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pain points, 40
partners' pool of funds, 87–88
payback, 27, 76, 146, 166–170
penetration plan, 43–61, 187–215
analyzing customer business position and, 208
deciding which system to propose, 212–215
for original equipment manufacturers (OEMs), 199–200
for outsourcers, 198–199
pinpointing penetration opportunities, 209–210
PIPWARE and, 192–198
planning fast penetration, 206–215
positioning penetration strategies, 208–209
prescribing solution systems, 210–211
profit maximizer in, 188
relating high margins to high values in, 200–206
"what-ifability" and, 189–191, 195–196, 199–206
PIPWARE, 74, 102, 192–198
cost-benefit analysis, 13, 192–195
"what-ifability" and, 195–196
positioning strategies, see Consultative Positioning Strategies
power needs, of client, 114–115
power of one, 139–145
application of, 139–141
as basis of PIP power, 139
codifying, 143–145
multiple-sourcing, 141–143
preemption, 213
prestige needs, of client, 114–115
price
converting into investment, 8, 9, 63-66, 102
in discount selling, 2–3, 6, 64–65, 102, 174
in traditional approach, 7
problem/opportunity definition, 69–70
problem-solving approach, 23–24
process smart, 57
product development costs, 41
productivity, 154
product or service
converting price into investment, 8, 9, 63–66, 102
converting technical performance into financial performance, 8–10
positioning product businesses as services, 78–80
profit
net, 27, 154
net operating profits after taxes (NOPAT), 214
net operating profits before tax (NOPBT), 214
profit-centered line of business, 29, 67–69
profit center managers, 55, 100, 152–153
profit contribution to customer, 188
profit improvement, 164, 170, 181, 207, 211
profit-improvement mix, 72–74
profit-improvement opportunities, 185–186
Profit Improvement Proposals (PIPs), 28, 59
Box 2 managers and, 46–48
commitment of customer managers to invest in, 92–97
control and, 121–123
generating, 66–69
getting to, 145–149
knowledge of natural partners and, 84
"must knows" for, 137–139
norms of customer manager in, 32
norm warehouses and, 36–38
positioning profit improvement and, 69–74
positioning profit projects and, 74-78, 103–104
in the "red zone," 149–152
solutions for work flow problems, 131–134
profit-improvement teams, 111–113
profit maximizers, 188
profit objectives, 62–63, 85
projected cost of sales, 182
promotion needs, of client, 114–115
proposed investment, 146
purchasing managers, decision-making by, 7–8, 45, 47, 49, 54
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