How to Compete and Win When the Stakes are High_10 docx

E1BNOTES 02/02/2010 Page 255
Notes
Chapter 1
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 Dil emma (Boston:
Harvard Business School Press, 1997), p. xxiii.
3. See Sam I. Hill, Jack McGrath, and Sandeep Dayal, ‘‘How to
Brand Sand,’’ strategy þ business, 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.
Chapter 2
1. Geoffrey A. Moore, Crossing the Chasm: Marketing a nd
Selling High-Tech ProductstoMainstreamCustomers
(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
E1BNOTES 02/02/2010 Page 256
Chapter 3
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.
Chapter 4
1. If you w ould 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 Conn ect
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.
Chapter 5
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,
/>2009/07/15/americas-best-hospitals-the-2009-2010-honor-
roll.html.
256 NOTES
E1BNOTES 02/02/2010 Page 257
Chapter 6
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.
Chapter 7

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.
Chapter 8
1. Joe Gibbs with Ke n Abraham, Racing to Win: Establish Your
Game Plan for Success (Sister, OR: Multnomah Books, 200 2),
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).
Chapter 9
1. Many of the activities in the value network occur concurrently
and interdependently, but for clarity, I am portraying them in
a linear fashion.
Notes 257
E1BNOTES 02/02/2010 Page 258
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).
258 NOTES
E1BINDEX 02/04/2010 Page 259
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
‘‘Black box’’ view of sales,
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
E1BINDEX 02/04/2010 Page 260
Change (continued)
decision to, 68–76, 132-134,
141–144
facilitating, xxiii
incentive to, 119, 175
progression to, 74, 120,
143
risk involved in, xxiii, 61, 73,
76, 121, 147–148
Christensen, Clayton, 12
Cisco, 195
Clarity:
and competition, 163
value, see Value clarity
Closing skills, 171. See also
Deliver phase
Coaching, 208
Collaboration, 148, 240
Commoditization. See also Self-

commoditization
as choice, 17–22
and conventional selling,
243–244
as converging force, 10
driving force of, 13–17
and dry runs, 27
lack of differentiation between
competing products, 14,
17, 122, 219
and value, 55
Communication, xxiv
barriers to, 127
in complex sales, 67–68
in Deliver phase, 172
Diagnostic Business
Development capability
for, 232
effective, 124
open, 128–130
and presentations, 48
of value, 54–55, 227
Competent sales professionals,
214–215
Competition:
and alternative solutions,
155–156
and commoditization, 14–15
and complexity, 12
and complex sales, 243

and Deliver phase, 173
in Era 3 sales, 25
presentations by, 42
sales leaders’ focus on, 28
and unpaid consulting, 164
Competitive advantage, 83, 219
Competitive drivers, 99–100
Competitive strategy, 239
Complexity:
and conventional selling,
243–244
driving force of, 9–12
and Dry Runs,27
in Era 3 sales, 25
and value, 55, 83
Complex problems, 121–122
Complex sales, 51–86
Bridge to Change for, 69–72
choosing your model
(commodity vs. complex
sale), 243–244
commoditization force, 9–30
and customer comprehension,
36
decisions in, 65–67
discipline for, 53, 72–83
future of, 243–245
nature of, 27, 165
Prime Process for, 54–63
and professional guidance,

22–27
proven approach to, 49
primary elements (three), 53–54
questions in, 67–68
role models for, 79–83, 205
shadowing success in, 51–54
skills for, 53, 64–65
260 INDEX
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systems for, 53
value clarity in, 68–72, 83–85
value-driven approach to,
54–56
Complex sales leadership,
191–201
Hiring and developing a world-
class sales organization,
208–210
12-Stage Quick-Start Plan,
210–213
Novice to Expert, 213–216
Practitioners or Specialists?,
215–216
Comprehension trap
(self-commoditization),
36–40, 47
Comprehensive solutions, 29–30
Computers, 13–15
Confidence, 175
Confirmation:

in Design phase, 165–167
of proposals, 175
Conflict, 44
Constraints, to value 147, 148,
226–227
Consultative Selling (Mack
Hanan), 6
Consulting, unpaid, 164–165
Contracts, 23
Control, 17
Conventional selling:
Era 3 sales vs., 243
presentations in, 60
Prime Process vs., 119, 148
and self-commoditization,
47–48
Conversational maps, Diagnostic,
203
Conversation expanders,
132–133, 142
Cooperation, 79–83
CoP, see Cost of the problem
Corporate culture, 100–101
Cost of the problem (CoP),
134–141, 159, 212
Counselor selling, 6
Credibility:
and competition, 163
establishment of, 60, 120–123
exceptional, 68, 102, 121–123,

