Editorial Review

This celebrated New York Times bestsellernow poised to reach an even wider audience in paperbackis a book that is changing the way North Americans think about selling products and disseminating ideas. Gladwells new afterword to this edition describes how readers can constructively apply the tipping point principle in their own lives and work. Widely hailed as an important work that offers not only a road map to business success but also a profoundly encouraging approach to solving social problems. ... Read more

Reviews

Brings 'Sticky' Ideas to a Nexus
I read this book in part of one day - it's a good, quick read. Unlike some of the people who didn't care for the book - I never read the New Yorker article. It may be that the book doesn't add enough new info to excite folks who have read that article. But to me the book threw out a good number of new ideas and concepts very quickly and very clearly. I found his ability to draw a nexus between things that, on the surface seem very divergent, was very interesting, and he did it smoothly, without jumping around a lot.

The thrust of the book is that there are three things that can converge to bring about dramatic and perhaps unexpectedly fast changes in our society. These are the context (the situational environment - especially when it's near the balance or 'tipping point'), the idea, and the people involved. His point is that very small changes in any or several of the context, the quality of the idea (which he calls 'stickiness', ie how well the idea sticks), or whether the idea reaches a very small group of key people can trigger a dramatic epidemic of change in society.

"In a given process or system some people matter more than others." (p.19). "The success of any kind of social epidemic is heavily dependent on the involvement of people with a particular and rare set of social gifts." (p.33).

He divides these gifted people into three categories: Connectors, Mavens and Salespeople. "Sprinkled among every walk of life ... are a handful of people with a truly extraordinary knack of making friends and acquaintances. They are Connectors." (p. 41). "I always keep up with people." (p. 44 quoting a "Connector"). "in the case of Connectors, their ability to span many different worlds is a function of something intrinsic to their personality, some combination of curiosity, self-confidence, sociability, and energy." (p.49). "The point about Connectors is that by having a foot in so many different worlds they have the effect of bringing them all together." (p.51).

"The word Maven comes from the Yiddish, and it means one who accumulates knowledge." (p. 60). "The fact that Mavens want to help, for no other reason than because they like to help, turns out to be an awfully effective way of getting someone's attention." (p.67). "The one thing that a Maven is not is a persuader. To be a Maven is to be a teacher. But it is also, even more emphatically to be a student." (p.69).

"There is also a select group of people -- Salesmen -- with the skills to persuade us when we are unconvinced of what we are hearing." (p. 70). He goes on to describe an individual named Tom Gau who is a Salesman. "He seems to have some indefinable trait, something powerful and contagious and irresistible that goes beyond what comes out of his mouth, that makes people who meet him want to agree with him. It's energy. It's enthusiasm. It's charm. It's likability. It's all those things and yet something more." (p. 73).

He then goes into the importance of actually gathering empirical data about ideas, and not just relying on theory or assumption to determine quality, or as he calls it, 'stickiness.' He gives examples of where assumptions have been debunked with data. "Kids don't watch when they are stimulated and look away when they are bored. They watch when they understand and look away when they are confused." (p.102). "Children actually don't like commercials as much as we thought they did." (p. 118) "The driving force for a preschooler is not a search for novelty, like it is with older kids, it's a search for understanding and predictability." (p. 126) Hence why your three year old can watch those Barney videos over and over until the tape breaks - it becomes predictable after the third or fourth viewing. This is probably also why Barney suddenly falls out of favor when predictability is less important than novelty.

Finally, there's a point he makes he calls the rule of 150. He starts with some British anthropologists idea that brain size, neocortex size actually, is related to the ability to handle the complexities of social groups. The larger the neocortex, the larger the social group that can be managed. She then charts primate neocortex size against known average social group sizes for various primates, other than humans. Then she plugs human neocortex size into the equation, and out pops 147.8, or about 150. Now that would be not so interesting, except that he goes on to talk about this religious group, the Hutterites. They are clannish like the Amish or Mennonites, and they have a rule that when a colony approaches 150, they split into two and start a new one. He follows that by noting that Military organizations generally split companies at 150-200. And then he talks about Gore - the company that makes Goretex, among other things. They have a ~150 employee per plant rule.

"At a bigger size you have to impose complicated hierarchies and rules and regulations and formal measures to try to command loyalty and cohesion. But below 150...it is possible to achieve the same goals infomally." (p.180)

"When things get larger than that, people become strangers to one another." (p.181)

"Crossing the 150 line is a small change that can make a big difference." (p. 183)

On the whole, I thought the book sparked thought and converstaion, and will make me look at life and business a little differently. To me that's a good book.

Interesting Read
Malcolm Gladwell, a staff writer for New Yorker Magazine, in The Tipping Point, writes a fascinating study of human behavior patterns, and shows us where the smallest things can trigger an epidemic of change. Though loaded with statistics, the numbers are presented in a way that makes the book read like an exciting novel. Gladwell also gives several examples in history, where one small change in behavior created a bigger change on a national level. He also studies the type of person or group that it takes to make that change.

Gladwell's first example is the resurgence of the popularity of Hush Puppies, which had long been out of fashion, and were only sold in small shoe stores. Suddenly, a group of teenage boys in East Village, New York, found the cool to wear. Word-of-mouth advertising that these trend-setters were wearing the once-popular suede shoes set off an epidemic of fashion change, and boys all over America had to have the "cool" shoes.

Galdwell also examines the difference in personality it takes to trigger the change. For example, we all know of Paul Revere's famous ride, but how many of us know that William Dawes made a similar ride? The difference was that people listened to Revere and not to Dawes. Why? Revere knew so many different people. He knew who led which village, knew which doors to knock on to rouse the colonists. Dawes didn't know that many people and therefore could only guess which people to give his message.

There are several other phenomena that Gladwell examines, showing the small things that spark a change, from the dip in the New York City crime rate to the correlation between depression, smoking and teen suicide. If you want to change the world for the better, this book will give you an insight into the methods that work, and those that will backfire. It's all in knowing where to find The Tipping Point.

Jo @ MyShelf.Com

Great Insights into Mass Behaviors
Despite an earlier reviewer poo-pooing this book for shallow insights, I beg to differ. This book is a fascinating and original take on what makes people behave in a certain way en masse. Tying together Paul Revere, Hush Puppies and many other very accessible ideas makes this book, that is in some ways very academic, read like a thriller. I read it in three sittings. It has an impact on several levels. One, as a marketer, it gave me insights into how word-of-mouth really works. I'll be experimenting with these concepts for years. Second, as a member of society, I gained insight into why I am pulled this way and that by trends. If you enjoyed this, you'll also enjoy the groundbreaking book by Robert Cialdini called "Influence, the Psychology of Persuasion." It makes some of the same points. Finally, it makes me think that some savvy activists will find some ways to use these principles to start societal epidemics that will ultimately have a positive effect. I believe Gladwell has introduced a concept, "the Tipping Point," that will have a wide-ranging impact on how we view the world and human behavior.

A thought provoking, interesting and potentially useful book
This relatively short book is a very pleasant surprise. Usually I am quite skeptical of new theories and concepts that attempt to explain human behavior, since the thinking, embedded in pompous language, often proves shallow and the primary goal seems simply to grab attention and book sales. Instead I found Gladwell's book well written, fast paced, interesting and thought provoking. Subject to translating its ideas successfully into practical actions, I believe it is potentially very useful in social sciences and business.

Gladwell's use of examples from very different fields adds to the interest in and credibility of the factors that contribute to a sudden "epidemic" - good or bad - of a behavior, an idea, a product or a belief. I am particularly intrigued by his concept that the true underlying causes and explanations for what we perceive as extremely complex social issues, for example, can be "tipped" with simple, direct actions in the right place at the right time. All too often governments and companies try to solve their big problems with excessively expensive, but ineffective programs or projects. I agree with him that attempted solutions frequently fail to address basic motivational factors and that the best solutions are often counterintuitive.

For those of us in business, I think the concepts in this book, properly applied, could make us more effective. Gladwell's business examples, his linkage to Geoffrey Moore's "Crossing the Chasm" and his brief discussion of the "magic 150" make the book worth reading. Far from being a "how to" handbook, considerable thought will be required to apply it practically, which I believe will be a good learning experience.

As I read the book I realized that many analogs of this concept exist in the physical world. There are many examples from stereo amplifiers to martial arts in which relatively small forces or energy inputs at the right place and time cause large differences in outcomes.

Why five stars? The book gave me a new perspective for thinking how and why things happen in society and business. It presents interesting observations and information about trends that affect us. I think it will be useful in my business. It is well written. And, it is unpretentiously short.

Multidisciplinary Mastery
I've taught psychology at a university for twenty years, and was prepared to be dubious about Malcolm Gladwell's "The Tipping Point"; he is, after all, a journalist, not an academic. Despite his highly readable style, though, I was amazed by the level of sophistication and scholarship that he brings to his subjects. You can cavil about details, but the vigor and intellectual energy of the book is formidable. "The Tipping Point" assembles sometimes arcane findings from the Journal of Personality and Social Psychology, the Journal of Consumer Researcher, Journal of Nonverbal Behavior, American Journal of Sociology, International Journal of Criminology and Penology and other scholarly resources. It explains and builds upon research by such major social-science figures as Marc Granovetter, Jonathan Crane, and the legendary Thomas Schelling. And the project is infused with an interdisciplinary ease: a special pleasure is the unexpected juxtapositions of research in linguistics, medical science, social psychology, marketing, political science, and mathematics All of which is to say that the erudition and theoretical sophistication of this work is truly impressive. It may be aimed at "civilians," but the guy can teach us scholars a few things

Fascinating Insights!
I began reading this book at night while others were asleep, and was immediately engrossed--the next morning I could not stop babbling about it, and made everyone try the list of names in the section on "Connectors" to see how they scored. Though I came in at an abysmally low "3" myself, I did act the roles of "Maven" and "Salesman" for the book, with my own tiny circle of friends, emailing the NY Times review of "The Tipping Point", published the day I finished reading the book, to everyone I could think of, saying, you must buy this book, the way Gladwell explains himself, the anecdotes provided, was one of the most interesting things I had read in ages. When I bought "The Tipping Point", intrigued by the jacket description, but knowing nothing about it, I did not realize that Gladwell was a New Yorker writer I had long admired. But once I started in, I recognized him and remembered how I had sent on several of his articles to friends--which amused me, and is part of why I score so poorly on the "Connector test", my lack of attention to names, despite fervent endorsement of "ideas" I find, to everyone I know. Along these lines, a book that had a similar impact on me, would be "Presidential Temperament" by Keirsey and Choiniere, a blend of theory about human differences, with vivid real world examples drawn from the Presidents, a method of analysis that just makes intuitive sense of people, the way Gladwell does here with social trends, very useful information for an election year, a book I enthusiastically endorse as much as this one. ... Read more

Editorial Review

In his first book, Tony Hsieh - the hip, iconoclastic, and widely-admired CEO of Zappos, the online shoe retailer - - explains how he created a corporate culture with a commitment to service that aims to improve the lives of its employees, customers, vendors, and backers. Using anecdotes and stories from his own life experiences, and from other companies, Hsieh provides concrete ways that companies can achieve unprecedented success.He details many of the unique practices at Zappos, such as their philosophy of allocating marketing money into the customer experience, the importance of Zappos's Core Values ("Deliver WOW through Service"), and the reason why Zappos's number one priority is company culture and his belief that once you get the culture right, everything else - great customer service, long-term branding - will happen on its own. Finally, Delivering Happiness explains how Zappos employees actually apply the Core Values to improving their lives outside of work, proving that creating happiness and record results go hand-in-hand. ... Read more

Reviews

YOUR PATHWAY TO CUSTOMER HAPPINESS...which is your ultimate success
I've read about and followed Tony Hsieh for a long time...I think he is brilliant. He helped a lot of people who worked along side of him in his business to learn how to solve problems and make people happy. Whether you were close to him or you observed from afar, you had to be touched by him in some way. And now that we have his book, he is definitely making a bigger impact...and I see that as a very good thing during a recession.

If you are wondering if you should get this book, let me say that it is a delightful book, easy to read and his stories will make you smile. However, I see a bigger reason, because if you want to succeed in business (or in life for that matter) you will need to know how to solve problems and make people happy. In fact, solving problems and delivering happiness is at the core of every successful business person.

I've also been so inspired by Serendipitously Rich: How to Get Delightfully, Delectably, Deliciously Rich (or Anything Else You Want) in 7 Ridiculously Easy Steps, which was written by Madeleine Kay, along with a foreword by Joe Vitale. This book gives you that same delightful feeling of power and success as it moves you positively on a path of change. It teaches you how to make decisions that serendipitously bring you success. It also gives you practical steps that deliver happiness into your own life, which will make your business a better place to work.

A must-read for inspiration ... plus two other suggested titles for practical implementation
There has been quite a crop of customer service related books recently, as well as the classics in the field. They each have their own angle, and I'm going to use this brief review as a chance to summarize where Delivering Happiness falls in this group as well as how to complement it with a couple of other books with different approaches that make for a very well-rounded outlook in tandem.

As far as [[Delivering Happiness: A Path to Profits, Passion, and Purpose:]]
I was privileged to get a galley of this much-anticipated title. It's the story of an entrepreneur and the different paths he took (or twists in the one path, depending on how you look at it). A fascinating story, and not just because of the bezillion dollars he got selling the company to amazon. (And: how can you not like a guy who calls his warehouse WHISKY (WareHouse Inventory and Supply in Kentucky -- Page 118)? Heavy emphasis on his pursuit of happiness for himself and his staff -- very admirable and inspiring.

