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| Preface | |
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| How Customers Make Decisions | |
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| The Research Base | |
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| The Customer Decision Process | |
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| Why the Stages Matter | |
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| Account Strategy in the Recognition of Needs Phase | |
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| Account Strategy in the Evaluation of Options Phase | |
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| Account Strategy in the Resolution of Concerns Phase | |
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| Account Strategy in the Implementation Phase | |
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| A Summary and a Look Forward | |
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| Account Entry Strategy: Getting to Where It Counts | |
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| The Purchasing Channel | |
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| Where's the Decision Maker? | |
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| Entry Strategy | |
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| The Three Focus Points of an Entry Strategy | |
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| The Focus of Receptivity | |
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| The Dangers of Receptivity | |
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| Moving from Receptivity to Dissatisfaction | |
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| The Acapulco Product Launch | |
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| Identifying the Focus of Dissatisfaction | |
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| Influencing the Focus of Dissatisfaction | |
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| Moving to the Focus of Power | |
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| Selling at the Focus of Power | |
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| When the Focus of Power Changes | |
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| Developing Entry Strategies | |
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| How to Make Your Customers Need You: Strategies for the Recognition of Needs Phase | |
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| Objectives for the Recognition of Needs Phase | |
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| Uncovering Dissatisfaction | |
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| Setting Your Objectives | |
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| Planning Your Questions | |
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| Asking Situation Questions | |
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| Asking Problem Questions | |
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| How Problems Are Developed | |
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| Selling to the Focus of Dissatisfaction | |
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| Gaining Access to the Decision Maker | |
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| Selling Indirectly to Decision Makers | |
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| Preparing Your Sponsor | |
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| Need-payoff Questions | |
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| The SPIN Questioning Strategy | |
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| Influencing the Customer's Choice: Strategies for the Evaluation of Options Phase | |
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| Recognizing the Evaluation of Options Phase | |
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| Objectives for the Evaluation of Options Phase | |
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| How People Make Choices | |
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| Identifying Differentiators | |
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| Establishing Relative Importance of Differentiators | |
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| Judging Alternatives Using Differentiators | |
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| How Decision Criteria Influence Sales Success | |
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| Some Points about Decision Criteria | |
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| Influencing Decision Criteria | |
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| Developing Criteria from Needs Uncovered Earlier in the Sale | |
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| Reinforcing Crucial Decision Criteria You Can Meet | |
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| Building Up Incidental Criteria Where You Are Strong | |
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| Reducing the Importance of Crucial Decision Criteria | |
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| Overtaking | |
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| Redefining | |
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| Trading-off | |
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| Creating Alternative Solutions | |
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| The Psychology of Handling Crucial Decision Criteria | |
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| Some Final Words on Decision Criteria | |
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| Summary | |
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| Differentiation and Vulnerability: More about Competitive Strategy | |
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| The Concept of Differentiation | |
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| What's Unique about Micro-differentiation? | |
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| "Hard" and "Soft" Differentiators | |
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| Competitive Strategy with "Hard" Differentiators | |
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| Speeding Up the Decision Cycle | |
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| Turning "Soft" Differentiators into "Hard" | |
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| The Expert Judge | |
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| Blurring "Hard" Differentiators | |
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| Using Differentiators in the Competitive Sale | |
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| Vulnerability | |
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| Vulnerability Analysis | |
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| What's a Competitor? | |
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| Strategies for Countering Vulnerability | |
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| Change the Decision Criteria | |
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| Increase Your Strength | |
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| Diminish Your Competition | |
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| Two Successful Strategies for Talking about Competition | |
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| Raising Weaknesses Indirectly | |
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| Exposing Generic Weaknesses, Not Specific Ones | |
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| Leaving the Evaluation of Options Phase | |
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| Overcoming Final Fears: Strategies for the Resolution of Concerns Phase | |
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| Resolving Concerns in the Larger Sale | |
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| Bigger Decisions | |
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| More People | |
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| More Competitive | |
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| Longer Selling Cycle | |
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| More Implementation Issues | |
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| Risk in the Resolution of Concerns Phase | |
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| Consequences: The Risks of Going Ahead | |
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| Objectives for the Resolution of Concerns Phase | |
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| What Causes Consequence Issues? | |
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| Recognition: The Essential First Step | |
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| Some Early Warning Signals | |