144
through questions, 121–144
Creeping elegance, 165
Crisis stage (Progression to
Change), 143
Critical perspective, 123–127
Critical success factors (CSFs),
70, 99
Crossing the Chasm, 31, 243–244
Culture:
and globalization, 10
of sales organizations, 204
Customers:
agenda of, 76
areas of assistance for, 29–30
and commoditization, 15–17
and complexity, 10–12
business drivers of, xvii, 77, 99,
212, 250
comprehension of, 36–40
decision-making capabilities of,
27–28, 34–36
and Deliver phase, 62–63
and Design phase, 60–62,
147–149
echoing voice of, 177
expectations of, 152–154
gap in understanding (Valley of
Mystification), xxiv, 9, 153
and new hires, 211

objections from, 44–47
presentations for, 40–44
self-diagnose, 7–9, 119, 131
solutions for, 5
Customer uncertainty, xxi
Index 261
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D
Decisions, 9, 10
buying, 26–27, 141–144
and change, 72
in complex sales, 65–67
confirmation of, 173
in Design phase, 162–163
and Dry Runs, 21–22
managing, xxiii
and problems, 143
and self-commoditization,
34–36, 47
and uncertainty, 224
Decision Challenge graph, 37–38
Decision trees, 70–71
Deliver phase, 171–185
communication in, 172
for complex sales, 62–63
delivering the solution in,
179–182
formalizing the sale in,
174–178
goals of, 173

implementation satisfaction
curve, 180
measuring and reporting results
in, 182–185
proposal (instrument of
confirmation), 173–175
value achievement, 201,
239–240
and value leakage, 235
Dell Computer Corporation,
13–14
Deming, W. Edwards, 48
Design, of system, 201–202
Design phase, 147–167
alternatives in, 154–158
for complex sales, 60–62
confirmation in, 165–167
customer expectations in,
152–154
decision criteria in, 162–1 63,
172
defining customer’s
expectations/desired
outcomes, 61, 70
financial impact considerations
in, 158–159
helping customers in, 147–149
investment expectations in,
159–160
solution risk in, 150–151

support professionals in, 229
timing in, 160, 161
traps of, 164–165
and value leakage, 235
Detective role model, 81–82,
210
Diagnose phase, 119–144
buying decision in, 141–144
for complex sales, 58–60
confirmation of risk in, 172
conversation expanders, 132,
141
cost of problem (calculating/
prioritizing), 134–140
decision criteria in Design
phase and, 162–163
determining priority to act in,
140–141
determining problem in,
131–134
elemental decisions (three) that
customers must make, 123
establishing credibility in,
120–123
establishing critical perspective
in, 123–127
education/career background,
124
job responsibilities, 124
honesty in, 127–128

open communication in,
128–130
262 INDEX
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peeling the onion (crossing
customers’ emotional
barriers), 127–141
support professionals in, 229
and value leakage, 235
Diagnostic agreements, 95,
115–116
Diagnostic Business
Development capability,
xxii, 195–208
developing tailored platform
for, 199–205
extending platform in, 206–208
pilot programs in, 205–206
for prevention of value leakage,
224–225, 232, 236–238
Diagnostic Business
Development system, See
Prime Process
Diagnostic conversational maps,
203
Diagnostic engagement planners,
206
Diagnostic maps, 69, 128, 129
Diagnostic positioning, 106, 113
Diagnostic questions, 67–68

Direct numbers, 137
Discipline:
for complex sales, 72–83, 198
decision to change, 72
defined, 53–54
in sales organizations,
204–205
models for professionalism:
best-friend model, 80
detective model, 81
doctor model, 80
relationship building, 173
Discover phase, 91–116
answering customers’
questions, 113
business driver analysis, 99
for complex sales, 56–58
customer profiling, creative
example, 101
engagement strategy in,
103–112
establishing diagnostic
agreements in, 95,
115–116
finding points of entry in,
112–115
finding prime opportunities in,
97–102
goals of, 91, 95
as preparation, 92

profiling ideal customer, 101,
209
psychographics, 97
purpose of, 93
understanding distinctive value
in, 95–96
and value leakage, 235
value proposition and,
239–240
value hypothesis and, 91,
110–112
Discussion document:
and Design phase, 62, 165–167
and new hires, 212
Distinctive value, 95–96
Division of labor, 233
Doctor role model, 80, 210
Do no harm principle, 149
Dreyfus, Hubert, 214
Dreyfus model of skill
acquisition, 214
advanced beginners, 214
competent sales professionals,
214
expert sales professionals, 215
novices, 214
proficient sales professionals,
215
Dreyfus, Stuart, 214
Drucker, Peter, 192–193