If you're looking to directly transform your customer service/customer experience, you may want to add to Tony's inspiring autobiography some directly actionable books to help you turn his ideas into techniques you can put into practice right away -- and that are highly consonant with Tony's pro-employee, pro-customer, outlook -- I suggest two books --one a classic, one that's new this Spring -- that can take care of this for you.

1. Exceptional Service, Exceptional Profit: The Secrets of Building a Five-Star Customer Service Organization
This, like Tony Hsieh's book, is a new title this Spring. Practical, useful insights from the insiders who created high-tech startups and The Ritz-Carlton. Contains specific prescriptions for how to handle many different customer situations like they're handled at the companies profiled inside (incl: Zappos, Ritz-Carlton, Netflix, Charlie Trotter's, Lexus,), appendices with scripts you can use right away, etc.

2. [[Customers For Life: How To Turn That One-Time Buyer Into a Lifetime Customer]]
This is an older title, and a classic: how a texas cadillac dealer, of all people, mastered great customer service. Extremely simple, but never simplistic. Has inspired many business leaders since it was written. Many pages have usable, actionable insights. If you don't have this in your library (and in your psyche) yet, why not? You can probably grab it used for next to nothing, and the wisdom is timeless enough that you hardly need the "latest revised edition" if you need to save a few dollars.

A businessman's career journey
//Delivering Happiness: A Path to Profits, Passion, and Purpose// is written by Tony Hsieh (pronounced Shay), CEO of Zappos.com Inc. His story begins by endearing the reader to who Tony Hsieh is, decisions he made along his life's path, and how he got to where he is now as a self-made, successful businessman. It ends with sound, common-sense advice with business seminar-style training and education. Hsieh takes you on a step-by-step tour through his successes and failures to convey the ebb-and-flow challenges of starting and running a successful start-up company. His humorous, witty, satirical antidotes allow the reader to take a peek into the dynamics of his company's culture with actual emails, blogs and employee comments on working at Zappos. Corporate lingo is minimally used; when it does appear, Hsieh rightly defines the meanings as if you were sitting down with him enjoying a cup of coffee and just picking his brain about his experiences. He gives business strategies for thinking outside the box, trying new, yet at times risky, tactics to get the results he envisions.

//Delivering Happiness// is one of the best business strategy books written in a long while. Hsieh inspires drive without pretense or unattainable grandeur.

Reviewed by M. Chris Johnson

good read right on
I read the book in 1 night! very interesting, he has some very good insight into customer happiness!

Inspiring Book
A good portion of the beginning of the book is setting up the direction of Tony's thought process. It reminded me a lot of myself growing up (except somewhere along the line he took a right turn and I took a left). There are some brilliant moves he took to get to where he is today. I found the book very inspiring. As an eCommerce Director myself, Tony has given me inspiration to reach for the stars! ... Read more

Editorial Review

Why do our headaches persist after we take a one-cent aspirin but disappear when we take a fifty-cent aspirin?

Why do we splurge on a lavish meal but cut coupons to save twenty-five cents on a can of soup?

When it comes to making decisions in our lives, we think we're making smart, rational choices. But are we?

In this newly revised and expanded edition of the groundbreaking New York Times bestseller, Dan Ariely refutes the common assumption that we behave in fundamentally rational ways. From drinking coffee to losing weight, from buying a car to choosing a romantic partner, we consistently overpay, underestimate, and procrastinate. Yet these misguided behaviors are neither random nor senseless. They're systematic and predictable—making us predictably irrational.

Reviews

Made me think through some things I'd overlooked about market behavior
I have been thinking about economics seriously for nearly 30 years. Classical economics is built to no small degree on the notion that people will generally act in their own best self interest, after rationally and intelligently examining their options. This fit my world view fine in my first career as an engineer (BS and MS in Electrical Engineering).

From my 2nd Career as a Business Development person (MBA), I began to have to deal with people's tendency to not entirely think things through.

Here in this book, we have a professor who runs socioeconomic tests on his MBA students. These students are smart enough, worldly enough, experienced enough, and educated enough to approximate the standard economic assumptions and produce reasonably rational behavior.

Guess what. Even among broad experiments conducted on multiple MBA classes over time, one can predictably pre-bias the outcome of a particular run of a socioeconomic experiment by what seeds you plant in the class members' minds before the experiment. For example, in one experiment in estimating prices, the author requires his students to write the last two digits of their social security numbers on the top of the paper. Simply the act of writing a high number (e.g., 88) versus a low number (e.g., 08) produced statistically significant correlatable influences on the students' later price estimates. Those compelled to write "88" at the top of their papers would reliably estimate higher prices than those compelled to write "08" at the top of their papers, to a statistically significant degree.

Extrapolating to "real life." Watching Fox News will tend to make you more conservative without you knowing it. Watching MSNBC news will tend to make you more liberal without you knowing it.

If you want to understand "real truth," you are just going to have to do a little more than self-select your news feeds. You are going to have to seriously consider a diversity of viewpoints.

Moreover, if you have Social Darwinist beliefs as I once did, you may need to re-think the concept of the Poverty Trap. Early pre-conditioning really does make a difference.

Here is the way I think of it as an Engineer. Classical Economic Theory is analogous to Classical Newtonian Physics. There is nothing badly wrong with it, and it is a good approximation for most real world problems at the middle of the distribution.

However, General Relativity is indeed more correct that Classical Newtonian Physics, and the additional knowledge makes a real difference in certain special cases. And, those special cases are sometimes the really important ones. Likewise, Behavioral Economics is adding something very valuable to our knowledge of Classical Economics.

Read this only if you are brave enough to contemplate that the world might be a little more complex than we wish it were.

An excellent book which provides valuable insights
This book and Dan Ariely have recieved a lot of media attention, so I approached the book with some skepticism, thinking that it might be overhyped. I'm pleased to report that my skepticism turned out to be unwarranted.

The book has many strengths, the main one being that it convincingly presents many ways people are wired and/or conditioned to be irrational, usually without even being aware of it. This eye-opening revelation can be a bit disheartening, but the good news is that we can fix at least some of this irrationality by being aware of how it can arise and then making a steady effort to override it or compensate for it. That's not an easy task, but it can be done. As a simple example, I've programmed a realistic exercise schedule into my PDA, and I've been very consistent with my exercise because of that. The PDA imposes a discipline on me which I couldn't otherwise impose on myself (as I know from experience).

The book is also well written, and I would even say enjoyable to read. The many experiments described in the book are presented in a lively way which elicits interest, and Ariely goes into just the right amount of detail -- enough to convey the basic experimental designs, results, and plausible interpretations, without boring the reader by getting into esoteric points which are more appropriate for journal papers.

The one criticism I have of the book, which applies to most of Western pscyhology, is that most of the described experiments used US college students as subjects. That raises a serious question regarding the extent to which the results can be generalized to people of the same age who aren't college students, people of other ages, and people outside the US. Study of cultural psychology reveals that differences due to these factors can be profound, and Ariely himself notes a Korean study where such differences were observed, but he doesn't really elaborate on the point.

Despite this one criticism, I think this is an excellent and authoritative book, and among the better ones in the "why smart people do dumb things" genre, so I highly recommend it. The insights revealed are both fascinating and practical, if you can muster the discipline to apply them.

Brilliant look into behavioral economics
I enjoyed this book in much the same way I enjoyed Freakonomics. Whereas Freakonomics explores real-life examples of economics, Ariely's book discusses experiments that demonstrate principles of behavioral economics.

Ariely shows through a series of experiments that people are not the rational consumers of legend. People predictably overvalue things they already own, go after free things even if there's a better deal available, and do many other things that don't make sense. People's reactions are consistent, thus predictable, even if they're not optimal from a pure economic viewpoint - hence the title of "Predictably Irrational."

Throughout the book, Ariely discusses how the failure of many economists to consider behavioral economics has led companies and governments to bad decisions. Policies that seem appropriate if everyone were to make emotionless decisions fall apart when you consider that people are, well, human.

In Ariely's acknowledgments, he lists several people who helped him figure out how to write in "non-academese." Having read many books written by professors, I'd say he received excellent assistance in this area. His writing style is engaging and easy to follow.

This was one of the best books I read this year.

This was really an eye-opener
We like to believe that we are rational. Many investment philosophies are based on efficient market theory, which assumes that market participants are well-informed and act rationally. I always found efficient market theory to be flawed, because when I looked at individual investors, I would get surprised more and more every day by how irrational their behavior was. So how it is possible for markets to be efficient, when most investors I know are completely irrational? Well, this book has some really good explanations.

The author of this book shows us that even though we believe that we act in a rational way, in reality we act in predictably irrational way. As a result of this irrationality, we frequently make poor decisions with our money, life partners, and health. For example, we tend to overvalue things that we own. We might be made to believe that something works even when it doesn't. A placebo is perfect example.

This book was really an eye-opening experience. We all do the things the author talks about. As I read this book, I kept catching myself and saying, "Yes, I did this, too." I enjoyed reading this book, and I would recommend it.

- Mariusz Skonieczny, author of Why Are We So Clueless about the Stock Market? Learn how to invest your money, how to pick stocks, and how to make money in the stock market

Lots to think about
It is a fantastic read, some people have a problem with the authors' assumptions and methods but I think they are trying to dig too deep and they appear to have forgotten this is a new way of thinking. The only thing I would like to see different in the book is more detail on the experiments, some of them we read the results and their interpretation of the data, but it would be nice to see how the info was gleaned.

Phenomenal Book
Probably the best book I've read yet on behavioral economics. Each chapter is well organized around a specific topic and incredibly thought provoking. I highly recommend it. ... Read more

Editorial Review

Influence, the classic book on persuasion, explains the psychology of why people say "yes"—and how to apply these understandings. Dr. Robert Cialdini is the seminal expert in the rapidly expanding field of influence and persuasion. His thirty-five years of rigorous, evidence-based research along with a three-year program of study on what moves people to change behavior has resulted in this highly acclaimed book.

You'll learn the six universal principles, how to use them to become a skilled persuader—and how to defend yourself against them. Perfect for people in all walks of life, the principles of Influence will move you toward profound personal change and act as a driving force for your success.

Reviews

A Superb Text About Influence
As I sit here and write, I wonder why I did not draft this review long before now. I read Cialdini's book about five years ago and have been hooked ever since. It is simply a superb book about influence.

Cialdini believes that influence is a science. This idea attracted me. As a rhetorician, I have always thought of persuasion as more of an art. Cialdini, however, makes a first-rate case for the science point of view. But maybe most importantly, he makes his case in a well-written, intelligent, and entertaining manner. Not only is this an important book to read, it is a fun book to read too.

He introduces you to six principles of ethical persuasion: reciprocity, scarcity, liking, authority, social proof, and commitment/consistency. A chapter is devoted to each and you quickly see why Cialdini looks at influence as a science. Each principle is backed by social scientific testing and restesting. Each chapter is also filled with interesting examples that help you see how each principle can be applied. By the end of the book, I had little doubt that these are six important dimensions of human interaction.

I highly recommend this book to all professionals. It does not matter if you are a manager, sales person, pastor, or non-profit volunteer. The ideas in this book, once applied, will make it easier for you to accomplish your goals. In a video featuring the author, Professor Cialdini even goes so far as to promise that these principles can help you influence the most resistant of all audiences--your children.

With a claim like that, who wouldn't be intrigued?

My advice is to read this sooner rather than later. You will be quite glad you did.

Deep AND readable; I'm persuaded!
Most books of applied psychology fall prey to one of two weaknesses: Either they lack scientific content (or over-simplify) or they present solid information in an academic manner that readers find difficult to absorb and apply. Robert Cialdini's book stands out brilliantly from these books. Combining wide and deep scientific scholarship with an engaging, lucid, and personal style, Influence may be the single best work on the topic. The intent of the book is to show how we can understand and defend against pervasive non-rational influences on our decision-making. Of course the same principles could be applied to market products or influence colleagues and rivals either in place of or in addition to genuine reasons. One sign of the range of the book is the fact that Cialdini doesn't get to the famous Milgram experiment on "Obedience to Authority" until p.208. The book concentrates on several factors that evolution and culture have drilled into us to produce compliance for good reasons, but which can be abused by "compliance professionals": reciprocation, commitment and consistency, social proof, liking, authority, and scarcity. Any reader will find the research results stunning and frightening. Fortunately, Cialdini concludes each compelling chapter with hints on "How to say no". No matter how intelligent you are, you have undoubtedly fallen for many of these techniques used deliberately or accidentally. How many poor business investment decisions, product purchases, or strategic moves have been influenced by non-rational factors? You have to read this book. Why? Because I've done you a favor with this review and you owe it to me; you can't say you're a rational person if you don't; everyone else is reading it; I'm attractive, friendly, well-dressed, similar to you, and you like me; I'm an psychology expert and I recommend it; and you need to buy it now before all copies are sold!

Required Reading for the Intelligent Consumer
The human mind is a wonderful thing, capable of the most wonderful thought processes and ideas. Yet the brain is on automatic pilot for most situations. That allows the conscious mind to really focus. The drawback is that some people will use our conscious inattention to sneak one by us, like a fastball pitch to a hitter looking for a change-up.

Influence, the book, is very useful in this regard, because it uses interesting examples to help us be aware of our own tendency to let automatic pilot thinking take over.

Since I first read this book many years ago, I have been watching to see if the circumstances I see support or invalidate Professor Cialdini's points. By a margin of about 9 to 1, Cialdini wins.

Given that we are easily manipulated by our desire to be and to appear to be consistent with our past actions and statements, swayed by what the crowd is doing, and various other mechanisms, the only way we can be armed against unscrupulous marketing is to be as aware of these factors are the marketers are.

