Index_C

C

Caile, Jim, 206–207

cash flow, 76, 168

category killers, 36–37

circulating capital principle, 158–160, 163

Citigroup, 80

client need set, 114–115

client profit-improvement teams, 112

collaboration, 98–99

comanaging customer assets, 170–174

competition

selling against vendor's competitors, 54–56, 89

selling against your competitors, 5–7

in traditional comparisons, 6–7

vendor selling and, 5–6

competitive advantage, 213–214

Condit, Philip, 101

Consultant's Credo, 43–44

Consultative Partnering Strategies, 83–123

client need set and, 114–115

consultant need set and, 115–116

cycling continuous improvement, 87–89, 101

mutually profitable alliances, 98–101

negotiation, 99, 101–103, 113

obsessing on control, 120–123

"one and it's done" partnering efficiency, 104–110

partnering on common denominators, 113–116

predicting partnerability, 116–120

relinquishing the partner prerogative, 89–92

return on investment in, 102–103, 120–121

rules of partnering, 113–114

satisfying risk aversion, 92–97

selecting growth partners, 84–87, 98–101, 103–104, 105–108

setting partnerable objectives, 83–97

Consultative Positioning Strategies, 21–80

becoming consultative, 23–42

incremental business improvement and, 29–31

language of money in, 26–29, 60, 68

norming values, 31–42

penetration, 43–61, 208–209

positioning product businesses as services, 78–80

positioning profit improvement, 69–74

positioning profit projects, 74–78, 103–104

problem-solving approach in, 23–24

return on investment in, 24–26, 61, 70–74

selling return on investment, 24–26, 61, 70–74

value-basing customer investment, 63–66

see also Profit Improvement Proposals (PIPs)

Consultative Proposing Strategies, 129–215

circulating capital principle, 158–160, 163

comanaging customer assets, 170–174

contribution margin principle, 164–166

databasing from customer sources, 134–139

developing business operations profiles, 130–134

developing "what-ifability" in, 189–191, 195–196, 199–206

gainsharing rewards, 175–177

getting to Profit Improvement Proposal (PIP), 145–149

guaranteeing results, 175–177

intellectual capital and, 177–180

lead targeting with KPI norms, 152–155

migrating initial sales, 183–186

observing yellow flags, 155–157

payback principle, 166–170

penetration plan and, 187–215

PIPWARE and, 192–198

planning fast penetration, 206–215

Profit Improvement Proposals in the "red zone," 149–152

proposing the power of one, 139–145

relating high margins to high values, 200–206

return on investment principle, 166–170

in selling to Original Equipment Manufacturers (OEMs), 199–200

in selling to outsourcers, 198–199

specifying instead of being specified, 180–183

turnover principle, 159, 161–164

Consultative Selling, 1–18

alliance with Box 2 managers in, 46–48, 67–69, 99–101

applying, 10–13

condensing sales cycle in, 13–17

converting individual sales into portfolio of sales, 9

converting price into investment, 8, 9, 63–66, 102

converting product or service into dollar value, 8–9, 74–80

as high-margin selling, 2–3, 12–13, 41–42, 200–206

impact of, 1

nature of, 1

number-one asset in, 17–18

objective of, 55

opening questions of, 140–141

performance values in, 2–3

price as function of profit contribution, 2–3, 63–66

sales in, 58–59

selecting consultative choices, 6–8

selecting growth partners for, 84–87, 98–101, 103–104, 105–108

value basis of, see value-added services

as value exchange, 2

vendor selling versus, see vendor selling

consultative targets, 56–61

Continental Insurance of Canada, 66

continuous improvement cycle, 87–89, 101

contribution margin principle, 164–166

control, 120–123

Coors, Bill, 3

cost

defined, 27

reducing customer costs, 53–54, 144, 154

cost-benefit analysis, 30, 74–78

cost-benefit workflow and, 75

glossary of cost-benefit guidelines, 76–77

PIPWARE, 13, 192–195

for product and service businesses, 79–80

cost-centered line of business, 29, 67–69

cost center managers, 55, 101, 153–155

cost of capital, 214

cost of goods sold, 154

Crandall, Bob, 32

critical success factors (CSFs), 16, 42, 58, 130, 137, 138

CRM (customer relationship management), 31

current assets, 171

customer advantage, 213

customer database, 135–136

customer function manager, 57–58

customer line of business manager (LOB), 57, 137

customer-manager hierarchy, 43–61

Box 1 ("C Level") managers, 44–46, 67–68, 69, 99, 181

Box 2 managers, see Box 2 managers

Box 3 managers, 45, 47, 49, 54

competing against customer's competition, 54–56, 89

Consultant's Credo and, 43–44

consultative targets and, 56–61

value-added services and, 48–54, 59–61

customer profit improvers, 24, 50

cost reduction and, 53–54

growth and, 53–54

knowledge of customer current values, 56–60, 70–72

knowledge of worth of your added values, 60–61

profit-improvement mix and, 72–74

profit objectives of customer and, 62–63, 85

see also value-added services

customer relationship management (CRM), 31

Customer's Current Norm, 34–35

customer's customer database, 136–137

customer's operating mix, 50–54

cost reduction and, 53–54

growth and, 53–54

nature of, 50–52

strategies for optimizing, 52–53

cycle of capital, 159

cycle time, 134