customer, 141-42
redefined, 135

sample, 132, 133
specific intent in, 138-41
Sales professionals
attributes of, 58-59
communication skills for, 114-22
need for, 70-71
Sales proposals
lengthy, 144, 162
written, 186-88
SEC Form 10-K, 10, 12-13
Securities and Exchange Commission (SEC) website, 12
Selection and Buying Process. See also Buying Process
in Customer Results Model, 173, 175
reverse-engineering, 180-82
Selling, defined, 25-26. See also Sales process
Selling higher
for accelerated buying process, 235-36
eight techniques for, 215-28
gatekeepers and, 113, 212-13
information gained by, 204-9
proactive strategy for, 209-10
reactive strategy for, 210-12
reasons for, 235-36
right mind-set for, 213-15
top-down initiatives, 153-55, 159
Selling wider, 225-27
Selling your process, 201-2. See also Process of Mutual Discovery
Shared expectations, 121, 123-25
Shared interests, 121, 122
Shared understanding, 121, 123

Simplicity Value and Risk, 49, 55-56, 66
Smiles, 117
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Solution Mapping, 101-2
Solutions, 57, 60, 63
Source Decision
in buying process, 207-8
defined, 151, 164-65
Sources of Value
company, 57, 58, 63
description of, 46, 57, 63
people, 57, 58-59, 63
solution, 57, 60, 63
talking to clients about, 60-62
Specific intent, 138-41
Strategies, customer's. See also Business acumen
functional capabilities and, 88-91
understanding, 84-88
Success stories, 220-21

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Index
T
Technology solutions, 84
Thinking like customers
customer's goals, 15-20
customer's world, 5-7
diagnostic approach and, 20-24
importance of, 3-5

partnerships and, 7-9
resources for, 9-15
Time, respect for customer's, 112
Time Value and Risk, 49, 51, 67
Top-down buying process
defined, 153-55, 159
selling higher and, 204
Training, sales, 100-102
Trust
competence and, 110-11
earning, 106-8
motive and, 109-10
respect and, 111-14
right environment for, 108-9
superior value and, 109
Trust Cycle
defined, 121-22
earned trust, 126-27
predictability, 125-26
shared expectations, 123-25
shared interests, 122
shared understanding, 123

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Index
U
Unknowns, eliminating, 179
Urgency
as Action Driver, 32, 34-35

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

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Index
V
Value
Denominations of, 46, 48-57, 63
lens of perception and, 62-64
perceived, 46-47
Sources of, 57-60, 63
Value Equation, 45, 47
Value Pyramid, 98, 99
Vendor-client partnership, 7-9. See also Customer relationships
Verbal agreements, 186-88

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

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List of Figures
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 Gap
Figure 2.2: The Customer Results Model
Chapter 3: How Customers Perceive Value and Risk
Figure 3.1: The Value Equation
Figure 3.2: The Eight Major Denominations of Value
Figure 3.3: The Three Major Sources of Value
Figure 3.4: The Lens of Perception
Chapter 4: The Cause and Effect of Business Value
Figure 4.1: The Relationship of Causes and Effects
Figure 4.2: The Causes of Customer Satisfaction
Figure 4.3: The Effects of Customer Satisfaction
Figure 4.4: The Cause and Effect of Business
Figure 4.5: Your Customer's Goals
Figure 4.6: Your Customer's Strategies
Figure 4.7: Tying Your Functional Capabilities to Your Client's Tactics
Figure 4.8: Cross-Organizational Impact
Figure 4.9: The Business Value Pyramid
Figure 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
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Figure 6.2: The Sales Process-Redefined
Figure 6.3: Facilitating the Buying Process
Chapter 7: Anatomy of a Buying Decision
Figure 7.1: The Four Elements of a Buying Decision
Figure 7.2: A Top-Down Buying Process

Figure 7.3: A Bottom-Up Buying Process
Figure 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 Chart
Figure 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
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