At the same time, I appreciated how the book explores the ethics of when and how much to apply these principles. Without this discussion, the book would come off like Machiavelli's, The Prince, for marketing organizations. That would have been a shame. By dealing with the ethics, Professor Cialdini creates the opportunity to educate us intellectually and morally. Well done!

I have read literally dozens of books about marketing and selling, and I find this one to be the most helpful in thinking about how influence actually works. Even if you will never work in marketing, you will benefit from reading this book in order to better focus your purchases and actions where they fit your needs rather than someone else's.

SEMINAL.
This is most certainly not only a book about negotiation, it is for anyone interested in a gripping read about human psychology and our subconscious response to external stimuli. An interesting example: if you are at a party and you begin talking with a member of the opposite sex whom you find moderately attractive, it is very likely that your initial assessment of this person will decrease when a "beautiful" girl or guy ambles over to join the conversation. Obviously the first person did not morph into someone physically different, but did become comparatively less appealing when smothered in the shadow cast by the "beautiful" person.

While "Getting to Yes" and "You can negotiate anything" were flush with such interesting real-life nuggets and the best on offer in their time, "Influence" would rate as my personal favorite that conceptually digs deep into the art of persuation.

For one thing, Cialdini's writing style is entertaining and exudes common sense. Which makes it worth the ride for just about anyone interested in an intelligent read. I'd even venture to say that he comes across as accessible as Thomas Schelling ("Strategy of Conflict", "Choice and Consequence") in the kinds of intuitive but compelling examples that he uses to illustrate his points.

For another, this is one of the rare books that explain the *psychology* of WHY and HOW human beings/animals respond the way they do. What is different about his hypotheses? Cialdini breaks down his analysis into 6 broad principles consciously or subconsciously employed by people to persuade their counterparts (consistency, reciprocation, social proof, authority, liking, and scarcity) and then discusses each of these principles in term of its ability to elicit "automatic, mindless compliance" from us. And if you do not feel that simply being aware of such compliance tactics is defense enough, he goes on to offer useful, practical shields in a scattering of sections such as "How to Say No".

This is an incredibly useful book that one can only hope does not fall into the hands of one's adversary. Clearly required reading for anyone involved in the business of persuasion (marketing/sales, diplomacy, strategy etc) and highly recommended for everyone else.

Great and scary
Great and unnerving at the same time, the book is filled with various studies in the field of social psychology. I cannot recommend this book too highly; an entertaining and informative read. If you've ever been snookered into buying a copy of the Bhagavad-Gita in a bus station or found yourself purchasing a timeshare condo against your better judgement (or the thousand other unneeded sales we've all been hit with at some time or another), this book is for you. It gives a structure to the various cultural instincts we have and how these can be subverted. On a more positive note, it is also useful for understanding how to best get your own message across (while avoiding being manipulative). For example, after reading it I now tell my children "clean your room, because...", as using "because" makes the request more effective (oddly enough, regardless of the reason given after the word "because", at least in theory. I haven't tried "because the moon is full" yet). I plan to give this book to my children when they graduate from high school (if not sooner).

Absolutely Convincing
Robert Cialdini, presents very basic mechanisms that we use to make our lives simpler. Those same mechanisms can be used by "compliance professionals" in a way that seems very natural to us.

The Book Dissects 6 weapons of influence, namely; Reciprocation, Commitment and Consistency, Social Proof, Liking, Authority and Scarcity.

The book will protect you from being ripped off and will make you wiser and more aware of the psychological mechanisms taking place around you.

The Best Book I've Ever Read (Twenty Times!)
Robert Cialdini's book is not only entertaining to read, it reveals exceptionally useful psychological fundamentals. His research studies how and why people agree to things, and is not inclusive to any one area of life. His book explains the psychological triggers that influence people to comply with requests, and also covers how these triggers are used and abused.

As a developmental trainer, I have found his work exceptionally insightful. It has helped me understand why certain management & sales techniques work, and sheds light on how we all are subject to these powerful psychological responses. The examples that he cites are powerful: all are well researched, easy to understand, and many are quite entertaining! If you are interested in affecting human behavior in anyway, this book is a must read. I originally read it nearly 10 years ago, and have read the book several times since.

Have you ever wondered why you've donated money to an organization you didn't even care about because they gave you a simple trinket? Ever found yourself "overpaying" a favor you received from another? Have you ever wondered why we all feel compelled to "keep up with the Jones," or why that special toy everyone wants for Christmas is so hard to get?

My company has a core set of values that we expect over 1500 people to follow, and none of our efforts would be possible without understanding his research and applying the principles of commitment & compliance. Salespeople, supervisors, executives, and anyone even remotely involved in influencing the behavior of others should IMMEDIATELY read this book.

How to get your way
This is the sort of book one is inclined to wish one had read carefully at a young age. All successful people have developed skills to get what they want. As a young man for a while I got my way with a particular person by advising "A" when what I really wanted was "Not-A". But Robert Caldini's great book lays it all out systematically, and I guess I now regard the A/Not-A device as an example of abnormal psychology at work.

Caldini starts by saying: "I can admit it freely now. All my life I've been a patsy." An "easy mark...." This "long-standing status as a sucker" made Cialdini interested in the "psychology of compliance." Why do requests put one way mostly fail while a slightly different approach often wins? For nearly three years Cialdini combined experimental studies with "systematic immersion into the world of compliance professionals - sales operators, fund-raisers, recruiters, advertisers, and others."

There are thousands of different tactics used by those aiming to get someone to say "yes", but the majority fall within six basic categories, each of which is governed by a "fundamental psychological principle that directs human behaviour and, in so doing, gives the tactics their power." The principles are consistency, reciprocation, social proof, authority, liking and scarcity. This list deliberately does not include "the simple rule of material self-interest" since this is an obvious motivator not worthy of detailed examination. (As an economist, I am put well and truly in my place by this observation. One assumes that, as in the famous story, Cialdini chose to experiment on economists rather than rats since one gets to like rats after a while.)

Chapter one is entitled "Weapons of influence." Animals and people (even economists!) operate with certain automatic rules that usually produce a good result. Often in this book Cialdini introduces experiments from animal or people studies to buttress the psychological arguments. In this chapter he discusses how mothering behaviour in turkeys is triggered by the "cheep-cheep" sound of young turkeys, a response often observed in the Thornton household, incidentally.

A reflex of many people, especially it seems Americans on holiday, is to use the rule "expensive = good." In fact the example that starts chapter one is of a seller of jewelry who accidentally doubled instead of halved the price of some jewelry it was proving hard to move. After a short absence from her shop, to her surprise she found that the previously difficult-to-move items had all been sold.

Another rule is that people are more likely to agree to a request if a reason is given - "People simply like to have reasons for what they do." So if you need to go to the top of the queue, give a good reason, and most of the time people will let you in. In fact, the research cited shows it was the use of the word "because" rather than the inherent strength of the reason that produces this result.

Then there is "the contrast principle." An example from the retail world illustrates. Salespeople in retail stores are often instructed to sell the most expensive item first. Having paid a lot for a suit, for example, most people it seems pay more for shirts and ties than if they started with those relatively inexpensive items first. Car dealers first sell you the car, then add the optional extras. With a different use of contrast, real estate salespeople start by showing you the undesirable properties first - they have a set of these, called "set-up" properties.

The process of using "weapons of persuasion" is subtle, not crude. "With proper execution, the exploiters need hardly strain a muscle to get their way ... the approach is not unlike that of the Japanese martial art form called jujitsu."

And now to the principles themselves. Each chapter starts with a nice quote, that I have reproduced.

Reciprocation - "Pay every debt, as if God wrote the bill." - Ralph Waldo Emerson

The rule of reciprocation "possesses awesome strength." This is not basically related to liking - people are programmed to respond positively to a request if they have previously accepted a gift even from a stranger. The famous case is the Krishna organisation whose members give people a flower or a book before asking for a donation - works like a charm apparently.

Retailers know the power of the "free gift" - eg the cubes of cheese in food halls, the wine tasting in wine shops or at wineries, the Amway phenomenon, the power of the Tupperware party.

Politics works like this also - "logrolling" being a powerful American example, Lyndon Johnson being the master of this game. The power of the political donation in Australian politics shows this is not just an American trait, although I suspect reciprocation reaches its highest art form there.

A more subtle version of reciprocation comes when one feels bound to respond to a concession. "Will you buy my raffle tickets for $10?" "No" "Will you but two chocolate bars for $2?" Often one does, the original requestor having made a concession one is forced to match.

The most stunning example given by Cialdini concerns the Watergate break-in. Apparently G Gordon Liddy first presented an absolutely outrageous plan. When he was told "no" he later came back with a less costly but still outrageous plan. After a second "no" he finally came up with a stupid but even less expensive plan which several apparently sane men approved.

This chapter ends with a section on "How to say no."

There is another famous quote that says something like: "No good turn goes unpunished." Cialdini does not discuss this apparent contradiction of the reciprocation principle - perhaps it is another example of abnormal psychology.

Commitment and Consistency - "It is easier to resist at the beginning than at the end." - Leonardo da Vinci.

Two Canadian psychologists have shown that , immediately after placing a bet, punters become far more confident about the chances of the horse they back Humans have, Cialdini asserts, a "nearly obsessive desire to be (and to appear) consistent ..." This is another example of a trait that in many circumstances is useful and adaptive. "Without it our lives would be difficult, erratic and disjointed." Too much thinking is difficult. But there is a more perverse attraction of mechanical consistency. "Sometimes it is not the effort of hard, cognative work that makes us shirk thoughtful activity, but the harsh consequences of that activity. Sometimes it is the cursedly clear and unwelcome set of answers provided by straight thinking that makes us mental slackers."

But the forces making for consistency can readily be exploited. Cialdini provides a nice example of how toy stores use this principle to boost post Christmas sales. (Coles Meyer, if you do not know this trick, now is the moment.) But what is it that produces the "click that activates the whirr of the powerful consistency tape?" "Commitment" is the answer. If we take a stand, we are likely to behave in ways stubbornly consistent with that stand.

Telephone marketers routinely ask: "How are you feeling this evening, Mr Jones?" Apparently, once you have said you feel fine, it is hard to refuse to give to the anti-cancer fund or to help a third-world orphan, even thought the initial question and answer were for all appearances a stylized exchange. The researchers have, incidentally, tested whether or not it is the politeness of the initial approach that does the work - no it is not, it is his initial response that has committed Mr Jones.

Cialdini goes on to examine the far more serious issue of how to get prisoners of war (POWs) to cooperate with their captors. The Chinese did a far better job of this than the North Koreans during the second world war - by asking first for a minor act of compliance (which was rewarded) and gradually upping the ante. An important part of the process was that the minor commitment initially achieved was made public - people's written and public commitments being far more powerful than private, unwritten ones. And small inducements are often far more powerful than large ones - since if the inducement is large one will feel one has been paid for the act of compliance, not accepted it as a firm commitment.

This chapter looks quite deeply into the techniques used as well as their application in business situations - eg when people sign on to challenging KPIs. Again it ends with a section on how to say no.

Social proof - "When all think alike, no one thinks very much" - Walter Lippman

TV producers use canned laughter, bar-people often "salt" their tip jar at the start of a shift and evangelical preachers have been known to seed their audiences with "ringers" who are programmed to come forward and commit at the right moment. Cialdini examines the famous case of a cult that has wrongly predicted the end of the world. When this did not occur, the group had to establish another truth, which in this case was a crusade to persuade the world about their peculiar beliefs.

The principle of "social truth" works especially well in conditions of shaken confidence and uncertainty - in the previous example when the beings in flying saucers did not arrive on schedule.

This example leads on to a far more horrible case, that of the murder of Catherine Genovese in New York City in 1964. "For more than half an hour thirty-eight respectable, law-abiding citizens in Queens watched a killer stalk and stab a women in three separate attacks in Kew Gardens." No-one called the police during the murder, and only one witness called after the women was dead. Everyone was stunned and the witnesses themselves could not explain their inaction. The newspapers seized on the theme of an "uncaring" society.

Two psychologists examined the case. To them the really odd thing was that there were 38 witnesses, none of whom did anything. They found two reasons for the lack of action. When there are more than one person witnessing a crime, personal responsibility is diluted. This is a common issue - eg when a group is asked to do something without someone nominating who is responsible. "(Shared responsibility is no responsibility") But the second reason is more interesting and involves what psychologists call the "pluralistic ignorance effect." At times of uncertainty, people naturally look round to see how others are reacting. If others seem calm and unruffled, one is inclined to act the same way and to convince oneself that the event in question is not really an emergency.

The chapter goes on, covering another example of the consequences of "social proof" - the well documented case of sudden jumps in apparently accidental deaths in the period immediately after a newspaper or TV account of a suicide

A final horrible example concerns the mass suicide in Jonestown.

Learning how to resist the automatic pilot of social proof might be vital. There is also a message for anyone in danger in a crowded situation - do not issue a general cry for help, but try to focus on one person and ask him for explicit help.

Liking - "The main work of a trial attourney is to make a jury like his client" - Clarence Darrow.

Most of us prefer to say yes to the requests of those we like. This principle works, however, when used by total strangers - eg if he pays one a compliment such as "That is a great suit/haircut/car, etc. This much is obvious, but Cialdini goes on to apply it to important matters like the impact of school desegregation upon racial tension, the "good cop/bad cop" situation and the behaviour of sports fans.

How to say no is handled deftly, as usual. ("Say no")

Authority - "Follow an expert" - Virgil.

Again the simple point is obvious, but we learn of more subtle and insidious effects involving the use of fake titles, film stars advertising coffee and trappings of con-men such as flash cars.

