The New Power Base Selling: Master the Politics, Create Unexpected Value and Higher Margins, and Outsmart the Competition -- Contents -- Foreword -- Acknowledgments -- Part 1: Sales as a Management Science -- Chapter 1: Seeing the Invisible -- Selling Skills Are Not Enough -- Good Products Are Not Enough -- The Relevance Revolution -- Seeing the Road Forward to Success -- Chapter 2: The MBA of Selling -- The Holden Four Stage Model -- Four Stages of Sales Proficiency -- Intent -- Focus -- Relationship -- Value -- Knowledge -- Progressing to Higher Stages -- Not All Competencies are Born Equal -- Part 2: Politics -- Chapter 3: Influence and Authority -- Political Competition is Healthy -- Power Struggles versus Power Plays -- The Political Structure -- Influence and Authority -- No Influence, but Authority -- No Influence, No Authority -- Influence without Authority -- Influence Is Constantly Changing -- Degrees of Influence -- Chapter 4: Foxes: The Heart of the Power Base -- A Fox in Action -- The Organization Comes First -- Manage the Environment -- Survival -- Fox Footprints -- Integrity -- People-Oriented -- Risk Assumption -- The Emerging Fox -- Chapter 5: Power Base Types and Implications -- Three Types of Power Bases -- The Enterprise Power Base -- The Business Unit Power Base -- The Situational Power Base -- Mapping the Power Base -- Power Base Implications for Sellers -- Chapter 6: Fox Hunting and Power Base Mapping -- Fox Hunting Intelligence Gathering -- Customer Research-What Information Can You Gather in 30 Minutes? -- Astute Observations-Knowing What to Look For -- Good Questions-How to Ask the Right Ones -- Political Revelations -- Chapter 7: Gaining Political Advantage -- The Power Base Principle -- Gaining Political Advantage -- Personal Motivators -- Uncovering and Advancing Personal Motivators.

Building Influential Relationships -- Assessing Relationship Type -- Creating a Support Base Map -- Political Implications -- Part 3: Unexpected Value -- Chapter 8: Moving Up the Sales Value Chain -- Moving North -- Expanding the Sales Value Chain -- Expected versus Unexpected Value -- Chapter 9: Building Expressions of Customer Value -- Value Relevance -- Executive Value -- Management Value -- Operations Value -- Value Expressions -- Value Statements -- Testing Value Statements -- The Value Proposition -- Step 1: Value Identification -- Step 2: Value Quantification -- Step 3: Value Proposition -- Moving Up the Sales Value Chain to Include Political Value -- Chapter 10: Creating Demand to Displace Competitors -- Creating Demand Significance -- Leveraging Creating Demand to Penetrate Accounts -- Step 1: Determine the Entry Point -- Political Connectivity -- Business Significance -- Business Impact -- Supplier Return -- Step 2: Craft Your Value Message -- Step 3: Gain Access -- Step 4: Conduct a Meeting -- Engaging with Advanced Communicators -- Executive Meeting Checklist -- Step 5: Build Your Support Base Map -- Step 6: Move Upstream -- Step 7: Complete the Triathlon -- Penetrating Competitively Held Accounts -- Part 4: Strategy -- Chapter 11: Introduction to Compete Strategy -- What Is Compete Strategy? -- Chapter 12: Competitive Differentiation -- To Know Your Competition Is to Know Yourself -- Customers Benefit Directly from Sellers Who Compete -- Knowing Yourself -- Competitive Intelligence Gathering -- Competitive Differentiation Analysis -- Chapter 13: The Direct Strategy: Traditional and Nontraditional Application -- When You Are the Installed Incumbent -- Traditional Sources -- Nontraditional Sources -- When You Have a Category Killer Product -- Traditional Sources -- Nontraditional Sources -- When You Are Selling the Company.

Traditional Sources -- Nontraditional Sources -- Getting the Timing Right -- The Direct Strategy Statement -- Conclusion -- Chapter 14: The Indirect Strategy: Changing the Ground Rules -- Changing the Ground Rules -- Leveraging Politics, Unexpected Value, and Strategy to Shape the Customer's Buying Criteria -- Establishing the Prime Objective -- Milestone Stacking -- Timing and the Element of Surprise -- The Indirect Strategy Statement -- Conclusion -- Chapter 15: The Divisional Strategy: Peaceful Coexistence -- Peaceful Coexistence -- The Overconfident Supplier -- The Divisional Strategy Statement -- Conclusion -- Chapter 16: The Containment Strategy: Transition Back to Indirect -- The Red Cell Exercise -- Introducing a New Product Road Map or Industry Expertise -- Introducing a New Partner to Broaden the Solution -- The Containment Strategy Statement -- One Last Point about the Containment Strategy -- Conclusion -- Epilogue: Helping Others Elevate the Sales Profession -- Level 1: Establishing Relevance -- Level 2: Driving Adoption -- Level 3: Creating Sustainable Impact -- Sales Process -- Marketing -- Human Resources (HR) -- Finance -- Three-Level Sales Performance Infrastructure -- Conclusion -- Index.