Online Sales.”
27. Ibid. 
28. Ibid. 
29. Daniel Roth, “Dell’s Big Act,” Fortune, December 6, 1999, 152.
index
accounts
on extranets, 151–152and Internet, 156, 157relationships within, 20–24,
74–75
Achieve-Global, 130Acito, Frank, 45action, theory of, 169n.4action steps, 41activity, sales, 132–136acumen, business, 71adaptive selling, 46, 61–63advantages, of products, 12advertising agencies, 25–30advice, 139aggressiveness, 3, 13–19examples, 16–18
Andersen Consulting, 34Applied Industrial Technologies,
151–152Argyris, C., 169n.4awards, 65
Bank One, 128Baylor University, 34beginners, 66–68behavior, and values, 71behavioral change
and focus, 66–67, 131and practice, 138reinforcement, 65and theory of action, 169n.4
behavior-based research, 47Beller, Rick, 140
best practices, 164, 165big picture, 73–75body language, 63books, 138B2B commerce, 151–155, 158business acumen, 70–71
career outlook, 156–157,
159–161
Carlson, Jan, 79Carter, Larry, 158, 159case studies, 165catalogs, 151causes, of fallacies, 3–4Cegala, Joe, 53change
behavioral, see behavioral
change
customer view, 27, 29and Internet, 151–155
choices, 155Cisco Systems, 158–159closing
transactional versus consulta-tive sales, 132–136, 140
coach(ing)
by account contacts, 20–24and feedback, 126–127, 138incentives for, 144by managers, 126–127,
142–145
and performance, 140role, 168n.9by top performers, 4
182
i n d e x
coach(ing) (continued)
and training, 4–5, 64–65,
129–130
communication
attitudinal approach, 60–61common language, 57–58with decision-makers, 173n.1e-mail, 149–150with internal champion, 24learning pathway, 63with managers, 143for problem recognition, 32of problems, 71and social style, 61–63
competitors
differentiation from, 76–83, 
96, 100
and Internet, 154complex sales, 20–24closing, 132–136and price, 96team selling, 160–161tri-part focus, 73–74
computers, see databases; Internetconfidence, 70
versus aggressiveness, 17–18
consultative sales
and activity, 132–136career outlook, 155–161and feedback, 125–128and Internet, 148, 156–161and questions, 116–118strategies, 4, 41–42and value, 70, 103–104
contentiousness, 18contract length, 80control, of sales call, 111–114convenience, 80conversational skills, 61cooperative style, 18coordination, 151Corcoran, Kevin J., 122cost
of sales, 159–160and timing, 109Cotterill, Jim, 62–63creativity, 100criteria, for decisions, 76–83, 93,
97–99
culture, 65, 127–128Cuny, John, 66customer-based research, 47customers
attitudinal approach, 60–61controlling sales calls, 111–114decision criteria, 79, 81–82as focus, 4, 11–14, 63, 73–74and Internet, 147, 154, 158learning style, 63motivation, 91–92, 94–101new, 134, 152, 157, 159perspective, 115–119, 165problem perception, 25–32responses, 16–17, 18social styles, 61–63and value, 88–90value perception, 70words of, 32see also needs
customization
of offering, 157of training, 54, 164, 165
Dartmouth Group, 7, 51, 86, 138,
139, 171n.15
see also Lockman, Mike
databases, 70, 148debriefing, 40decision criteria, 76–83, 93, 97–99decision influencers, 23decision makers, 20–24, 72–75,
173n.1delivery, 77, 80Dell, Michael, 153–154, 160Dell Computer Corp., 12,
147–148, 159–160
versus price, 91–93, 103–104
demonstrations, 86
i n d e x
183
detail, level of, 73–75development
and coaching, 64–65and feedback, 127–128of product, 12of salespeople, 51–55, 144–145
DeVincentes, John, 104differentiation, of offerings,
76–83, 96, 100
DISC, 46distribution, via Internet, 155dominance, 17downsizing, 156–157
e-commerce, 151–156, 158Edelsack, Leon, 67Edison, Thomas, 39education, 34, 43–50sales major, 47see also training
80/20 rule, 5–6Eli Lilly Co., 59e-mail, 149–150enthusiasm, 86–87examples
aggressiveness, 16–18problem perception, 27–30
exchanges, Internet-based,
152–153
experience, 40, 97–99expert-based research, 47expert opinions, 140extranets, 151–152, 158eye movements, 63
failures, 36–42
rate reduction, 49fallacies, causes of, 3–4fear, 38–39features, of products, 12feedback
about mistakes, 40requesting, 130–131as success factor, 51–52, 54
and training, 59, 60, 64, 129
financial factors, 72flexibility, 79focus
in behavior change, 66–67, 131in complex sales, 73–74on customer needs, 4, 11–14,
63, 113of power, 74of receptivity, 73on solutions, 11–14, 25–32, 86on users, 73–74
follow-up