Scarcity - "The way to love anything is to realize it might be lost" - GK Chesterton.

This is a ripper chapter, containing as it does the scheme used by the author's brother to fund his way through collage and some severely practical advice on how to deal with toddlers and teenagers.

The scarcity principle is understood by all of us, even economists, who associate scarcity with high prices. But what would you think of a collage student who purchased second hand cars, gave them a cut and polish and advertised them for sale at a distinctly higher price than he had paid? His secret weapon was to ask everyone who responded to his ad to arrive at, say, 2 PM. The first guy to arrive was shown the car and while he was looking another prospective buyer would arrive. Then another. The first guy would be told a queue is forming and given a few more minutes to make up his mind. You could imagine the anxiety that built up in the potential buyers' minds. If the first guy did not buy, the second one almost always did.

This chapter goes on to provide advice on coping with the "terrible twos" and the teenage years based on the theory of "psychological reactance" that is linked to scarcity in some interesting but non-obvious ways. The link concerns the loss of freedoms, and withdrawal of privileges is a classic case of loss of freedom leading to psychological reactance."

.Cialdini relates this to the Russian counter-revolution that restored Gorbachev to power ("Freedoms once granted will not be relinquished without a fight.") Another case concerns the close bonding between Romeo and Juliet in the face of parental opposition to their relationship. ("... the teenager will sneak, scheme, and fight to resist ... attempts at control.") Another interesting example concerns directions to a jury to ignore a particular piece of evidence - the conjecture in this case is that such directions may in fact make the jury give greater weight to the banned evidence.

I have provided a far longer account of this book than I intended at outset. To a mere economist, who is drilled to assume the simplest possible mental models of behaviour - "maximising welfare, "simple self-interest" - both the examples as well as the logic and clever experiments are full of interest. If it is too late for you to benefit, give this book to a much loved member of the younger generation.
... Read more

Editorial Review

This is the eBook version of the printed book.

Customers demystified! How you can move them to buy...buy more...and keep on buying!

• The truth about what customers really want, think, and feel
• The truth about keeping current customers happy—and loyal
• The truth about the newest trends and advances in consumer behavior

Simply the best thinking

THE TRUTH AND NOTHING BUT THE TRUTH

This book reveals 50 bite-size, easy-to-use techniques for finding and keeping highly profitable customers

“Michael Solomon’s The Truth About What Customers Want contains great insights into consumer behavior and is a must-have tool for anyone working in a consumer-driven field. His 50 truths take the guesswork out of marketing intelligence and give insight into navigating today’s technology-driven world.”

Tim Dunphy, Senior Marketing Manager, Consumer Insights, Black & Decker

Introduction ix

Truth 1 Your customers want a relationship, not a one-night stand 1

Truth 2 Design it, and they will come 5

Truth 3 Sensory marketing–smells like profits 9

Truth 4 Pardon me, is that a breast in your Coke? 13

Truth 5 One man’s goose… 17

Truth 6 Throw ‘em a bone, and they’ll no longer roam 21

Truth 7 Stay in their minds–if you can 25

Truth 8 These are the good old days 29

Truth 9 Why ask why? Understand consumers’ motives to meet their needs 33

Truth 10 He who dies with the most toys wins 37

Truth 11 Your customers are looking for greener pastures 41

Truth 12 “Because I’m worth it” 45

Truth 13 Love me, love my avatar 49

Truth 14 You really are what you wear 53

Truth 15 Real men don’t eat quiche (but they do moisturize) 57

Truth 16 Girls just want to have fun 61

Truth 17 Queer eye for the spending guy 65

Truth 18 Yesterday’s chubby is today’s voluptuous 69

Truth 19 Men want to sleep with their cars 73

Truth 20 Your PC is trying to kill you 77

Truth 21 Birds of a feather buy together 81

Truth 22 Sell wine spritzers to squash players 85

Truth 23 They think your product sucks–but that’s not a bad thing 89

Truth 24 When to sell the steak, when to sell the sizzle 93

Truth 25 People are dumber than robots (lazier, too) 97

Truth 26 Your customers have your brand on the brain 101

Truth 27 Let their mouseclicks do the walking 105

Truth 28 Nothing shouts quality like leather from Poland 111

Truth 29 Consider investing in a drive-thru mortuary 115

Truth 30 Go to the Gemba 119

Truth 31 Your customers want to be like Mike (or someone like him) 123

Truth 32 Go tribal 127

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Reviews

Fascinating insights on shoppers' brains
I thought this would be a great book to read just before Black Friday, in the hope of toning down my spending by making me more aware of what was going on 'behind the scenes'. It turned out to not really be that kind of book, but it was very, very interesting, and a quick read. The book is broken out into 50 mini-chapters, each covering a 'rule' of marketing - with examples of what works and what doesn't. After each part of the explanation, there's a one-or-two-sentence summary (a sound bite) of what was just explained. I read this primarily for fun, but I'm sure it would be a good book for anyone in any type of marketing position as a 'refresher course'. This is a very easy read, written in an approachable, conversational tone (all jargon is defined, and minimal technical terms are used). There's enough 'meat' in here to make you stop and think about your own buying tendencies and enough info to make you step back a bit and think about why you do what you do.

Definitely recommended!

Note on Kindle formatting: No issues noted. Perfect, or nearly so.

For marketers and readers to understand consumer behavior in the 21st century
The premise of this book is that the most effective way for intrepid marketers to promote their products and services is to understand consumer behavior. This book covers 50 timely and innovative marketing techniques for marketers to understand how consumers see, feel, and think when searching for and selecting their preferred products and services.

To Professor Solomon, how and why consumers flaunt to select different products and services are predicted on how they perceive and interpret values to be associated with the products and services that can satisfy their needs and desires. The perception and interpretation of values are influenced by interpersonal and intrapersonal stimulus together with other environmental factors. In looking at consumer behavior, Professor Solomon blends elements of psychology, social psychology, anthropology, economics, and culture to debunk some of the pervasive myths about how consumers see, feel, and think their needs and desires to be satisfied. In a technology-driven world, customers tend to voice their opinions products and brands on blogs and social networking sites (truth 23 and 35). Some of the opinions can be enormously influential because the process of consumer choices is partly influenced by what others say and do (truth 31 and 34) and consumers like to follow others (truth 33) due to fear of deviance and group pressure. Many of the purchase decisions consumers make might not be rational (truth 25). In terms of culture, consumers in different parts of the world have homogeneous tastes but varying ethics (truth 44), convention, and customs in different countries result in heterogeneous product preference (truth 50). Some of the contemporary consumer activities are very ritualistic (truth 48) and they resist product innovation. Novice consumers tend to rely on country-of-origin information to infer specific product attributes (truth 28). In terms of market segmentation, the rich are different in their motivation to consume. Nouveau riches flaunt their wealth to buy luxury products to provide visible evidence of their ability to afford luxury goods (truth 43) whereas old-money families identify products and services with their lifestyles or aesthetic preferences. Low-income families can be very profitable to marketers because consumers spend staples such as such as milk and tea at the same rate as average-income families (truth 42).

This book covers different successful and failure marketing cases and Professor Solomon bases on sound consumer research to provide marketers with grounding evidence on how to succeed in this dizzy market environment. For instance, truth 30 introduces Dell's Idea Storm and Host Foods' Gemba techniques to figure out how consumers experience products and services in order to lower level of customer dissatisfaction. Truth 1 analyses why Apple can be more successful than Sony in the digital music player market and how solid marketer-consumer relationships can trump technical prowess. This book is a must-have tool for marketers and readers who wants to understand consumer behavior in the 21st century.

Fifty snappy insights on customer decision making
If you kept this by your desk and read a short essay every week, it would last you a year (given a quick vacation) and you'd be able to absorb each of consumer behavior lecturer Michael Solomon's 50 "truths" at a steady, thoughtful pace. Each well-researched insight is designed to stand alone, as opposed to fitting into an overall, conceptual presentation or some governing framework. Still, the temptation is to read them all at once, given the intriguing stories Solomon tells along the way. Despite offering his material in short, disconnected chapters, he shares a lot of solid content and expands on some of his juicier subjects by packing in telling, detailed stories, case histories and information. getAbstract finds that this collection of ideas, notes, facts and findings includes some arresting insights, and recommends it for quick hits of marketing inspiration, either spread over time or happily taken in over a weekend. ... Read more

Editorial Review

For marketers, The New Rules of Marketing and PR shows you how to leverage the potential that Web-based communication offers your business. Finally, you can speak directly to customers and buyers, establishing a personal link with the people who make your business work. This one-of-a-kind guide includes a step-by-step action plan for harnessing the power of the Internet to create compelling messages, get them in front of customers, and lead those customers into the buying process. ... Read more

Reviews

A to Z assistance for any business
More than anything, The New Rules of Marketing & PR ties things together. The book provides an easy to understand yet comprehensive view of the new online marketplace--a landscape that can appear quite bewildering, even to marketing specialists. With so many options at our fingertips (literally), where do we start? Blogs? Podcasts? Public relations? SEO? Paid search? Viral marketing? The list goes on. To make matters worse, technology is changing and new tools are developing almost every day.

In the early chapters, David takes a high altitude look at online marketing options, showing us how they developed, why they're important, how they work, and why they work. In later "Action Plan" chapters, he jumps into the trenches and shows us how to actually use the tools and implement programs. Throughout, he uses detailed case studies to illustrate not only the programs but the amazing results they can achieve.

But it isn't just the latest and greatest technologies that are crucially important. Public relations, for example, has been around since Gutenberg but for the first time is practical for a small company. Traditional PR was cost-prohibitive and dependent on unreachable key media contacts. But in the new world--

"...your primary audience is no longer just a handful of journalists. Your audience is millions of people with Internet connections and access to search engines and RSS readers." (Chapter 5)

Today, public relations may be the single most underutilized tool in the marketing arsenal.

Another "old" technology David brings us up to speed on is the corporate Web site. In fact, the three most important points I got out of The New Rules of Marketing & PR have enormous implications on traditional Web development.

Those key points are--

1. The most important New Rule is CONTENT. Design is important. Technology is important. But without extraordinary content, you're doomed.

2. Interruption marketing (think spam and pop-up ads) has given way to consumer-driven marketing. Yippee! "The Web is different. Instead of one-way interruption, Web marketing is about delivering useful content at just the precise moment that a buyer needs it." (Chapter 1)

3. The starting point for any New Rule program is to create customer personas. If you're going to have extraordinary content that motivates buyers to take action, you'd better know your customers inside-out.

David explains how these three principles should influence not only your corporate Web site, but every other online program you undertake.

Thankfully, David is understandable as well as instructive. One reason I've enjoyed his blog for over a year is his conversational, entertaining writing style. He makes learning easy (which is harder to do than you might think). Anyway, his book is just like his blog--illuminating and fun.

The New Rules of Marketing & PR presents the most complete picture of any book I've read. For the marketing specialist, it will fill in the gaps. For the generalist, it will open up a whole new world.

What a Wake-Up Call!
By embracing the strategies in this book , you will totally transform your business. David Meerman Scott shows you a multitude of ways to propel your company to a thought leadership position in your market and drive sales - all without a huge budget.

From my perspective, the best thing about this book is that everyone can gain value from it. There are so many places you can start applying these new rules of marketing and PR. For example, I'm an experienced blogger, considered an expert in my field and already have a strong online presence. Yet I'm immediately going to start applying the lessons in Chapter 14: How to Use News Releases to Reach Buyers Directly.

Here's what else I like about this book:

1. The author includes numerous examples from a variety of businesses in different industries & sizes that have all used these strategies for success.

2. The book shows you multiple venues to reach your buyers directly. This circumvents the high costs of mainstream media enabling firms who are running bootstrap operations to compete with the big boys.

3. The "how to" guidelines on leveraging news releases in a web-based world are excellent. You'll learn how to create news on a regular basis, capitalize on various distribution services, focus on key words/phrases in your writing that are used by your buyers, and incorporate social media tags.

4. The insights on optimizing a website's online media room for search engines is another easy-to-implement technique with high payback.

In summary, I guarantee you that your investment in this book will be paid back many times.

~ Jill Konrath, author of Selling to Big Companies

What everyone with a web site needs to know...in clear, simple language!
Waste of time for small business owners, this is more for bigger company that has millions of marketing budget. A lot of theory, but few practical stuff that I can actually do without money. Instead I would recommend Word of Mouth Marketing by Andy Sernovitz, I found it to be a lot more helpful for my business. There are things in there I can actually start doing right away to better my business.

Never pay for Marketing & PR again!
For those who read David's Web Ink Now blog [...], the themes of this book will be familiar. David released an eBook, the New Rules of PR, last year, focusing on direct-to-consumer press releases. That eBook, plus all of his experiences in viral marketing have led to this new book.

The book expands beyond PR to include online marketing, viral marketing and leveraging content. As David points out, in this new environment, these areas are all converging. A news release, posted to your website, simply becomes marketing content to the reader. As with his previous book, Cashing in With Content, Scott uses compelling real-world examples to demonstrate the benefits of these methods.

Roughly half the book is focused on putting these concepts to practice in your own environment. These ten chapters provide specific guidance for understanding buyer personas, using content to position your company as a thought leader and writing content that will resonate with your buyers. There are also hands-on chapters on blogging, podcasting and leveraging social networking sites.

The New Rules of Marketing and PR covers a lot of ground in less than 300 pages. For traditional marketers and executives, the book is an accessible guide to the emerging models. For those knee-deep in online marketing already, the New Rules serves as a useful checklist of tips and tools to ensure that your marketing, PR and content are working together to help you achieve your goals.

[...]

Excellent book for anyone doing business online
Sending a "dash and blast" press release to a reporter's already overflowing email inbox no longer cuts it.

