Course 15A · Lesson 3 of 12
The classic consultative canon
| Work | Grade | Verdict | What we take |
|---|---|---|---|
| Strategic Selling (Miller, Heiman, 1985) | Weak | Caveat | Buying roles, response modes, win-results and red flags inside SPICED |
| Conceptual Selling (Miller, Heiman) | Weak | Caveat | One objective per call; a planned commitment question |
| Solution Selling (Bosworth; Eades) | Weak | Safe (9-block); caveat (pain chain) | The 9-block discovery grid; pain chain to the economic buyer |
| The Trusted Advisor (Maister, Green, Galford, 2000) | Weak | Caveat | Trust equation as a call-review lens; name the fear first |
| Trust-based Selling (Green) | Weak | Caveat | Client focus and transparency |
| SNAP Selling (Konrath, 2010) | Weak | Caveat | Three buying decisions; outbound for access only |
| Selling to Big Companies (Konrath) | Weak | Caveat | Quantified value propositions; trigger events |
| New Sales. Simplified. (Weinberg, 2012) | Weak | Caveat | A finite target list; a power statement per vertical |
| Exactly What to Say (Jones, 2017) | Weak | Caveat | An optional phrase bank. Do not teach false-choice closes or "don't worry" against compliance concerns |
| The Perfect Close (Muir, 2016) | Weak | Safe (the questions) | Two next-step questions at every interaction. Never quote his success rates |
| Little Red Book of Selling (Gitomer) | Weak | Caveat (culture reading only) | Testimonials over claims; reach the decision-maker |
| How to Win Friends and Influence People (Carnegie, 1936) | Weak | Caveat | Listening; interest in the other person; admitting errors quickly |
| Pitch Anything (Klaff, 2011) | Debunked (neuroscience); weak (method) | Do not teach frame control or the brain claims; structure only, with caveat | Short-pitch structure (story, intrigue, prize, ask) |
| ValueSelling (Thull; Power of Value Selling, 2023) | Weak | Caveat | A qualification check; otherwise covered elsewhere |
| Consultative Selling (Hanan, 1970) | Weak | Caveat | The proposal as a profit-improvement plan |
| Selling with Noble Purpose (McLeod, 2012) | Weak | Caveat | Team purpose and hiring culture |
| Eat Their Lunch (Iannarino) | Weak | Caveat | Trend, facts, implication; displacing an incumbent |
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