by Peter Farkas with Leonard Atlas ‧ RELEASE DATE: April 13, 2017
A tough, knowledgeable instruction manual that gets at the essentials of modern sales.
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A straightforward, back-to-basics sales guide for the 21st century.
Debut authors Farkas and Atlas open their comprehensive new book by acknowledging that salespeople have faced an alarmingly new world in recent years. Professional sales managers and their field representatives now must deal with a potential customer base that has an “I'll just Google it” mindset, the authors say—also known as an “I want it now and for free or next to nothing” mentality. But although this attitude is ubiquitous, Farkas and Atlas aim to remind readers that sales principles are also everywhere: “the untrained engineer who discusses something as mundane as value engineering with her client may not be aware that she is deeply immersed in the sales process,” they write. “Well, she is!” With this in mind, they attempt to boil down the sales process to a few simple, core concepts. For example, they embrace the “80/20” rule of sorting one’s priorities—“the law of the vital few and the trivial many.” This method urges salespeople to be vigilant about any part of the sales process that wastes their most valuable product: time. They also concentrate on “TWA”—thoughts, words, and actions—and repeatedly stress that these three things, unlike other variables, are entirely under the salesperson’s control. The authors have decades of experience in business and in coaching sales teams, and this lends an ease and authority to their writing—both rare qualities in books of this type. There’s a dense wealth of material in this book, but Farkas and Atlas consistently take the time to make sure that their readers are absorbing it all (“Let’s go through the process of arriving at your answer together”), which enhances the work’s strong mentoring feel. This tone will make sales professionals at all levels feel less alone as they confront the “chemistry or catastrophe” of their calling.
A tough, knowledgeable instruction manual that gets at the essentials of modern sales.Pub Date: April 13, 2017
ISBN: 978-1-4563-9922-1
Page Count: 284
Publisher: CreateSpace
Review Posted Online: Nov. 6, 2017
Kirkus Reviews Issue: Dec. 15, 2017
Review Program: Kirkus Indie
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by Daniel Kahneman ‧ RELEASE DATE: Nov. 1, 2011
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
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by Erin Meyer ‧ RELEASE DATE: May 27, 2014
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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