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Development in terms of major csr-related incidents concerning skanska. it includes the effects of unfavourable media coverage of skanska during, for example, the toxic scandal of hallandssen, in 1997, a large project where toxic construction material, rocagil, was used as a sealant in tunnel construction. internal stakeholders at skanska, in strategic roles as well as in operational, had an understanding of the difficulties that might be encountered by a large project, such as the hallandssen project. the procedures that skanska worked along were well established and the construction material had never previously shown this magnitude of environmental effects. the external stakeholders' insight in skanska's conduct and societal role, on the other hand, was less informed and heavily dependant on the profile portrayed by media. a brief glance at table 1 gives the same effect that media coverage gave skanska on a larger scale. the occurrences marked with bold text in the table catch the reader's attention much the same way in which the media portrayed problematic incidents to a broad range of stakeholders. the grounds for corporate profile are unbalanced, giving the negative verdicts much attention whereas the positive news receives less attention. in the early 1990s environmental and csr issues were not pronounced on the agenda in skanska von schantz, 2005 ; . the hallandssen scandal, in 1997, stimulated top management to consider environmental and social aspects of business conduct, but no official commitments were made at that time. the skanska case environmental issues were handled in the environmental unit the skanska ab corporation, with over 60, 000 employees all at the main office 1999 ; . the notion of the triple bottom line over the world, has many closely related actors that may be gradually grew in terms of environmental consideration through considered stakeholders of the company. based on the empiri- a benchmarking process with industrial partners that had faced cal material von schantz, 2005 ; , examination of reports and major environmental issues. interviews, it is fair to state that skanska has obtained insight as the awareness process continued, a sustainability unit at about being an actor in the micro- and macro- environment of the main office was founded in 2001, and that very year skanska the company. representatives of the company talk about the proudly presented their code of conduct. however this was traditional stakeholder groups: employees, the financial market, also the year that the asphalt cartel was exposed by media where costumers, competitors, the industry, suppliers, decision mak- skanska appeared as suspects in an extensive cartel. working ers, politicians and potential employees. skanska takes an active with ethical behaviour by formulating an ethical code and, at role in national and international forums by participating in dif- the same time, figuring as a suspect in an illegal tangle is a treferent industry related events, such as the development of the mendous message collision to the internal as well as the external "business principles for countering bribery in the engineering stakeholders. media was merciless they did not buy in to the & construction industry", an initiative taken by the industry declared principles, since they clearly were not implemented. presented at the world economic forum 2004. as a result, the credibility, reputation and skanska brand were before discussing the present sustainability approach at badly damaged. skanska further, let us take a look at the history that has prosince the scandal in 2001, skanska has worked actively with moted the development of csr policies. table 1 describes the ethical aspects of business conduct. the construction industry as a whole has struggled with image problems which indicate that table 1. the development and major occurrences of sustainability milestones at skanska in the last 10 being "aware of csr" could be years based on von schantz, 2005, 45 with additions ; competitive advantage for skanska. skanska has chosen to talk 1997 the toxic scandal of hallandssen where skanska is the main contractor. sustainability about sustainability issues instead issues are being discussed, but with a focus on environmental aspects. as a result, top management makes verbal commitments regarding ethical issues in of csr and include the social, enskanska. vironmental and financial values 1999 an environmental unit is established at the main office at skanska. in their definition of sustainabil2000 the notion of sustainability is expanded within the skanska corporation. ity. this makes csr and sustainbenchmarking of the csr work at shell. ability synonymous according to 2001 the environmental unit is renamed as sustainability unit at skanska. a skanska code of conduct is presented. the definition of csr used in this the asphalt cartel, where a number of construction companies were involved among study the european union's defiothers skanska, is exposed in media. nition of csr ; . 2002 skanska publish their first sustainability report. in 2002, skanska released their 2003 skanska managers participate in an educational program for employees in ethical conduct. first sustainability report where 2005 the first ecolabel svanen ; house is built by skanska bengtsson, 2005, 12 ; 2006 skanska is a part of a project that aims to develop an environmental classification of their code of conduct was made buildings 2005-2007 ; in collaboration with universities and other construction actors public internet, skanska 1, 2005 ; . www, byggabodialogen 1, 2006 ; . it has since become a part of their. 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I received a phone call from one of my clients, a vp sales. he was troubled by a phone call he'd received from a prospective customer. the prospective customer had called him and asked that a particular salesperson not be allowed to call on the firm again-he was too pushy and unprofessional. the vp wanted me to spend some one-on-one time with this sales rep. he asked me to assess the salesperson's skills and help him to determine if he had made a hiring error. when i met the salesperson, it didn't take long to find out that he wasn't pleased with his boss's decision to send him to me for help. he felt that spending time with me was a waste of good selling time and that he would be better served making more sales calls. after just a few minutes with him, it was apparent that selling a solution was the last thing on his mind. his idea of selling was to push features on anyone who would listen and then "overcome" all objections before he closed. "no" was not in this guy's lexicon. nothing i had to say or suggest seemed to resonate with this man. finally, after much discussion and my best attempt to create a vision for him, the salesperson agreed to give it a try. we started with the account that didn't want to see him. a letter of apology was written asking for a second chance. he enclosed a reference story in the solution selling format and suggested that if given a second chance to work with company employees, his entire focus would be on their critical business issues and coming up with capabilities that would bring measurable change to their business. he also enclosed a sample of the output he would provide them if they would give him the opportunity to come back and diagnose their situation. fortunately, this worked and he got a second chance. while there, he used the 9 block vision processing model to diagnose their situation, and the power sponsor letter including a proposed evaluation plan ; as a follow-up. the prospective customer couldn't believe the change. less than six months from the date of my first meeting with the salesperson, the vp sales called me and read a letter he had received from that same prospective customer who had asked for the salesperson not to return. we are a happy customer today. we have implemented your new automation system and it is exceeding our expectations. i wanted to tell you we would not be a customer if it had not been for your salesperson. our initial impression was not favorable, but he quickly overcame our concerns and truly differentiated himself from the the rest. he is the only salesperson who focused on our business and what it would take to solve our problems. everyone else was simply trying to sell us their products. your salesperson is a real asset for your company. solution selling has enabled both businesses and individuals to become more effective. however, the primary beneficiary of solution selling is the customer. when salespeople use the solution selling concepts of defining the pain, diagnosing the pain, and creating visions, customers have realistic expectations of the products and services they buy. they are more likely to succeed with the products and services they buy from solution selling salespeople. getting started with solution selling is not difficult. there are many job aids that you can apply in the short term that will have a significant impact. whether it's learning or applying something new or transforming from selling products to selling solutions, change may be required. in this chapter, i focus on activities that will enable the transformation from a product sale to a solution sale and how to implement the solution selling process. i follow up with sales and executive management implementation activities in chapters fifteen and sixteen and poker games.

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