So, as I end this book, I cant help but wonder what a third generation of performance change might look like. The good news? I dont have to worry about it until the second generation grows up and comes of age. Good luck, and may all of you become value creators!

Dick Canada

Hanover, New Hampshire August, 2001

Contact: Dick Canada E-Mail: rcanada@indiana.edu Kelley School of Business Indiana University Bloomington, IN 47405 812-855-8878

The Institute for Global Sales Studies Kelley School of Business Indiana University www.bus.indiana.edu/globalsales

The Dartmouth Group, Ltd. 10333 N. Meridian Street, Ste. 230 Indianapolis, IN 46290 317-573-4844 www.dartmouthgroup.com

notes

NOTE FOR PREFACE

1. Neil Rackham conducted the study at Xerox. Rackham is a preeminent sales researcher who studied 35,000 sales calls in 23 countries over a period of 12 years. He is the author of over fifty research and technical papers, and his works have been translated into thirteen languages.

NOTES FOR CHAPTER 1

1. Conversation with the author.

2. Conversations between the author and Neil Rackham during August 2000.

3. Jamie Comstock and Garry Higgins, Appropriate Relational Messages in Direct Selling Interaction: Should Salespeople Adapt to Buyers Communicator Style? Journal of Business Communication, 34, no. 4 (1990): 401418. Comstock and Higgins studied 100 advertising buyers from 100 different companies in a medium-sized city in the Florida panhandle. Participants were selected to provide a proportional representation of businesses within the community. Buyers were predominantly male (67 percent) and Anglo (79 percent). Observations by The Dartmouth Group, Ltd., and conversations with the Indiana University Institute for Sales Studies confirm Comstock and Higginss findings.

4. Ibid.

5. Ibid.

6. The Dartmouth Group, Ltd., field observations of salespeople who give information versus seek information and their resulting success on sales calls.

7. Robert B. Miller and Stephen E. Heiman with Tad Tuleja, Strategic Selling (New York: Warner Books, 1986) and Neil Rackhams study of 35,000 sales calls in 23 countries over a period of 12 years. Miller and Heiman and Rackham diverge on the specific characteristics of coaches, but both emphasize their importance.

8. Miller and Heiman, Strategic Selling, chap. 12, Your Coach: A Key to the Other Buying Influences, 208-213.

9. Miller and Heiman argue that the coach can be found anywhere: in your organization, in the buying organization, or outside both. In Strategic Selling they discuss the criteria for a good coach on pp. 83-87. They define the coachs role as to provide information, direction, guidance-and in many cases access to the other Buying Influences. But the Coach doesnt do your selling for you [emphasis theirs] (215-216).

10. Miller and Heiman, Strategic Selling.

11. Stephen E. Heiman and Diane Sanchez with Tad Tuleja, The New Conceptual Selling (New York: Warner Books, 1999), Neil Rackham, SPIN®Selling (New York: McGraw-Hill, 1988), and Achieve-Global, Professional Selling Skills IV, further support this point.

12. Neil Rackhams study of 35,000 sales calls in 23 countries over a period of 12 years, cited in SPIN® Selling, 61.

13. Neil Rackham and John Carlisle, The Effective Negotiator- Part I: The Behavior of Successful Negotiators, Journal of European Industrial Design Training 2, no. 6 (1978): 6-11.