Mastering the Complex Sale_13

Notes Chapter1 1. John Sullivan first described the three eras in a survey of sales training material that he researched for a course he taught at the University of Minnesota. You can download a copy of the foreword or view a video clip of a keynote for a quick overview of the three eras at our web site, www.primeresource.com. 2. Clayton M. Christensen, The Innovator’s Dilemma (Boston: Harvard Business School Press, 1997), p. xxiii. 3. See Sam I. Hill, Jack McGrath, and Sandeep Dayal, ‘‘How to Brand Sand,’’ strategyþbusiness, April 1, 1998. 4. Brendan Matthews, ‘‘Plane Crazy: The Joint Strike Fighter Story,’’ Bulletin of the Atomic Scientists (May/June 1998). 5. Christopher Helman, ‘‘ExxonMobil: Green Company of the Year,’’ Forbes.com, August 24, 2009. Chapter2 1. Geoffrey A. Moore, Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers (New York: Harper Business, 1999). 2. Bill Lucas, Power Up Your Mind: Learn Faster, Work Smarter (London and Naperville, IL: Nicholas Brealey, 2001), p. 126. 255 256 NOTES Chapter3 1. William T. Brooks and Thomas M. Travisano, You’re Working Too Hard to Make the Sale (Homewood, IL: Irwin, 1995), p. 16. 2. In The Trusted Advisor (New York: Free Press, 2000), David Maister, Charlie Green, and Robert Galford devoted a full chapter to the effectiveness of the Columbo model for consultants. They also rightly note that the main barrier to using this model is the emotional need to be the center of attention. Chapter4 1. If you would like to see how to analyze a CEO’s letter to shareholders in order to craft an effective value hypothesis and letter of introduction, I’ve posted an example using the CEO’s message published in a recent General Mills annual report on our web site at www.mcsbook.com. 2. Three years after the first edition of this book was released, I wrote a book titled Exceptional Selling: How the Best Connect and Win in High Stakes Sales (Wiley, 2006). It is devoted to the conversational tools and techniques that support the complex sale in each of its four stages. You can read the first chapter on our web site at www.primeresource.com. Chapter5 1. Dr. Sacks’ quote appeared in Forbes, August 21, 2000. 2. Avery Comarow, ‘‘America’s Best Hospitals: The 2009–10 Honor Roll,’’ U.S. News & World Report, July 15, 2009, http://health.usnews.com/articles/health/best-hospitals/ 2009/07/15/americas-best-hospitals-the-2009-2010-honor-roll.html. Notes 257 Chapter6 1. I often use the term ‘‘trusted advisor’’ as a synonym for ‘‘val-ued business advisor,’’ so I’d like to acknowledge The Trusted Advisor (New York: Free Press, 2000) by David H. Maister, Charles H. Green, and Robert M. Galford. Chapter7 1. Fred Reichheld, The Ultimate Question: Driving Good Profits and True Growth (Boston: Harvard Business Press, 2006), p. 15. 2. Donna Greiner and Theodore Kinni, 1,001 Ways to Keep Customers Coming Back (New York: Three Rivers Press, 1999), p. 128. Chapter8 1. Joe Gibbs with Ken Abraham, Racing to Win: Establish Your Game Plan for Success (Sister, OR: Multnomah Books, 2002), p. 267. 2. Peter F. Drucker, Management: Tasks, Responsibilities, Practices (New York: Harper and Row, 1973), p. 64. 3. Shumeet Banerji, Paul Leinwand, and Cesare Mainardi, Cut Costs, Grow Stronger (Cambridge, MA: Harvard Business Press, 2009), p. 12. 4. Sullenberger’s February 9, 2009, interview on CBS News’s 60 Minutes can be seen online at www.cbsnews.com/video/ watch/?id=4784012n. 5. Patricia Benner, From Novice to Expert (Reading, MA: Addison-Wesley, 1984). Chapter9 1. Many of the activities in the value network occur concurrently and interdependently, but for clarity, I am portraying them in a linear fashion. 258 NOTES 2. Because the application of Diagnostic Business Development in the sales function has been discussed at length in the rest of the book, I won’t repeat it here. 3. Clayton M. Christensen and Michael Raynor, The Innovator’s Dilemma (Boston: Harvard Business School Press, 2003), p. 73. 4. If you would like guidelines for this value translation, visit www .mcsbook.com or see the Value Translation Questionnaire, The Prime Solution (New York: Kaplan Business, 2005), p. 158. 5. For specific examples, view Shell Global Solutions’ web site at www.shell.com/home/content/global_solutions/. 6. Adam Smith, An Inquiry into the Nature and Causes of the Wealth of Nations (www.gutenberg.org/etext/3300). 7. Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York: Doubleday, 1990). Index A ‘‘Absence of value,’’ 20 Abstract reasoning, 51 Advanced beginners, 214 Adversarial trap (self- commoditization), 44–47 Agreements, diagnostic, 95, 115–116 Alternative solutions, 154–158 Always be leaving, 103–104, 157 Annual reports, 100 Assessment instruments, 209–210 Assumptive questions, 68, 129, 130 A to Z questions, 68, 125–127 Audiences, 40 Aviation clamps, 24 B Bain & Company, 179 Banerji, Shumeet, 197 Behavioral assessments, 210 Best friend role model, 80–81, 210 Best practices, 53 ‘‘Blackbox’’viewofsales, 192–195 Blackwell, James, 22 Breaking type, 103–106 Bridge to Change model, 69–72, 97, 112, 143, 174 Budgets, 160, 161 Business drivers, 99–100 Business objectives, 99 Business plans, 211, 213 Business-think, 77–78 Business-to-business markets, 193, 223, 227 Buying decisions, 26–27, 141–144 C Capability, Diagnostic Business Development, See Diagnostic Business Development capability ‘‘Cast of characters’’: engaging with, 98 enlisting of, 178 expectations of, 147 guidance of, 27 identification of, 203 management of, 65–67 in Prime Process, 162 Certainty, 79 Chain of causality, 133 Change: bridge to, 68-72 and complex sales, 72–76 259 ... - tailieumienphi.vn