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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
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