Index 263
E1BINDEX 02/04/2010 Page 264
Dry Runs, 21–22
and decisions, 34
elimination of, 27–30
presentations as setups for, 43
reduction of, 60
setups for, 106
E
Early warning indicators, 97
Electronic commerce, 13
Elegance, creeping, 165
Emotional reasons, customers
oversimplifying complex
transactions,16–17
Empathy, 127
Employees:
capability of, 194–195
and Diagnostic Business
Development platform,
207
hiring of, 208–210
and human resources, 230
and new hires, 211–213
and organizational learning,
236
Energy business, 23
Engagement strategy:
in Discover phase, 103–112
and new hires, 211

preparation of, 58
Era 1 sales, 6, 9
attitudes in, 78
prospecting in, 57
Six Sigma for, 197
value in, 55, 84
Era 2 sales, 6–9
attitudes in, 78
customer decision process in,
34
customer objections in, 45–46
methodologies of, 72
needs analysis in, 59
prospecting in, 57
Six Sigma for, 197
systemic problems in, 48
value in, 55, 84
Era 3 sales, 244–247
challenges with, 163, 216
choosing a model in, 244–245
commodization in, 13, 17–20,
25
complexity in, 9, 25
conventional selling vs., 243
helping customers in, 5, 7
skills for, 53
success in, 72
and supply chain changes, 11
value in, 54, 85
value leakage in, 229, 231

Ethics, 174
Event-based improvement, 196
Exceptional credibility, 102,
121–123, 144
Executive ownership, 198
Expectations:
customer, 152–154, 162
investment, 159–160
managing, xxiii–xxiv
Expected credibility, 102, 120
Expertise, 29
Expert sales professionals, 215
ExxonMobil, 23–24
F
Fat/loaded words, 153
Fear, 16
Feedback, 237
Financial analysis, 158–159
Financial drivers, 99
Financial impact of the solution
(FoS), 159–160, 162
Food and Drug Administration,
155
Forecasting, 202
Formalizing the sale, 174–178
Formal proposals, 63
264 INDEX
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FoS, see Financial impact of the
solution

Functional capability, 191
G
Generalists/specialists, 215
Gibbs, Joe, 191–192
Globalization, 10
Global service program (decision
criteria example),
157–158, 162
Goals:
business drivers as, 99
of Deliver phase, 173
Going for the no, 78, 103, 105, 178
Guidance, professional, see
Professional guidance
Guidelines, 154–155
H
Hanan, Mack, 6
Health-care information systems
(HISs), 25
Hewlett-Packard, 14, 225–226
Hiring, of employees, 208–210
HISs, (Health-care information
systems), 25
Honesty, 127–128
Human resources (HR), 230–231
Hutchinson, Wayne, 228–229,
232
I
IBM, 14
Implementation (of solutions), 30,

180–181
Improvement, 196
Indicator questions, 68,
131–132
Indirect numbers, 137
Industry response times, 14–15
Information (discussion
document), 166
‘‘Inoculation approach,’’ 196
Internet:
and commoditization, 13
research on, 39
Investment expectations, 159–160
J
Joint Strike Fighter (JSF), 22–23
K
Key thoughts:
When working with limited
resources in highly
competitive environment,
accuracy of aim is crucial,
98
Budgets are not cast in stone,
161
Do not allow the customer to
self-diagnose, 7–9, 119,
131
Exceptional credibility, 102
Go for the no!,178
If there is no problem—there is

no value, 114
If you don’t have a cost of the
problem, you don’t have a
problem, 131–132, 136
In the eyes of customers,
salespeople are guilty until
proven innocent, 104
Is there someplace better I
could be?, 94
No mind reading—clarify all
fat or loaded words,
153
No pain, no change—no
change, no sale, 131
No surprises, 175
Index 265
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Key thoughts (continued)
Pain is the vehicle that drives
the decision, the cost of
the pain is the accelerator,
134
Prescription without diagnosis
is malpractice, 243
Right people + right questions
+ right sequence = quality
decisions, 26–36
There is no magic!—
spectacular success is
always preceded by

unspectacular preparation,
247
The decision to change, to buy,
and from whom, is made
during the diagnosis, 59,
144
The three most important
words in communication:
nurture, nurture, nurture,
129
The victim is more receptive
and communicative than
the perpetrator, 111
There are no free moves, 151
What can go wrong will go
wrong, 158
What’s wrong with this
picture?, 167
Who gets the call in the middle
of the night?, 107
Would you do what you are
about to propose to your
customer?, 174
You must be prepared to
not be prepared, 105–106,
182
You’ll gain more credibility
from the questions you ask
than the stories you tell,
122