on sales, 135on training, 129–131Forrester Research, 158friendliness, 18Fritz, Jerry, 79Furey, Tim, 157future trends, 163–165
Gates, Bill, 156Gitomer, Jeffrey, 150global view, 73–75Goldman Sachs, 158
Heiman, Stephen E., 21, 168n.9Hewlett-Packard, 128Hinkle, Chris, 148Hoffberg, Kevin, 122holistic approach, 70–71Holtz, Lou, 37humor, 150
image, 27–28implementation, 90, 92, 100incentives, 144Indiana University, 34
see also Institute for Global
Sales Studies
inferences, 4information
background, 120–122inference from, 4
184
i n d e x
information (continued)and Internet, 155push and pull styles, 102–104quality of, 4, 5and solutions, 114and value creation, 84–87see also databases; Internet
Ingram, Tom, 116innovations, 84–86insiders, working with, 20–24Institute for Global Sales Studies,
7, 43
see also Indiana Universityinternal account contacts, 20–24,
74–75IBM, 12, 160, 161Internet, 147–150
and consultative sales, 157–161and field personnel, 156–157uses, 151–156, 159interpersonal skills, 53–54introductions, 23inventory, 152–153issues, exploring, 120–124
King, Jon, 52knowledge
business, 164–165mistaken, 5see also information
Lake, Gilmour, 130learning
academic, 34, 43–50double-loop, 40, 169n.4from mistakes, 40by observation, 133–138
learning style, 63linking, of thoughts, 52listening skills, 32, 139Lockman, Mike, 142–143, 149
management, self-, 137managers
and coaching, 64–65, 126–127,
142–145
and feedback, 125–126and planning, 120skill set, 137in team selling, 160–161top performers as, 142training for, 143manipulation, 115–119marketing
coordination with, 13students of, 45methodologies, 47Microsoft, 160Miller, Robert B., 21, 168n.7–10Minnesota Mining and
Manufacturing Co. (3M), 49
mistakes, learning from, 40Mitzell, Channing (Chap), 18Momcilovich, Bridget, 45Motorola, 129
needs
as focus, 11–14, 113impact of unsolved, 124and information, 4, 102–105and price, 100and solutions, 108–109three levels, 73–74and training, 63negotiations, 97–101and Internet, 157
new customers
and online sales, 152, 157, 159and transactional sales, 134
new products, 84–87Northwestern Mutual, 128novices, 66–68
objections, 6, 139
and problem perception, 31
objectivity, 78, 80–82O’Neil, Tom, 96online selling, 158
i n d e x
185
order review, 152order status, 148organizations
and persuasion, 4and problem recognition,
26–30
internal contacts, 20–24, 
for risks, 91–92, 92, 99–100,
74–75
multinational, 148personnel changes, 24questions about, 120–122sales principles, 8, 11–12top performing, principles of, 8without sales force, 160
payment terms, 80, 100persistence, 39–42, 55
to master probing, 54
personality, 53–54perspective, 115–119, 165persuasion, 102, 115–119pharmaceutical industry, 86planning, sales calls, 120–124, 139practice, 40, 129, 137–138
see also role play
precision, 18Preston, Jim, 31price
as decision criterion, 77on extranets, 152and Internet, 152–153, 157lowering, 94–101negotiations, 97–101and push versus pull style, 103versus value, 88–93principles, of leading sales organizations, 8prioritization, 76–78probing
and customer focus, 19decision criteria, 76–77for decision criteria, 97–99example, 18improving, 37–38, 54mastering, 54and needs-based approach, 63and objections, 6
101problems
identifying, 6, 71perception of, 25–32two types, 32
Procter & Gamble, 13–14, 161procurement functions, 152–153product development, 12products
focus on, 12new, 84–87specifications, 148
professionalism, 19Professional Selling Skills (PSS),
60
prospect management, 148
quality
and consultative sales, 41–42as decision criterion, 80, 82, 97of sales activity, 136
quality initiatives, 13quantification
of decision criteria, 81–82and offer differentiation, 78, 81and risk, 99of sales activity, 132–136
questions
and business knowledge,
164–165
on decision criteria, 76–77factual versus issue-based,
120–122
improving, 37–38, 54and needs-based approach, 63open-ended versus closed, 47permission to ask, 112planning, 124, 139and problem recognition,
26–30, 36–37
186
i n d e x
questions (continued)
and pull style, 102–103,
103–104
purpose, 115–119and sales call control, 111timing, 112–113
quotas, 18
probing for, 92, 99–100, 101
role play, 34, 52Rubley, Ted, 134Ruff, Richard, 66, 86, 117, 165Rush, Gerald, 58
sales activity, 132–136sales calls
R. R. Donnelley & Sons, 44Rackham, Neil, 16, 32, 46, 47, 54,
73–74, 78, 81–82, 102, 104
