___Our salespeople conversationally link the tangible characteristics of our products and services to the financial value they deliver to customers.
___ Examining the potential impact to our customer's customer is routine in our selling process.
___ In our accounts, we meet more with influential managers than with purchasing.
___ Key accounts are managed through current data about their financial and operational issues and trends.
___Proposals present profit improvement strategies more than features or functionality.
___ Our sales diagnostic process challenges our customers to stop and think, immediately raising their perception of our value, as well as raising urgency by illuminating key issues and opportunities for profit improvement.
___ When asked, "what do you do?" any sales representative on our team would spontaneously describe the business value we deliver clients rather than listing our products or services.
___ Our customers would characterize us as valued business advisors to their enterprise, versus vendors or key suppliers.
___ Our salespeople are effective at using questions that help customers appreciate the cost of delays.