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Henry James, Italian Hours (1959; rpt. Westport: Greenwood Press, 1977), 141 142; quotation at 142. 13 Phillip Fehl, The Placement of the Equestrian Statue of Marcus Aurelius in the Middle Ages, Journal of the Warburg and Courtauld Institutes, 37 (1974), 362 367 and plates 80 82; quotations at 365 and 366. Claudio Parisi Presicce, The Equestrian Statue of Marcus Aurelius in Campidoglio, ed. Anna Mura Sommella, tr. Andrew Ellis and Carol Rathman (Milan: Silvana, 1990), 89 108, gives an illustrated overview of the statue s history. 14 Quoted from H. P. L Orange, Studies on the Iconography of Cosmic Kingship in the Ancient World (1953; rpt. New Rochelle: Caratzas, 1982), 145 and 147. 15 This could and sometimes did lead to (Roman-style ) excess and corruption. Cf. the experience lm director Richard Fleischer describes in connection with a historical epic never made: I went about my job of preparing the picture, trying to save money wherever I could. The resistance from everyone was considerable, even nasty. The art directors, [Veniero] Colasanti and [John] Moore, went into a positive snit when I restrained them from building large portions of sets I knew I d never photograph. . . . Everyone was used

Once you have picked a brand name your next task, say our gurus, is to establish positive associations with that name. For example, here are some the characteristics Philip Kotler says people associate with the brand name McDonald s:36

It may be accurate to say that selling to a strategic client, or any existing client for that matter, results in a lower cost of sale than selling to a new one. But your current clients are bound to set the performance bar higher for you. It s typical for clients to demand far more knowledge and insight from their preferred service providers than from a seller they don t know. You ll need to integrate that knowledge into your sales proposals and create more value than your competitors. Also, don t be surprised if your clients believe you can work faster than a newcomer. After all, your knowledge of the company s people, processes, and systems should you give you an advantage. That expectation of higher quality rises as the client relationship deepens, and it extends to whatever you do for the client. You may get a pass on a mistake or two, but you ll wear out your welcome unless you excel in everything you deliver. If you experience hiccups on any assignment, plan to see more competitors showing up for the next opportunity. Never forget that your client relationships are only as strong as your competence to deliver what you promise. If an assignment swerves into the ditch, you ll see how fragile a client relationship can be. You will nd it easier to overcome these obstacles if your company is fully on board with the strategic relationship process. Sales managers often press sellers to meet their numbers in the short term, but an investment in a client can pay outsized dividends in the longer term. That means nding ways to reward top sellers (or at least avoid penalizing them) for investing in strategic relationships that help grow the business.