To survive in today's "user generated content" world you have to join your buyers and customers in their world -- that is, online, where they are reading and commenting on discussion boards, updating Wiki entries, and writing blog posts.

Miss or ignore a negative post and you can potentially see millions of dollars drain from your corporate coffers.

What I liked about this book is that David explains how all the new techhologies and old media can work together -- RSS in media rooms, corporate blogs and PR, and podcasting and branding -- to help buyers find your company's products and services.

He gives practical advice on how to pitch the media (hint: don't spam them with untargeted press releases), how to monitor and respond to discussion forums, and how to monitor the blogosphere for "viral eruptions."

Whether you're a corporate PR pro or a small business owner, this book will help you navigate your way through the new methods of reaching your customers. ... Read more

Editorial Review

Create bold web content and build a loyal customer base online

Blogs, YouTube, Facebook, Twitter, and other publishing platforms are giving everyone a "voice," including organizations and their customers. So how do you create the bold stories, videos, and blog posts that cultivate fans, arouse passion for your products or services, and ignite your business?

Content Rules equips you for online success with a one-stop source on the art and science of developing marketing content that people care about. This coverage is interwoven with case studies of companies successfully spreading their ideas online-and using them to establish credibility and build a loyal customer base.

• Learn the art of storytelling and the science of journalism
• Find an authentic "voice" and craft bold content that will resonate with prospects and buyers and encourage them to share it with others
• Leverage social media and social tools to get your content and ideas distributed as widely as possible
• Written by the Chief Content Officers of marketingprofs.com

Boost your online presence and engage with customers and prospects like never before with Content Rules. ... Read more

Reviews

Insanely Great Look at Creating Content
I should preface this review by saying I have been podcasting and creating content for the web for over five years now, and that I regularly help clients do the same. This said, I was expecting Content Rules to be a good book on the subject, but perhaps one of those that did not speak to me, because of my experience. I was wrong- Content Rules speaks to everyone- even seasoned content creators, by providing the metrics we may know around content creation, but haven't yet articulated, and helps make the case for content for everyone from people getting their feet wet on the Web for the first time, to those who are looking to raise their game and up their level of engagement with others online.

Content Rules is compelling and honest from the introduction on. It is a book I can hand my clients, friends, teachers- almost anyone who wonders why people need to or bother creating content for the web- to help not only explain why compelling content is important, but how to create it. It helps people break down the barriers that often get in the way of creating compelling content, and instead gives them some parameters on how to make sure your authentic and compelling voice shine through. In addition, the examples and case studies in the book bring the rules to life, in a way that will help folks understand how to find their human voice, and why that is so important to success in contrast to another paragraph of over-polished, sanitized, personality-free "safe" messaging.

I'm really excited by Content Rules as a book I can enthusiastically pass on to friends, colleagues, clients and more. If it's between a more generic book on social media or online marketing and this one, you need Content Rules because it will help you understand the fundamental approach you need to take regardless of the tool, platform, network or marketing plan- you need to concentrate on your Content first.

The Why and How of Using Content for Customer Engagement
Not for the faint of heart...this book is a meaty look at why content has become such an important tool for businesses to engage their customers, as well as how to go about creating the right type of content for you.

Packed with real-world examples, this book teaches you (as noted on page 24) to go for consistent doubles and triples instead of always swinging for the fences- consistent doubles and triples wins games.

I personally was able to take away a lot of specific tips, including methods to re-imagine content (instead of just plain old repurposing it). I also liked that the authors kept the focus on the customer perspective (so critical) and demonstrated how to use content to create trust instead of just using it to shout (or "shill" as they call it).

My favorite part is the case studies/examples that line the back of the book. Not only did C.C. and Ann do a great job in featuring a wide variety of companies, they included ideas that you can borrow (they says steal, but I am a more of a fan of inspiration instead of imitation) and a section they call "Ka-ching", which demonstrates how each company actually derived value from the example.

With strong content itself, written in a colloquial and easy to read manner and with solid examples, this is definitely one to dog-ear/markup and reference on an ongoing basis. A strong value.

Demystify content marketing with Content Rules
The intermediary is dead.

We don't need to rely primarily upon the media or some other conduit to communicate with our prospects and customers - we can do it ourselves.
Eventually, every company is going to have to think of itself as a TV station and a magazine. Telling your story and answering customer questions with thoughtful, relevant, engaging content can improve your awareness, lead generation, conversion rate, sales, and loyalty.

This is the premise of Content Rules, the new book from Ann Handley (Chief Content Officer for MarketingProfs), and C.C. Chapman (founder of DigitalDads). Without question it is one of the most clear, concise, useful and actionable business books I've read in years. And because creating or curating content is important for all companies, it's a book that I hope will find a broad and enthusiastic audience.

Content Rules combines big picture thinking about the role of content, with step-by-step advice and helpful tips about precisely how to create content that matters. Interwoven throughout are instructive examples of companies doing it right, and links to specific pieces of content that epitomize the lessons within. The book concludes with an entire section of case studies, wisely covering businesses of many sizes and types.

Content Rules helps you make content that engages, by recommending that content be created through the eyes of your customers - the people that you're actually trying to influence. As stated beautifully in the book:

The inherent tension in marketing is that companies always want to talk about themselves and their products or services. Everyone else, meanwhile, only wants to know what those products or services can do for them. Creating content as a cornerstone of your marketing allows you to truly place yourself in your customer's shoes, to adopt their vantage points, and to consider their thoughts, feelings, and needs. In short, it allows you to get to know the people who buy from you better than any customer survey or poll ever could.

Even if you have never created a piece of online content in your life, you could do so successfully with help from this book. Once you've been disavowed of the notion that the content should be about your company per se, the authors advocate for understanding or discovering the stories you can tell; thinking through what behavior you want content consumer to engage in; selecting valid success metrics; and atomizing your content by breaking it into smaller pieces.

Content Rules wisely emphasizes that content marketing is a process, not a project. Just as a magazine doesn't have a single issue, nor should your content program, and the book provides several useful guidelines for establishing an ongoing editorial calendar, with content created not just by the marketing department, but from all over your company.

It's an easy and compelling read, lends itself to skimming and highlighting, and has real case studies and examples that you can mimic in your own business.
Content Rules takes a complicated and critical element of modern business and demystifies it with humor, instruction, and panache. Nicely done.

Seriously, I could have used this book 5 years ago
Despite having written on the web for five years, and even written a book about the web, I am only now getting a grasp on the importance of creating great content. If I had read this book when I had first gotten online (had it existed then), there is absolutely no doubt in my mind that I would be more successful as a result of it.

Like some reviewers have said here before me, I came at this book as an 'expert,' someone who felt they would learn only a little, but in reality, I learned a lot-- specifically about structure, about how-to, best pratices, and a lot more. I think I might keep learning if I read it a second time-- every page feels like it has information you could apply to the work you do online.

You could almost say that this book can be used as a kind of textbook for the creation of excellent content. Considering that content must be the cornerstone of any successful online business (or anyone trying to get some attention) on the web, getting this book could be critical to your business. Not only do I recommend it, I recommend that after reading it, you put in your to-do list to read it again in a few months-- that's definitely what I'm planning.

Without question, a Must Read for businesses and creatives
Packed with verve, zero-B.S. insights, tangible examples and success stories, Content Rules absolutely delivers on its promise of providing a practical and achievable road map for businesses to embrace -- and celebrate! -- content-fueled marketing. Especially heartening is its applicability far beyond the affluent walls of big business; independent businesses and creators will especially benefit from this book.

There's wisdom in Ann Handley's and C.C. Chapman's words, mostly because they hail from the gumption-soaked world of experienced content creation. These authors do far more than pay lip service to the value of content -- they breathe it and create it every day.

I rarely endorse books without reservation, but Content Rules is one of those works that is truly a Must Read for businesses, indies, salty creative veterans and curious newcomers. The book is brimming with incalculably valuable anecdotes, how-tos, and hard-earned advice. A steal, at any price.

Sound principles, plenty of case studies.
Content Rules is a solid book for anyone wanting to take advantage of the shift from old media to online content. The concept is nothing new if you have read David Meerman Scott's "New Rules of Marketing and PR" - you no longer have to convince media outlets to write about your product, you can create the content yourself. Once you have the concept you are then stuck saying "Ok, how do I create all this content?", and that's where this book comes in.

There are two major lessons in the book, one is outlining the tactics - creating a publishing calendar, developing an unique voice, leaving shopworn marketing copy like "paradigm shift" and "flexible, integrated solutions" behind. The other is that it is filled with case studies. Just about anyone who has done anything interesting in the online space in the past 3 years gets some ink in this book and that's where the five stars come in - you could scan blogs, podcasts and other media for months picking up the lessons in these case studies one at a time, or you can get all that work done in a day or two by reading this book.

Yes, we do need another book on content. This one!
You will need to be a content creator and curator...or else you won't survive some of the new shifts in how people gather information, make buy decisions and build brand loyalty.

We can't rely on others (mass media, press releases, other "official" sources) or manufactured hype to tell our story anymore. It's our responsibility to tell our own stories and create content that helps people find us, understand us, and ultimately buy us.

I can hear you now...do we really need another "content is king" book? Probably not. This may not be the first book written on the topic, but it is definitely one of the best I have read. It's fun to read, insightful and most important in my opinion -- Ann and C.C. give you the tools to take action.

They set the stage by demonstrating why content matters and then quickly move into the how's. A wide range of case studies, examples and stealable ideas will get your mind racing and the dog-eared pages multiplying.

I love the straightforward approach, the humor and the humanity of this book. With chapter titles like Share or Solve; Don't Shill and If Webinars Are Awesome Marketing Tools, Why Do Most of Them Suck -- you know you're going to learn a thing or two without having to dig through a lot of pretentious language or fluff.

The book itself is a living example of how potent content can be, when written for the reader, with their best interest at heart. And that of course, is the kernel of truth that is the heart of content marketing.

B-to-B your playground? Have no fear -- they take special care of you in this book with a chapter devoted just to you and plenty of B-to-B examples and case studies.

Seriously -- you need to read and learn from this book.

A Must-Have for Your Marketing Library!
Though I contributed to chapter 10 of this book, I didn't see how the whole book came together until my advance copy arrived in the mail. What a refreshing - and much-needed - look at how to connect with prospects and customers!

While there's plenty of talk these days about the need to embrace content marketing, there are few pointers on how to execute on it or examples of companies doing it well. Until now.

Ann Handley and C.C. Chapman have written a book that's a breeze to read but is sure to inspire you to action, with how-tos on creating and sharing content and real-world stories of companies doing it right. You'll pick up practical tips for developing and distributing a variety of content types, and ideas from the winning initiatives of the companies profiled. (I certainly did!)

As the authors say, organizations of any size from any industry will walk away from this book feeling confident about using content to "cultivate fans, arouse passion for their products and services, and ignite their business."

Great for Getting Up to Speed on Content Marketing
I hear a lot about content marketing and have been wondering what the buzz is all about. This book spelled it out for me in an easy-to-digest manner. You can't beat the humorous, down-to-earth approach that Ann and C.C. took in this book - it made this book a pleasure to read. I imagine any business looking to set itself apart will benefit from this book - the explanations and examples can clearly be applied across industries.

Best Must Read since Made to Stick
I have pacing around the house, tracking my Amazon shipment. It came early. Ann's book Content Rules was the highlight of my day. I literally had my pen and highlighter in use by page XX. Its midnight and I had to make myself put down the book, relax and go to sleep. I have never met Ann, but her writing is outstanding, quick concise and funny. After waking my wife up laughing about the content you the reader will write that will enable the readers to be taller faster funnier, with tighter asses and smarter kids, she suggested I move to the computer area of house. Simple the best book on the subject of creating content. The planning preparation and so on thot go into a project like this is impressive. Great stories in the book. I would love to meet you and CC some if you ever come to Kansas City. Great place. Thank you Ann and CC. :) ... Read more

Editorial Review

Want to earn big profits from social media?

Now, there’s an authoritative, up-to-the-minute resource you can trust–and use.

This in-the-trenches guide is written by experts who’ve developed money-making marketing campaigns for many of the world’s largest companies. Jamie Turner and Reshma Shah, Ph.D., combine practical strategies and proven execution techniques to show how to avoid crucial pitfalls that other companies have encountered, how to make the most of limited resources, and how to strengthen your brand instead of placing it at risk.

Turner and Shah present realistic guidance for setting objectives, assessing competitors, crafting strategies, selecting platforms, integrating social media into broader marketing programs, and effectively measuring results. Whether you’re a marketer, executive, or entrepreneur, this book will help you drive maximum business value from social media–starting right now.

Big ideas and immediate action steps:

How to set up a social media campaign for success

...and how to get a positive return on your investment

How to profit from YouTube, LinkedIn, Facebook, and Twitter

…and go way beyond them

Why your first social media campaign failed

…and what to do differently next time

What to measure, how to measure it

…and how to act on what you learn

Reviews

Best Social Media Guide Available

Editorial Review

Winning by Not Competing: A Fresh Approach to Strategy

Since the dawn of the industrial age, companies have engaged in head-to-head competition in search of sustained, profitable growth. They have fought for competitive advantage, battled over market share, and struggled for differentiation. Yet these hallmarks of competitive strategy are not the way to create profitable growth in the future.

In a book that challenges everything you thought you knew about the requirements for strategic success, W. Chan Kim and Ren�e Mauborgne argue that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves spanning more than a hundred years and thirty industries, the authors argue that lasting success comes not from battling competitors, but from creating "blue oceans": untapped new market spaces ripe for growth. Such strategic moves-which the authors call "value innovation"- create powerful leaps in value that often render rivals obsolete for more than a decade.