L
Language:
of customers, 177
and globalization, 10
Leadership, 28, 191–193
Learning, 232–233, 236–238
Learning organizations, 236
Leinwand, Paul, 197
Lewin, Greg, 234
Line sales managers, 207
Liquefied natural gas (LNG)
plants, 23
Listening skills, 122, 203
Listening training, 6
LNG (liquefied natural gas)
plants, 23
Lockheed Martin, 22
Long-term growth relationships,
184
Lost opportunities, 137
M
Mainardi, Cesare, 197
Management:
and capability, 194–195
of decision teams, 65–67
Managers:
operating, 84
sales, 205–209
Manufacturing demands, 221–222
Marketing, 193, 207, 222,

227–229
Market segments, 227
Market strategy, 239
Mayo Clinic, 123–124
Metrics, performance, 24,
182–185, 200, 228
Miscommunication, 153. See also
Communication
Moore, Geoffrey, 36
Mutual preparation, 116
266 INDEX
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N
Natural gas, 23–24
Needs analysis, 59
Negotiation, 171–172. See also
Deliver phase
Nike, 195
North Field (Qatar), 23–24
Novices, 214
Nucor, 17–18
O
Objections:
customer, 44–47, 62, 70–71
and Deliver phase, 171–172
Objectives:
business, 99
conflicting, 167
customer, 70, 121
Observations, 131

Operating managers, 84
Operations, 83, 84
Opinions, 131
Opportunity, lost, 112, 139–140
Organizational change, 234
Organizational learning, 236–238
P
Performance:
customer concern about, 125
risks with, 150
value in, 84–85
Performance metrics, 24,
182–185, 200, 228
Perpetrator, 111
Perot Data Systems, 14
Personality traits, 209
Personal risks, 150
Pharmaceutical industry, 235
Physical evidence, 97–98, 162
Pilot programs, 205–206
Pilots, 54
Plans, business, 211, 213
Playing against type, 104
Points of entry, 112–115
Post-sale support, 229–230
Predictability, 67
Premature presentations, 164
Preparation:
being prepared not to be prepared,
104

Discover phase as, 57, 58, 92,
102
mutual, 116
for problems, 182
Pre-sale technical support, 229
Presentation(s):
design vs., 60–61
premature, 164
and self-commoditization,
40–44, 48
trap, 40–43
Price, 13, 176. See also
Commoditization
Prime Process (Diagnostic
Business Development
system), 91–185. See also
specific phases
building a value driven sales
organization in, 191–216
and competition, 245–246
for complex sales, 54–56
eliminating dependence on
closing/negotiating skills,
62, 92, 171
overview diagrams, 57
phases of, 56 (see also specific
phase)
Deliver phase in, 62–63
Design phase in, 60–62
Diagnose phase in, 58–60

Discover phase in, 56–58
preventing value leakage in,
219–240
Index 267
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Prime Resource (role), 173,
184–185
Prime Resource Group, 37, 51
Priority to act, 140–141
Problems:
analysis of, 181–182
costs of, 134–141
creative solutions to, 212
determination of, 131–134
measurable, 184
Problem perspective, 66
Process:
risks with, 150
value in, 84
Process-based improvement,
196–197
Procurement, 222, 231–232
Procurement systems, 6
Production, 221–222
Product:
strategy, 239
value, 83–84
Professional development,
213–216
Professional guidance, 22–27

Professionalism, 58
Proficient sales professionals, 215
Profitability, 183, 219, 232
Profitable return, 83
Progression, 213–216
Progression to Change, 74, 75, 143
Proposals, 33, 174–178, 213.
See also Presentations
as instrument of confirmation,
175
as instrument of consideration,
175
writing tips:
echoing customer’s voice,
177
enlisting cast of characters,
178
going for the no, 178
writing for the invisible
decision maker, 176
Prospecting, 57. See also Discover
phase
Prospects:
and Diagnose stage, 58
maximizing number of, 92, 93
Psychographic evidence, 97–98
Purchasing departments, 83
Q
Qatar, 23
Qualification, 57