on enthusiasm, 86on top performers, 137, 139
analysis of, 51, 52fear of, 38–39follow-up, 135investigative stage, 111–114new versus customer care, 134,
reading, 138receptivity, 18recognition, 144–145recruiting, 33–34, 44, 49referral seeking, 135reinforcement
as success factor, 51of training, 4–5, 60, 64, 129
rejection, 36–42relationships
in account organization, 20–24,
74–75
with customers, 18–19, 62–63with decision-makers, 20–24with marketing, 13
reliability, 80reputation, 79, 91research
behavior-based, 47customer-based, 46–47expert-based, 47versus opinion, 50before sales calls, 122–124on training, 64, 140
resistance, buyer, 27response time, 80, 81responsibility, 144–145retainers, 100rewards, 65, 144risks
152
outcome percentages, 41planning, 120–124, 139as practice, 40research on, 46structure, 124
sales traps
avoidance benefits, 7causes, 3–5selection, 6and six principles, 24–25
Schon, D., 169n.4self-management, 137service, 78, 80, 81skills
acquisition, 171n.15conversational, 61interpersonal, 53–54listening, 32, 139for managers, 137probing, 137–138writing, 150social needs, 61–63social style, 61–63Solomon, Shelby, 136solutions
customized, 157as focus, 12–14and problem recognition,
25–32
and information style, 103
timing, 86, 106–110, 140
i n d e x
187
SPIN method, 54Spiro, Rosann, 46, 51sponsors, within account, 20–24,
74–75stereotypes
of obnoxious salesperson,
15–16
as sales trap, 3
strategies
for complex sales, 23selection, 4
subjectivity, 78, 79–80, 81–82success factors, 51–52, 139–140Summers, Jill, 161superstars, 52–53support model, 61surveys, 154, 165
Taylor, Shelley, 159team selling, 13, 160–161technology, new, 92telemarketing, 156terms and conditions, 80theory of action, 169n.4thinking style, 52
and questions, 116–119
Thor, Karen, 64timing
adaptive approach, 61–63approach validation, 140–141attitudinal method, 60–61for beginners, 66–68and behavioral change, 66–67and business knowledge,
164–165content, 64cross-department, 35customization, 59, 164, 165follow-up, 129–131function, 57–58future trends, 164learning style approach, 63for managers, 143needs-based, 63as principle, 8transactional sales
and activity, 41, 132–136and Internet, 151–155transactions, online, 158troubleshooting, 148trust, 62–63
understanding, 82–83, 116–119,
140
testing, 32
universities
of closing, 132–136of investigative stage, 112–113of solutions, 86, 106–110, 140
top performers
with sales courses, 48–49with sales major, 47University of Akron, 47, 49users, 73
advice from, 138–139best practices, 165characteristics, 51–52as coaches, 4, 137–141and feedback, 54identifying, 35as managers, 142recruiting, 33–34research on, 47see also superstars
training
academic, 34, 43–50
value
creation of, 69–71and decision criteria, 82and decision-makers, 72and field personnel, 157–158and information, 84–87,
103–104
versus price, 88–93, 94–96and solutions, 109
values, 59, 71verbal skills, 53–54, 61, 137–138
188
i n d e x
warranties, 80Web sites, 158Webster, Fred, 99Weitz, Barton, 46Wilson Learning Systems, 46, 
116
Woods, Susan, 54, 79
writing skills, 150Wunderman, Lester, 154
Xerox Corp., 13, 45, 144, 160training retention study, 64see also Professional Selling
Skills (PSS)
about the author
Dick  Canada,  Executive  Director  of  the  Institutefor Global Studies at Indiana University, is recog-nized as one of the country’s leading experts in thearea of improving field sales force effectiveness andproductivity.
Canada  began  his  sales  career  with  Procter  &Gamble,  then  joined  Xerox  to  become  Manager  ofTraining and Development at its international train-ing  center.  After  leaving  Xerox,  he  founded  TheDartmouth  Group,  Ltd.,  which  specializes  in  salesresearch  and  the  development  of  sales  models  toimprove productivity for companies involved in high-level selling. 
Canada  is  currently  a  full-time  member  of  themarketing  faculty  at  the  Kelley  School  of  Business,Indiana University, where he has taught for 16 years.He has received many awards for classroom facilita-tion, including IU’s “Student Choice Award,” whichis  presented  to  the  top  three  professors  at  the  uni-versity.  He  also  pursued  postgraduate  studies  atIndiana University and studied strategic marketing atthe Tuck School of Business at Dartmouth College. 
<|end|>