Blue Ocean Strategy presents a systematic approach to making the competition irrelevant and outlines principles and tools any company can use to create and capture blue oceans. A landmark work that upends traditional thinking about strategy, this book charts a bold new path to winning the future.

W. Chan Kim is the Boston Consulting Group Bruce D. Henderson Chair Professor of Strategy and International Management at INSEAD. Ren�e Mauborgne is the INSEAD Distinguished Fellow and Professor of Strategy and Management.

... Read more

Reviews

Value Innovation - strategy book of the year 2005?
The authors have published many articles over the last decade on Value Innovation. This is their first book. It summarizes their extensive knowledge on out-of-the-box strategic thinking.

What is a BLUE OCEAN STRATEGY? The authors explain it by comparing it to a red ocean strategy (traditional strategic thinking):
1. DO NOT compete in existing market space. INSTEAD you should create uncontested market space.
2. DO NOT beat the competition. INSTEAD you should make the competition irrelevant.
3. DO NOT exploit existing demand. INSTEAD you should create and capture new demand.
4. DO NOT make the value/cost trade-off. INSTEAD you should break the value/cost trade-off.
5. DO NOT align the whole system of a company's activities with its strategic choice of differentiation or low cost. INSTEAD you should align the whole system of a company's activities in pursuit of both differentiation and low cost.

A red ocean strategy is based on traditional strategic thinking - e.g. Harvard's strategy guru Michael Porter.

Some cases:
* Airline industry price wars result in bankruptcies and low profit margins. Southwest Airlines creates a new market by offering the speed of air travel with the low cost and flexibility of driving.
* Golf equipment industry competes to win a greater share of existing golf customers. Callaway Golf creates "Big Bertha", a golf club with a large head that attracted new customers to golf that had been frustrated by the difficulty of hitting the ball.
* The cosmetic industry creates a red ocean with models, expensive advertising, and promises of youth and beauty. The Body Shop creates a blue ocean that lasts more than a decade by creating functional cosmetics that defied the industry which sold emotionally appealing cosmetics.
* The wine industry gluts the market with a red ocean of thousands of brands competing on the finest oaks and tannins and legacy winey names. Casella wines creates [yellow tail], a blue ocean wine that succeeded by eliminating complexity, elitism and consumer confusion and creating a fun simple image that non-wine drinkers could enjoy.

A blue ocean is created in the region where a company's actions favourably affect both its cost structure and it value proposition to buyers. Cost savings are made from eliminating and reducing the factors an industry competes on. Buyer value is lifted by raising and creating elements the industry has never offered. Over time, costs are reduced further as scale economies kick in, due to the high sales volumes that superior value generates.

Examples of strategic moves that created blue oceans of new, untapped demand:
- NetJets (fractional Jet ownership)
- Cirque du Soleil (the circus reinvented for the entertainment market)
- Starbucks (coffee as low-cost luxury for high-end consumers)
- Ebay (online auctioning)
- Sony (the Walkman - personal portable stereos)
- Cars: Japanese fuel-efficient autos (mid-70s) and Chrysler minivan (1984)
- Computers: Apple personal computer (1978) and Dell's built-to-order computers (mid-1990s).

The INSEAD professors Kim and Mauborgne have written regularly on the subject of Value Innovation since 1997 in Harvard Business Review. Being a business development manager, their thought leadership on strategic innovation has inspired me tremendously over the years. Their articles have been standard texts for many MBA students for some time (e.g. "Value Innovation", "Creating New Market Space", "Charting your Company's Future"). I expect their first book to be just as dominant in any strategy library as Michael Porter's books (the guru behind the classic red ocean strategies).

Peter Leerskov,
M.Sc. in International Business (Marketing & Management) and Graduate Diploma in E-business

"To strive, to seek, to find...."
This is an especially thought-provoking book which, as have so many others, evolved from an article published in the Harvard Business Review. According to Kim and Mauborgne, "[in italics] Blue ocean strategy [end italics] challenges companies to break out of the red ocean of bloody competition by creating uncontested market space that makes the competition irrelevant...This book not only challenges companies but also shows them how to achieve this. We first introduce a set of analytical tools and frameworks that show you how to systematically act on this challenge, and, second, we elaborate the principles that define and separate blue ocean strategy from competition-based strategic thought." There are six principles which are introduced and then discussed on pages 49, 82, 102, 117, 143, and 172, respectively.

Frankly, I was somewhat skeptical that this book could deliver on the promises made in its subtitle. In fact, the material provided by Kim and Mauborgne is essentially worthless unless and until decision-makers in a given organization accept the challenge, are guided and informed by the six principles, and effectively use the tools within appropriate frameworks. The responsibility is theirs, not Kim and Mauborgne's. To assist their efforts, Kim and Mauborgne focus on several exemplary companies which have dominated (if not rendered irrelevant) their competition by penetrating previously neglected market space. They include the Body Shop, Callaway Golf, Cirque du Soleil, Dell, NetJets, the SONY Walkman, Southwest Airlines, Starbucks, the Swatch watch, and Yellow Tail wine.

Of greatest interest to me is Kim and Mauborgne's assertion that the innovations which enabled these companies to succeed with a Blue Ocean strategy did NOT depend upon a new technology. Rather, each company pursued a strategy which enabled it to free itself from industry boundaries. For Dell, that meant mass production of computers sold directly to consumers per each customer's specifications. Quite literally, each sale is "customized." For Callaway, creating an enlarged sweet spot to increase the frequency of solid contact for new or infrequent golfers just as, years ago, the enlarged Head racquet did so for new or infrequent tennis players. For Starbucks, creating a congenial environment within which to socialize, go online, or read while consuming coffee. All of these Blue Ocean strategies created new or much greater value for customers. Their emphasis is on the quality of experience, not on the benefits of a new technology.

According to Kim and Mauborgne, their research indicates that "the strategic move, and not the company or the industry, is the right unit of analysis for explaining the creation of blue oceans and sustained high performance. A strategic move is the set of managerial actions and decisions involved in making a major market-creating business offering." The cornerstone of a Blue Ocean strategy is value innovation which occurs "only when companies align innovation with utility, price, and cost positions. If they fail to anchor innovation with value in this way, technology innovators and market pioneers often lay the eggs that other companies hatch." For Kim and Mauborgne, value innovation is about strategy that embraces the entire system of a company's activities. It requires companies to orient the whole system toward achieving a "leap" in value for both buyers and themselves. Kim and Mauborgne explain HOW to create uncontested market space wherein competition is essentially irrelevant.

To paraphrase Henry Ford, whether decision-makers think they can or think they can't do that, they're right.

How to find, analyze, and develop new markets


I got to listen to Ren�e Mauborgne speak about "Blue Ocean Strategy." She was a very entertaining speaker and she made a number of interesting points. I tracked down the book and read it. I am glad I did. This book is the result of years of research into the history of business. One of the key questions the authors focus on is: "What makes a business profitable?" They came to the conclusion that companies which develop new markets can basically print money for the first five to ten years.

A "Blue Ocean" represents an uncontested market, a product or service that only one company is selling. The authors show that historically this has been the most profitable situation to be in, as opposed to a market with lots of competitors, or a "Red Ocean." The authors found that most of the tools for developing strategies in business are focused on "Red Oceans." The authors found that most "Red Ocean" strategies take the current industry's structural conditions as a given. A "Blue Ocean Strategy" sees market boundaries and industry structures as flexible. This book was written to help people find new markets, analyze if the new market could be profitable, and then develops strategies for fully exploiting the new market.

One of the key tools for finding new markets is what the authors call a "Strategy Canvas." The idea is to pick a set of key factors that current markets focus on, then on a scale from low to high put a point for where a market is for each factor, and then draw a line for a market. By looking at where there are no lines you may get some ideas for new markets.

Once a new market is identified the authors help analyze if there is potential for making money. They have a set of ideas on how to look beyond the existing demand, more importantly they provide some tools and processes for the analysis just how big a new market might be.

And once the decision is made to move into a new market, the authors have ideas on how to organize the business. They made the point that there is often a lot of reluctance to make changes and provide some ideas on how to get employees on board.

In many ways developing a new market, or a "Blue Ocean," is a lot of work. And in the past it has been very risky. By using the ideas from "Blue Ocean Strategy" businesses will have a better chance of finding and developing profitable new markets. It will be interesting to see if there is a new emphasis by businesses to more systematically look for new markets, and where that leads us.

This is going to be a classic. It is very readable, and worth rereading. The key insights and principles in the book are well explained, and supported by lots of examples. People will be reading it for the next twenty or more years. If you enjoy books about business, read this book. If you are looking for ways to expand or develop your business, read this book.

... Read more

Editorial Review

Reviews

Practical, no-nonsense guide to social media
I've been reading social media marketing books for about a year, and most of them over-promise and under-deliver. This one is different. For the first time, I feel like I "get" it.

It's filled with no-nonsense, practical tips that actually work instead of pie-in-the-sky talk about what social media "can" do.

I started reading the ebook on an airplane, and wasn't quite done when the plane landed -- so I made my husband drive, so I could finish it. If you'd ever ridden with my husband, you'd know that meant I just didn't want to stop reading.

If you want a step-by-step guide to what to do -- and what to avoid -- this is the book for you. I've been a marketer for a long time, so I have some habits to unlearn according to this author. She explained why in a way I can understand, so I might actually follow her advice.

Excellent, Practical Guide to Using Social Media Effectively
I also read my book on the plane ride home and read it from cover to cover. This is a very practical guide to the 3 pillars for Social Media (Twitter, Facebook and LinkedIn), as well as very, very useful information and strategies for video and a great Q and A section.

In addition there is a workbook and I love that Shama has created a way to for the reader to access the most up to date information in an online format. An easy to read, easy to follow guide for those looking to really amp up one's presence and build your own online community.

Who Could Dethrone Claude Hopkins?
When I sat down to enjoy Shama Kabani's new book, the Zen of Social Media Marketing, I was expecting to absorb a couple chapters a night during my quest to take my online marketing prowess to the next level.

I read the entire thing in one evening.

Not since Claude Hopkins' 1923 classic Scientific Advertising has a marketing book held my attention so intently. Shama, a lively and personable genius in her own right, didn't see any need to fluff her book up with generalities and useless anecdotes. Rather, every word, every case study, every personal story is crafted to bring the reader into a deeper understanding of how to lay an effective social media marketing foundation.

I like authors who respect my time and give me exactly what I need. Shama does both.

It's no surprise that digital marketing guru Chris Brogan chose to write the book's foreword. Brogan's philosophy of putting people over platforms aligns perfectly with Shama's style of nurturing very real, human relationships through online mediums. She sees the internet as an extension of (not a replacement for!) community and draws on common real world interactions like coffee houses and office-networking events to illustrate her point.

Chapter one is all about the philosophy of online marketing. "If you aim at nothing, you'll hit it every time" is what my mother always says. Shama writes: "online marketing is the art and science of...leveraging the internet to get your message across so that you can move people to action." The message is clear: you don't do social media marketing because your competitors do; you do it because it has the ability to "convert strangers into consumers and consumers into customers."

"Strategy should always come before tactics."

Shama evidently prefers her readers to know where they are going and why they are on the journey before she expends any energy on telling them how to operate the car.

The rest of the book is packed with tactics on how to relate to your audience using Facebook, Twitter, LinkedIn, and web video. I pride myself on being a decent online marketer, and even I found myself taking notes on when to engage people through Facebook Groups and when to encourage the following of a Facebook Page. Should I care how many Twitter followers I have? Shama says I should, but not in the ego-stroking way I may be inclined to.

The only disappointment I faced was that my tech-savvy, Star Trek watching side wasn't fed. Not because the material wasn't solid, but because...

Shama speaks the language of small business.

You may not be a marketer; you may sew quilts or manufacture plantation shutters. Shama understands, and she writes with you in mind. Easy to remember acronyms and formulas, like Visability + Credibility = Success, and succinct, numbered checklists will help you implement her recommendations immediately.

I should quit talking before I begin to ramble. The bottom line is: social media marketing is something you, a small business owner, can participate in quite successfully. Shama Kabani's book, The Zen of Social Media Marketing, will show you how.

A True Authority on the Subject of Social Media!
As an business advisor, I have had my clients tell me about every so-called social media expert that has come across their desk in the past 18 months. Many of these experts have created white papers, e-books, razzle-dazzle powerpoints and webinars. At the end of the day, when I look at the stuff they have created, it's all regurgitated nonsense from the last expert.

Shama, on the other hand, is a THOUGHT LEADER in the industry. She has something new, fresh and innovative to say about social media. She teaches you the WHY and the HOW. She has a real and verifiable track record. Our clients who have worked with her are experiencing record breaking results. That makes Shama AUTHENTIC. So if you're interested in my $0.02, then here it is...

Finally! A true authority on the subject of social media has broken through the utter noise of get-rich-quick-with-social-media hysteria. Shama takes the mystery and hype out of social media and gives readers a practical step-by-step action plan to start, grow, measure, expand and optimize their online presence. It is a must-read for any marketing professional, C-level executive or entrepreneur. Her conversational writing style, numerous case studies and "how-to" guides with screen shots makes learning and implementing almost elementary. It will be required reading for all our clients.

This Just In: Social Zen is a Game Changer
I have read many books on social media, and this one far outshines all the others. Great, practical and easy to follow advice on how to leverage Twitter, Facebook, LinkedIn, video, and blogging to further your brand and your business. Social media works, but you have to have a strategy, and this book definitely makes an easy-to-follow plan of action to get you noticed online.