Quality, 153
Quality decisions, 65–67
Quality drivers, 99
Questions:
in complex sales, 67–68
in Diagnose phase, 125–129
for forming credibility,
122–123
sequencing of, 69
Questioning skills, 203
Quick-start training, 210–215
R
R&D, see Research and
development
Reality Checks, 35, 37, 42–45,
215
Rebates, 176
Relationships:
building of, 173
and delivering the solution, 179
long-term growth, 184
managing, xxiv
value in, 85
and value leakage, 223
Relationship skill building, 6
Relevancy, 98
Reliability, 153
268 INDEX
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Reports:

annual, 100
of results, 182–185
Research, 57, 58
Research and development
(R&D), 225–227, 235
Respect, 58, 129
Return on investment (ROI),
199
Reviews, employee, 213
Rh˛ ne-Poulenc, 19
Risk(s):
of change (minimizing
customer’s), 61
customer awareness of, 63
performance, 150–151
personal, 150–151
process, 150–151
solution, 150–151
uncovering of, 183
Robinson, Kris, 225, 226
ROI (return on investment),
199
Role models, 79–83, 205
Rule of Two questions, 68
S
Sacks, Oliver, 122
Sales. See also specific headings, e.g.;
Era 1 sales
black box view of, 192–195
as investment, 85

Sales leaders, 28
Sales managers, 205–209
Sales organizations, 191–216
developing tailored platform
for, 199–205
Diagnostic Business
Development capability in,
195–208
extending platform in, 206–208
hiring in, 208–210
misunderstandings about,
192–195
pilot programs in, 205–206
presentations by, 40
progression for, 213–216
quick-start plan for, 210–2 15
Sales paradigm, conventional,
143
Sales professionals, 214–215
Sales strategy, 239
Sales training, 55, 204
Self-assessments, 204
Self-commoditization, 28, 33–48
adversarial trap in, 44–47
comprehension trap in, 36– 40,
47
and conventional selling, 47–48
decision trap in, 34–36, 47
presentation trap in, 40–44,
48

as threat to success, 33
Self-service transactions, 13
Senge, Peter, 236
Senior executives, 84
Service staff members:
communication from, 237
and customer value, 207, 220,
223
Shadowing, 51–54
Shell Global Solutions, 228–229,
232
Silica, 19
Silo effect, 233
Single decision maker myth, 65
Six Sigma, 197
Skill acquisition, 214
Skills:
for complex sales, 64–65, 198
defined, 53
development of, 202–204
Smith, Adam, 233
Software, 25
Solution perspective, 66
Index 269
E1BINDEX 02/04/2010 Page 270
Solution risks, three kinds of:
performance risk, 150–151
personal risk, 150–151
process risk, 150–151
Solutions, 5, 119. See also Design

phase
and change, 72
comprehensive, 29–30
in Deliver phase, 179–182
and Design phase, 61
and helping customers, 29–30
and marketing, 228
and new hires, 211–212
in presentations, 41
and value leakage, 220–221
Solution training, 204
Specialization, 233
Strategic alignment, 233–236
Strategic goals, 99
Strategy, 103–112, 239
Success, 33
Sullenberger, Chesley, 205
Sullivan, John, 6
Suppliers, 11
Supply chains, 11
Support professionals, 154, 157
post-sale, 229–230
pre-sale, 229
and self-commoditization, 46
System for complex sales. See
Prime Process (Diagnostic
Business Development)
Systemic problems, 48
Systems, 53, 197–198
T

TCO (total cost of ownership), 19
Teaching, 208
Technical support, 229
Technology:
advancements in, 12
and commoditization, 13
and complex sales, 243
digital, 98
Telephone calls, 113–115
Timing:
in Design phase, 160, 161
of presentations, 40
Total cost of a problem, 137
Total cost of ownership (TCO),
19
Total value of ownership (TVO),
19
Toyota, 195
Training:
quick-starting prime salesforce,
210–215
12-Stage Success Plan,
10–213
Trial-and-error experimentation,
52
Trust:
communication of, 129
customer relationships built on,
79–83, 143
and Discover phase, 58