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| Detecting Consequences Face-to-Face | |
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| Signs Which Suggest Consequences | |
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| Discrepancies: The Common Factor | |
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| How Do You Handle Consequences? | |
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| Some Basic Principles | |
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| The Three Deadly Sins of Handling Consequences | |
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| Minimizing | |
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| Prescribing | |
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| Pressuring | |
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| Handling Consequence Issues Successfully | |
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| And Finally | |
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| Sales Negotiation: How to Offer Concessions and Agree to Terms | |
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| Why the Difference between Selling and Negotiating Is Important | |
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| The Key Rule: Negotiate Late | |
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| Negotiation: A Costly Way to Resolve Consequences | |
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| Showstoppers | |
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| The Right Time for Negotiation | |
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| Everybody Negotiates | |
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| Defining Negotiation | |
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| Studies of Expert Negotiators | |
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| Short-term versus Long-term | |
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| Focusing on Areas of Maximum Leverage | |
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| Establishing and Narrowing Ranges | |
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| Set Your Upper and Lower Limits | |
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| Refine Your Upper Limits | |
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| Refine Your Lower Limits | |
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| Negotiate within Your Narrowed Range | |
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| Planning and Using Questions | |
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| Plan Your Questions in Advance | |
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| Separating Understanding from Agreement | |
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| Rigorously Testing for Misunderstanding | |
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| Why Negotiations Go Sour | |
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| A Final Word on Negotiation | |
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| How to Ensure Continued Success: Implementation and Account Maintenance Strategies | |
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| The Implementation Phase | |
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| The "New Toy" Stage | |
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| The Learning Stage | |
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| The Effectiveness Stage | |
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| The Motivation Dip | |
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| Three Strategies for Handling the Motivation Dip | |
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| From Installation to Account Development | |
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| Why Is Account Development So Important? | |
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| Five Simple Strategies for Account Development | |
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| Develop, Don't Maintain | |
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| Document the Good News | |
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| Generate Leads and References | |
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| Reassess Your Understanding of Customer Needs | |
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| Influence Future Decision Criteria | |
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| A Strategic Error to Avoid | |
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| A Last Word on Account Development | |
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| Anatomy of a Sales Strategy | |
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| February 15: The Product Launch | |
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| February 15: First Thoughts | |
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| February 22: Mistakes in a Small Account | |
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| February 23: Finding a Point of Entry | |
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| February 25: First Contact with the Account | |
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| March 1: Initial Entry Strategy | |
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| March 2: Initial Meeting | |
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| March 9: Entry Strategy--At the Focus of Receptivity | |
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| March 14: Slow Progress for Harry | |
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| March 23: Entry Strategy--Stuck at the Focus of Receptivity | |
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| March 25: Entry Strategy--Moving to the Focus of Dissatisfaction | |
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| March 30: Entry Strategy--Identifying Probable Dissatisfaction | |
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| April 13: The Recognition of Needs Phase | |
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| April 14: Recognition of Needs--Uncovering Dissatisfaction | |
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| April 15: Initial Costings | |
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| April 18: Hot Prospects Evaporate | |
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| April 22: Identifying the Focus of Power | |
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| April 25: Recognition of Needs Rehearsing the Sponsor | |
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| May 5: The Recognition of Needs Phase Ends | |
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| May 16: Entering the Evaluation of Options Phase | |
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| May 17: Bad News--and a Strategic Mistake | |
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| May 24: Decision Criterion Strategy | |
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| May 25: Initial Reply to the RFP | |
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| May 31: Success--Surviving the Initial Screening | |
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| June 7: Uncovering and Influencing Decision Criteria | |
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| June 8: Decision Criterion Analysis | |
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| June 9: Understanding the Competition | |
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| June 10: A Competitor Is Eliminated | |
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| June 14: Presenting the Fit to the Committee | |
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| June 16: Pressure to Negotiate | |
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| June 17: An Ominous Sign | |
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| June 21: Danger Signal | |
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| June 22: Hints That Consequence Issues Exist | |
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| June 23: The Resolution of Concerns Phase | |
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| June 25: Strategic Decisions to Resolve Consequences | |
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| June 28: Handling Consequences | |
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| June 29: The Consequence Issue Is Resolved | |
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| June 30: More Pressure to Negotiate Price | |
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| July 1: The Competitor Responds | |
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| July 5: Uncertainty in the Negotiation | |
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| July 12: Success at Last | |
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| Index | |