In addition, the fact that the book is live and is online with monthly updates to the fast-paced and ever changing world of social media is invaluable.

Shama is a rockstar in the digital marketing world, and this book is further proof. I give it "two thumbs up"! ... Read more

Editorial Review

•Why are lovers quicker to forgive their partners for infidelity than for leaving dirty dishes in the sink?•Why will sighted people pay more to avoid going blind than blind people will pay to regain their sight? •Why do dining companions insist on ordering different meals instead of getting what they really want? •Why do pigeons seem to have such excellent aim; why can’t we remember one song while listening to another; and why does the line at the grocery store always slow down the moment we join it?In this brilliant, witty, and accessible book, renowned Harvard psychologist Daniel Gilbert describes the foibles of imagination and illusions of foresight that cause each of us to misconceive our tomorrows and misestimate our satisfactions. Vividly bringing to life the latest scientific research in psychology, cognitive neuroscience, philosophy, and behavioral economics, Gilbert reveals what scientists have discovered about the uniquely human ability to imagine the future, and about our capacity to predict how much we will like it when we get there. With penetrating insight and sparkling prose, Gilbert explains why we seem to know so little about the hearts and minds of the people we are about to become. ... Read more

Reviews

A pretty happy read- but not as happy as you think it is going to be
Here are some of the most important points of this book:
1) We often exaggerate in imagining the long- term emotional effects certain events will have on us.
2) Most of us tend to have a basic level of happiness which we revert to eventually.
3) People generally err in imagining what will make them happy.
4) People tend to find ways of rationalizing unhappy outcomes so as to make them more acceptable to themselves.
5) People tend to repeat the same errors in imagining what will make them happy.
6) Events and outcomes which we dread may when they come about turn into new opportunities for happiness.
7) Many of the most productive and creative people are those who are continually unhappy with the world- and thus strive to change it.
8) Happiness is rarely as good as we imagine it to be, and rarely lasts as long as we think it will. The same mistaken expectations apply to unhappiness.

Gilbert makes these points and others with much anecdotal evidence and humor.

A pretty happy read, but not as happy as you think it is going to be.

Before you try to get happy, read this to get smart
I love a quote by Dr. Richard Feynman, the late Nobel Prize winning physicist: "The first principle is that you must not fool yourself - and you are the easiest person to fool". If you want to be happy, happy with your choices and the outcomes of your efforts you should buy and read this book to at least understand why you are pretty much hard-wired to break Dr. Feynman's first principle while you are trying to do so.

Until recently, when someone asked me "what do you want from life?" I would survey the myriad wishes and desires floating around in my mind and pull out some random musing to do with creating a family or making more money than I knew what to do with. I have certainly worked towards these things and had varying levels of success with love and career and material wealth. But I have always been baffled by why virtually nothing could make me happy in a lasting and predictable way. I am not baffled anymore, even though I am still unhappy in a lot of ways. "Stumbling on Happiness" has educated me to the ways that people exhibit self-delusion when looking forward to predict how happy some future experience will make them happy.

Gilbert is wickedly funny at times as he describes the mechanisms that lead us to distort our thinking; our projections about what will bring about our future selves happiness. This is the kind of information (why we're so deluded) I expected to get from the book. But he goes further and explains how we often don't even know how we feel in a particular moment and how we can have an *experience* of something, without it ever bubbling up into our conscious *awareness*. The onslaught of the information demonstrating the failures of human imagination in achieving contentment is a lot to take in... I felt myself a little depressed at my chances at choosing any future path that was any better than what I'd done up to this point.

But I came to a realization about what I'd learned here: if you are like me and are actively looking to increase your level of happiness, while this book is not directly practical in accomplishing that, it is an essential base upon which to evaluate other materials. Having this book as a counterpoint to other, more practical books (say in the field of Positive Psychology) will increase your chances of not fooling yourself (at least not as badly or for as long). And to be fair, he does offer one suggestion.

I heard about this book listening to an interview with him on the CBC Radio program 'Tapestry'. I highly recommend taking the 24 minutes to listen to that interview (Google: 'tapestry daniel gilbert' to listen online) if you want a preview of the fascinating content of the book.

This Too Will Pass
Mr. Gilbert has written a lively academic approach on the subjective subject of happiness. The reader looking for advice on how to manage their own lives will not find it here. Rather the author looks at the way people manage their own expectations of impending events and how they cope with anxiety. Many persons re-evaluate both stressful events in a more positive light (childbirth) and achieved goals in a less satisfactory fashion (buying that new car does not buy happiness). Ironically, clinically depressed persons see how how difficult life can be and have an inability to re-evaluate stressful situations. They lack this coping mechanism that other persons have : that both happiness and unhappiness will have their season and move on. For the reader desiring further reading on this topic, Dan McMahon's "Happiness: a History" takes a longer and more historical approach to how happiness has changed over the ages.

When I just get the (fill in the blank), then I'll be happy ...
I loved Dan Gilbert's Stumbling on Happiness. With a great sense of humor, Gilbert presents interesting studies and tests to explain why humans have difficulty determining what will make them happy. Gilbert's writing style kept me engaged throughout the entire book. His work brought clarity to my prior views on happiness, and provided me with keen insight into the function of the human mind. I especially enjoyed Gilbert confronting the reader with seemingly impossible scenarios, which challenge preconceived notions on happiness. For example, how can lottery winners and paraplegics have the same level of happiness one year after winning the lottery, or one year after the loss of one's legs?

While reading Stumbling on Happiness, I was reminded of two of my favorite books by Ariel and Shya Kane: Being Here: Modern Day Tales of Enlightenment and Working on Yourself Doesn't Work: A Book About Instantaneous Transformation. In Working on Yourself Doesn't Work, the Kanes assert that satisfaction, or well-being, is not dependent on the circumstances of one's life. Gilbert, in Stumbling on Happiness, lends support for the Kanes's view, by demonstrating that people are often very inaccurate when predicting their levels of happiness if certain circumstances were to occur. I recommend Stumbling on Happiness, Being Here, and Working on Yourself Doesn't Work, to anyone who is interested in discovering the human condition and how it relates to happiness, satisfaction and well-being.

Happiness is in the Small Things

This book confirms aspects about human personality that I have been interested in for some time. One of these things concerns our ability to delude ourselves ABOUT ourselves. For example, studies show that 90% of people think they are better than the average driver. Since 50% of drivers have to be in the bottom half, 4/5ths of that 50% must be mistaken about their skill level. Surveys taken amongst college students bear this out. Except for those who are depressed, they consistently vastly overestimated their good qualities and badly underestimated their poor ones - as judged by their peers. Perhaps the depressed ones are in the more realistic group.

One of my favorite quotes about the ability of people to delude themselves is from "The Moral Animal," by Robert Wright: "...humans are a species splendid in their array of moral equipment, tragic in their propensity to misuse it, and pathetic in their constitutional ignorance of the misuse."

A second interesting aspect about human personality concerns the nurture/nature contributions to personality. There is much evidence that genetics governs the biochemistry that controls a person's general outlook - perhaps realistically thought of as one's "happiness thermostat." Nurture, on the other hand, is judged much more influential about learned behaviors such as personal habits. This author shows and studies confirm that after good or bad life-changing events, people tend to eventually return to their inherent steady state level of happiness.

Aside from confirming some of my preconceptions, I did come away from this book with one new (renewed) valuable thought: That our general level of happiness on a day to day basis is more likely to suffer from nitpicky, seemingly insignificant irritants rather than how generally well off we are otherwise. Old saying such as "Don't sweat the small stuff," seems to hold up well here, as does, "Have the serenity to accept the things I can't change, the courage to change those I can, and the wisdom to know the difference."

It makes sense to try to realistically identify and change recurrent irritants - also to re-evaluate the things that one REALLY likes, and make the appropriate adjustments in lifestyle. Anyway, this is a highly readable, thought-provoking book; entertainingly disguised as psychology - first rate.

... Read more

Editorial Review

Sales master Jeffrey Gitomer has created a real-world, practical, and fun book that salespeople will love and profit from -- and sales managers will buy by the case.

Salespeople want answers. That's why the Little Red Book of Selling is short, sweet, and to the point. It's packed with answers that people are searching for in order to help them make sales for the moment - and for the rest of their lives.

In the Little Red Book of Selling salespeople will learn why sales happen and a philosophy of success - long term, relationship driven, and referral oriented - nothing to do with manipulation or other old-world sales tactics. It has everything to do with understanding buying motives and taking ethical, relationship-building actions.

People don't like to be sold but they love to buy has become more than Gitomer's registered trademark- it's a mantra.A mantra every salesperson needs to understand at the core of his selling success.Throughout this book the reader will begin to adopt a philosophy that drives them to a higher, value-driven purpose.

There are 12.5 powerful principles of sales mastery.These principles are at the heart of sales success.They are the difference between red (putting your heart into your career) and black (having a job, coming to work, and making a commission).Other chapters include; What's the Difference between Failure and Success in Salespeople, The Little Salesman that Could, The Two Most Important Words in Selling, and Just Plain "How to Make a Sale."

The cover is classic red cloth. The four-color graphics make it compelling and easy to read, and the content is easy to understand and implement. For your convenience there is a red satin (ok, polyester) bookmark so you can remember your place.It is small enough to carry with you - big enough to contain the answers you need— powerful enough to fill your wallet. ... Read more

Reviews

Rah Rah without substance, April 20, 2005
This book is one of dozens out there that should go in the motivation section rather than the sales section. If you need motivation, this book is great. But if you are looking for solid advice on how to improve your sales technique, don't waste your money. The book is littered with cute phrases like "Kick your own ass", and "the more you love it, the more you will sell".

I bought the book because there are small nuggets of good information in it. I kept it because I know someday I will need motivation. But I quickly became tired of "Rah-Rah, I'm the best salesman ever, and you suck unless you work harder." Don't get me wrong, everyone could stand to work harder. But that wasn't what I was looking for.

If you want motivation, read this book. If you want solid sales advice, read "SPIN Selling", or "Soft Sell".

Should be titled, "Little Red Book on How to Be a Salesman", March 19, 2006
Mine is obviously a dissenting opinion, but I vehemently disliked this little book. As one of the previous reviewers so aptly pointed out, it is not about selling, it is about personal motivation. If you need somebody to tell you the obvious things you need to do to be a successful sales person, then this book may help you. But if you're interested in learning about the sales process, there's just not much here.

The bombastic and cutesy writing quality is a big put-off for me, from the numbered lists that all end in ".5" to the use of semi-outrageous language. The author warns his readers that, "This book contains language used by real people used in real situations in sales." I don't know what crowd he is selling to, but I have been in sales for thirty-five years and I don't recall anyone ever using the word "puke" in a business conversation. The author must really like that word, as he overuses it throughout the book.

My biggest disappointment was that he actually hooked me in the introduction with the concept that we really should be studying how customers buy rather than how salesmen sell. That seemed like a clever and viable to way look at the selling/buying process, but there was unfortunately no follow up on that idea throughout the remainder of the book.

If you're trying to pump yourself up or have work ethic issues, then maybe it's worth the purchase, but if you appreciate good writing and thoughtful analysis, don't waste your twenty bucks.

Irritating at times, some good stuff, May 25, 2005
Some of this stuff isn't practical, like having your kid leave voice mail messages for hard to reach prospects (note to Jeff...it didn't work!).

However, the section about power questions was right on the money. 95 percent of all salespeople ask stupid, pointless questions. Power questions work.

A strong 3 1/2 stars. Not the best I've read, but worth the $$$.

Not intended for inside sales......, March 8, 2006
I bought this book because I work in a showroom designing and selling kitchens. I was looking for any tips that might help me close more sales. I found that the book was very informative but it didn't hold my attention because it was almost exclusively about how to be prepared for outside sales appointments and how to be successful making cold calls.

Terrible, March 12, 2008
I'm sure Mr. Gitomer is a good salesman since he, after all, managed to sell me his book. But he's not a good author and his book is not worth the time. His practical advice ranges from things like "don't whine", "buy your own laptop if your company won't buy you one" to "stay up late to prepare for next day instead of watching TV."

Maybe there is some good advice in this book for children selling lemonade down the street, but its a joke for any true Sales/Marketing professional. There are tons of better books out there, don't waste your time on this one. For good books on complex sales, try "Solution Selling" by Bosworth or "Hope is not a strategy" by Page. They lay out a proven, scientific and structured approach to the entire sales cycle. My company uses it routinely to great effect.
Solution Selling: Creating Buyers in Difficult Selling Markets
Hope Is Not a Strategy: The 6 Keys to Winning the Complex Sale

Sizzle without the steak....., August 8, 2006
I bought this book in a moment of weakness. I'd had a rough prospecting day, was feeling down, and wondered into Barnes & Noble looking for something to cheer me up. The layout and feel of this book are great, they draw you in...but that's about it. When you delve into the material, you'll find it to be very shallow. Nothing new at all! In fact, it's a complete waste of time. I'm shocked to see all the good reviews.

Not your typical sales book, August 7, 2005
I ran across this book at the localbook store after my eye caught it's bright red cover. Now don't let the cover detract you from the actual content in the book. First off, the style in which Gitomer writes is very casual and he conveys his ideas in a very straightforward almost blunt manner, which I found refreshing.

Most of the content is similiar to ideas encompassed in other sales books: self-confidence, networking, branding, etc.
However, there are some great nuggets in the book that I had never read in other sales books. For example, he talks about how positioning yourself to provide value to a customer will develop into a long lasting relationship with a client. (Ok so that's general but I can't give away all the secrets!)

I particularily liked his networking tips, such as joining Toastmasters or getting involved with your local Chamber of Commerce as a way of exposure and developing relationships.