TVO (total value of ownership),
19
U
Uncertainty, xxi, 36, 143, 163,
224
U.S. Defense Department, 22
Unpaid consulting, 164–165
V
Validation, of Prime Process,
205–206
Value:
achievement, 70, 173, 201
agreement, 116
in complex sales, 54–56
decisions on, 162
270 INDEX
E1BINDEX 02/04/2010 Page 271
in Deliver phase, 62,
171–185
in Design phase, 60
distinctive, 95–96
leverage, 94, 234
leakage, 219–240
measurement of, 135–136
overestimation of, 35
in Prime Process, 199–201
from suppliers, 11
Value assault, 110
Value clarity, xxi–xxii
analysis of, 199–200

in complex sales, 55, 68–72,
83–85
and value leakage, 223
Value expected, 148
Value gap, xxiv
Value hypothesis, 56
as compared to value assault,
110–112
creation of, 110–112
in Discover phase, 91, 94
exploration of, 239–240
and marketing, 228
validity of, 58
Value leakage, 219–240
in human resources, 230–231
in marketing, 222, 227–229
and organizational learning,
236–238
and organizations, 238–240
in post-sale support, 229–2 30
in pre-sale support, 229
prevention of, 224–225
in procurement, 222, 231–232
in research and development,
225–227
stages of, 220–224
and strategic alignment,
233–236
Value Life Cycle, xxv
value achieved stage of, 182

value expected stage of, 60,
148
value hypothesis in, 91
value required stage of, 143
Value propositions, 95–96,
239–240
Value Required, 58, 143, 240
Victim concept, 107–111
Visual aids (presentations), 41
W
Wilson, Larry, 6
Wire clamps, 24
Workshops, 206–208
Index 271
I
n today’s turbulent and volatile marketplace,
even the most experienced professionals are
struggling with the rapid commoditization of
their complex, high-value solutions. The complexity
of the problems to be solved and the competitive
threats we face are increasing at an alarming rate.
At the same time, your customers are wrestling with
mission-critical decisions and evaluating solutions
that all sound the same and come packaged with
a high degree of risk and a low probability of
success. Your success demands an exceptional
strategy and precise execution that must clearly set
you apart from your competition.
Continuing to evolve the breakthrough thinking of
his bestselling classic Mastering the Complex Sale

in this new edition, Jeff Thull once again pushes the
envelope to give professionals
—
from individuals
struggling with their fi rst call, to senior executives
trying to fi gure out why their value strategy is
falling short
—
a comprehensive guide to navigate
and win high-stakes sales. You will fi nd yourself
rethinking your beliefs about selling, applying
this straightforward strategy, and achieving the
success you are looking for.
Jeff will lead you through Diagnostic Business
Development, a complete and effective system
derived from years of experience with top sales
professionals and executive teams worldwide. It
is a proven diagnostic, value-based approach that
positions you with respect and exceptional credibility
as a valued business advisor and contributor to your
customers’ success. In fact, it’s not about selling
—
it’s about guiding quality business decisions that will
connect and quantify your unique value and remove
your customers’ internal barriers that prevent them
from moving forward.
(continued from front flap)
(continued on back flap)
JEFF THULL is a leading-
edge strategist and valued

advisor for executive teams of
major companies worldwide.
As President and CEO of
Prime Resource Group and
author of three bestselling
books, he has designed
and implemented business
transformation and professional development
programs for companies including Shell, 3M, Intel,
HP, Tyco, Siemens, Boston Scientifi c, and Abbott,
as well as many fast-track start-up companies.
He has gained a reputation as a thought
leader in the arena of sales and marketing strategies
for companies involved in complex sales.
www.primeresource.com
www.masteringthecomplexsale.com
Jacket Design & Author Photograph: thull design | web
This book will show you how to:
• Gain access and connect to the highest levels of power
and influence
• Separate real business from resource drains
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• Connect your value to your customers’ performance metrics
• Quantify value with an amount your customers believe
• Co-create compelling solutions customers will invest in
Rich with detailed examples and real-world case
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sales wisdom, this edition of Mastering the Complex
Sale gives you the precise guide you’ve been looking

for to win and win big in complex sales.
$24.95 USA
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“Jeff Thull’s process plays a key role in helping companies and their customers cross the chasm
with disruptive innovations and succeed with game-changing initiatives.”
—
Geoffrey A. Moore, author of Crossing the Chasm and Dealing with Darwin
“This is the fi rst book that lays out a solid method for selling cross-company, cross-border, even
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Mastering the
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“Jeff Thull is winning the war against commoditization. In his world, value trumps price and
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“Jeff’s main thesis
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“Jeff Thull has re-engineered the conventional sales process to create predictable and profi table
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Carol Pudnos, Executive Director, Healthcare Industry,
Dow Corning Corporation
PRAISE FOR
Mastering THE Complex Sale