My only reservation about the book is that at the end of every chapter he promotes his website. While he does mention that branding is an important technique in distinguishing yourself from the competition, I felt it was a bit excessive and annoying. And I found one of his suggestions a bit dubious (mentioned in one of the other reviews: using your child to leave voice messages), but I think he was being only half serious with that one.

Overall, the book is a very easy read, entertaining, and applicable.

Could be the best sales book I have ever read...., February 26, 2005
I have been in sales for at least seven years full time as an Executive Search Recruiter in the US, Japan, and New Zealand. I am a big believer in personal development and so I have read my fair share of sales books. To be honest there are books that forget to tell you that it will be difficult and take time to grow your business and ability but Jeff Gitomer's book does neither of these things. He is brutally honest and at the same time inspirational in his goal to make you the best salesperson you can be.... for life. This is not a book for people who need a quick fix to get them out of a slump or to even convince them that a sales career is for them. Jeff's main focus is on techniques and attitude to be the best. Not half way there, but the very best. He doesn't prescribe shortcuts although you can take pieces of his advice and use them the next day, ultimately he is suggesting you take the time to put your heart into your work for a lifetime. It is a concept that people who go to work for a pay check may really struggle to put into practice for an employer, but for business owners and those who want to push themselves for lifelong sales and professional achievement then I highly recommend this book to you.

The Salesman's Constitution, September 16, 2004
If there is a better designed book, I have yet to see it. This is a little 219-page gem with cloth boards and rounded corners, a pictorial cover, a stitched binding that opens flat, four colors of text on high quality matte finish coated paper, hard-hitting cartoons sprinkled throughout, and a ribbon bookmark. With all these extras it should cost at least 50% more, but it's the content that makes it worth many times its $20 price (or $14 here on Amazon). The design makes it beg to be carried around, opened, read, and digested, and that's exactly why it will be valuable beyond the price.

I'm not the type of salesman this book is directed to, but if I were I'd make it the constitution of my professional life. And if I were the head of a sales team, I'd make it mandatory reading. Every sales principle is delivered with rifle-like accuracy, and every objection to these principles is demolished with hurricane force.

And yet, I hasten to add that we're all salesmen (or saleswomen), according to Gitomer, because to be successful the first thing we have to sell is ourselves. "Many salespeople believe that customers buy their products and services first. Incorrect. The first thing prospects buy is the salesperson. The first sale made is you" (page 199). He's right. He tells us how to do that, and that's why this book deserves readership far beyond the world of salesmen.

A Treasure, September 14, 2004
If you love books, and I love books, you will the craftsmanship of "The Little Red Book of Selling. From the cover to the paper to the handy little ribbon bookmark it is a work of art.

Ok so what about what's inside. This will be a book I will keep with me for years to come. Wonderful reminders of what we all know and very few actually do. Not a book to be read and put on the shelf it is one to be read, studied and re-read. If you sell anything you should own this book. ... Read more

Editorial Review

"Your customers are only satisfied because their expectations are so low and because no one else is doing better. Just having satisfied customers isn't good enough anymore. If you really want a booming business, you have to create Raving Fans."

This, in a nutshell, is the advice given to a new Area Manager on his first day--in an extraordinary business book that will help everyone, in every kind of organization or business, deliver stunning customer service and achieve miraculous bottom-line results.

Written in the parable style of The One Minute Manager, Raving Fans uses a brilliantly simple and charming story to teach how to define a vision, learn what a customer really wants, institute effective systems, and make Raving Fan Service a constant feature--not just another program of the month.

America is in the midst of a service crisis that has left a wake of disillusioned customers from coast to coast. Raving Fans includes startling new tips and innovative techniques that can help anyone create a revolution in any workplace--and turn their customers into raving, spending fans.

Reviews

This book saved my company!, June 10, 1998
I've been a struggling small business owner (some 32 to 38 employees, depending upon the season) thinking my problem was either that I was undercapitalized or that I had hired the wrong people. Raving Fans was a wake up call. The problem was I wasn't creating raving fans. I was satisfied if my customers were satisfied, but I learned in this book that service is so bad that customers expectations are low. It's easy to satisfy low expectations and it doesn't mean very much. You have to create raving fans. Customers who tell others how wonderful you are. Today everyone in my company is focused on customers. Focused on creating stories our customers can tell others. Creating those magic moments the book calls giving symbolic hugs. Best of all Raving Fans gave me the road map to do it, all wrapped up in three easy lessons. This book may be simple, but it is also profound and by far the best customer service book I've ever read, and I guess the best business book too. I'd be out of business today if I hadn't adopted the strategy of creating raving fans and then getting everyone in the company to do the same. The result is we've stopped buring our customer list every six months. We're retaining old customers, adding new ones and sales are way up. Today Raving Fans is required reading for every new hire. Thanks Amazon for this opportunity to write this review. You're the best. I'm your RAVING FAN!

Richard Anders

I'm a Raving Fan!, February 22, 2001
Kenneth Blanchard continues his trend of writing easy-to-read books with BIG ideas for making your business better. Raving Fans is a book of stories relating how fictional companies have created an environment of delivering awesome customer service. A guy that has just been put in a managment position requiring a turnaround goes on a fictional trip with his "angel" to visit businesses that have figured out their vision and their system to deliver customer service extraordinary. Based on three simple principles (Decide, Discover, Deliver), each company has created a group of Raving Fans (not just customers, but fans) who wouldn't consider shopping anywhere else for what one of these companies offers. Within each story is other nuggets of common sense and good ideas that can be implemented in any company that has customers and wants to create fans. We required our store managers to read the book and each created a list ranging from 20-40 points that they can put into effect at their stores to improve customer service. This is a simple, must-read for every business owner and manager.

Great for communicating customer service ideals to employees, June 12, 1998
I'm a dentist, and even though people think I have patients, they are also customers. I and my staff have to deliver exceptional service if I expect them to come back and refer their friends and family to me. The normal dental experience in this world is "well, he didn't hurt me too much." I want people to rave about their dental visits, not just tell the usual "horror stories"! This book has been used in my office as a reading assignment and the subject of staff meetings, in an attempt to comunicate to my staff and have them deliver service that exceeds the patient's expectations. The simple style it's told in really keeps their attention, since most people will not read the more detailed and lengthy books on the market that are similar in substance. Highly recommended for any business person--large or small!

Priceless resource!, March 1, 2001
Ken Blanchard's books were recommended to me by a former employer. Because my position included customer service, I purchased RAVING FANS. The book takes a lighthearted look at the serious subject of customer service. It's easy to follow and contains valuable advice. It was good enough to be recommeneded to a co-worker, who has since gone into business for herself. While reading, I realized what wonderful service I receive from waitresses, my hairdresser, and my mechanic. These people could have read this book from cover to cover. I think that readers will be pleasantly surprised to recognize people in their everyday life who have made their customers into Raving Fans. Unfortunately, the employer who recommended Blanchard to me was not interested in reading the book. He didn't like my implementing Blanchard's suggestions -- despite clients calling and, indeed, RAVING, that the lessons I learned were increasing business. I ultimately left the job, and hope to be able to use he advice in the future.

Good read for singular point but lacks business sense, April 3, 2002
This book is written in "parable" or story telling format and is different to read for most people. If you have read the best seller One Minute Manager or Leadership and the One Minute Manager it is written in comparable form. I have read both of the prior books.

First off, the book basically talks about customer service (vs. goal setting & reward/punishment in the one minute manager) and how companies need to offer exemplary service to create Raving Fans, as the authors title it. I was simply hoping to get one good idea/thought out of the book and I did. It was EXCEPTIONALLY easy to read, as I read the 132 pages in about 2.5 - 3 hours total. The book has a lot of dead space and big font so you aren't getting tons of "filler." The authors try to focus on one business issue and address it succinctly.

This book is good and bad depending on what you expect to get out of it.

It is good because (1) anyone can read this book (2) customer service is horrible in today's environment so it is timely (3) The book provides great illustrations and (4) The authors get the point across.

Having said that, they never talk about the business implications of what the characters do. They say that customers love their service or product but they negate to talk about the cost implications. Business is about making money, not being loved by everyone. I love great service and all the frills but, at the end of the day, I have to make it worth the investment to the business owner.

Yes, our economy is very much about selling an experience to someone, but there are cost implications to having carpeted floors in grocery stores and full service gas stations that don't price their gas more expensively. There are implications to buying a product at another store and selling it at the exact same price to your customer (what about the price of labor?) In that case you are actually LOSING money, except that the customer is happy.....

At the end of the day profits pay for the labor, rent, etc. Businesses have to make money and this part is really neglected in this book.

I love that they focus on the customer and finding out what their needs are but they negate to mention where people are in the food chain. What does the customer value the most? Is your business positioned to offer it? Do you offer headaches or tons of value to the customer are a few questions I think of daily?

If anyone is looking for a great business book check out The Essential Drucker by Peter Drucker as it is the best book I have read on management and the role of managers, businesses and individuals within a business. Your money and time would be better spent on that book.

Mere Cotton Candy, November 20, 2003
Blanchard gets two stars for choosing to write a book on the importance of customer service. Beyond his choice of topics, however, this silly little screed doesn't have much going for it. Once you buy into the premise that customer service is important (as, of course, you should), your next concern will logically be what to do about it. There's nothing in this book that will provide you with any practical help in that regard. Like most of Blanchard's other books, this is a lot like cotton candy...cloyingly sweet, lots of fluff, and very little substance.

Blanchard considers himself to be a spiritual guy. (The title he uses at his company is Chief Spiritual Officer.) As a result, Raving Fans, like other Blanchard-branded books, employs a format that is self-consciously based on the Biblical parable. Perhaps he considers this to be an homage but it just comes across as pretentious.

If a reader was genuinely undecided on the value of customer service, then this book might be worthwhile. But for the vast majority of readers who understand that customer service is important and want to know how to get better at it, Raving Fans isn't going to provide any practical guidance.

GREAT MODEL TO APPROACH PERFECTION THROUGH INNOVATION, April 29, 2000
In a world of almost no service, RAVING FANS takes the opposite perspective -- that virtually perfect service is worth pursuing. Those who are used to providing and suffering from having no service will find this book impossible to comprehend. I found it inspiring.

A major problem with most books on management processes is that that do too little to focus on how to make large amounts of progress beyond what is now done. RAVING FANS is a big success in providing you with simple instructions for making large strides toward achievable perfection in providing service.

Imagining perfection is a critical first step to improvement, yet most people have never thought about what that could mean. Then testing that perfection with customers (and potential customers) must be done to be sure that there is a valid opportunity, and to be able to understand customers' ideas about achievable perfection. Then attaching the idea of continuous improvement toward that vision is also valuable, and useful.

There are plenty of practical tips about how to do each part in RAVING FANS, which is key to making this book so valuable.

One of the reasons that I enjoy writing reviews about books on-line is that I can find a book like RAVING FANS that agrees so much with my own perspective and research. This book will quickly get you past your Psychology of Disbelief, Bureaucracy, Procrastination, Communiation, and Ugly Duckling stalls. Good for Ken Blanchard and Sheldon Bowles . . . and good for you, too! Even better for your customers!

If you like this book, be sure to go on to read GUNG HO, the second book in the series, which deals with getting employees fired up to produce great service for Raving Fans. The third book in the series, BIG BUCKS!, just came out, and is a worthwhile successor to the first two. I suggest you read all three if you have a business or aspire to have one that provides well for employees, customers, and owners.

A good related book is THE CUSTOMER CENTERED COMPANY by Richard Whiteley.

Raving Fans: One piece of the excellence puzzle, August 23, 2002
Raving fans is the story of a manager that finds himself in charge of a failing department. He is given the position with the understanding that he HAS to fix things, and fix them quickly. To the rescue comes his "fairy godmother" Charlie-a guardian angel with a penchant for golf and a great deal of information about how to make customers more than satisfied.

Through this parable the manager and the reader learn there are three rules for making your customers "Raving Fans". First, decide what you want. Second, discover what the customer wants. Third, deliver plus one.

Ken Blanchard and Sheldon Bowles have done an excellent job of boiling down excellent customer service to its essence. The rules are easy to read and simple to understand. But, like most things of consequence they will take time to master. This book is well worth the hour or two it will take to read.

However, delivering excellent service is only part of the equation. To have a truly profitable well-run organization you also need to have excellent leadership, a highly motivated team, and value-driven goals. While this book touches on these subjects it certainly doesn't do them justice. For a clearer picture I would also recommend reading "Gung-Ho!", "Leadership By The Book", and "The One Minute Manager" -all part of Ken Blanchard's library of leadership materials. All of them are quick reads, and amazingly informative. Together they create an excellent picture of how a successful, value-centered organization should be run.

There is nothing revolutionary in this book, July 22, 2003
This book is a waste of money and time (even though it only takes 1-2 hours to read this book). It is amazing to me that Ken Blanchard could charge $ for a book that is based on common sense and could be summarized in one page without losing any content. The premise of the book is that there are three "secrets" to customer services which are decide what you want, find out what your customers want and deliver the vision plus one percent. All the book is saying is that a business should have a vision of what it wants to accomplish, talk to its customers to ensure that this vision is aligned to customer expectations, and then deliver the vision consistently while always looking to improve (plus one). There are a few fictional examples of businesses that have excellent customer service but definitely not much depth at all.

This Stuff Really Works, October 13, 1999
This book is very easy read, usually taking less tha a few hours. It contains good ideas that are easily applied to any busines situation.

This book breaks apart the customer management process down and makes all of us really think of who our customers are. For example, the customer for a teacher is the parent not the child. It teaches you that the results you are delivering must be right for the customer you are delivering to. Then you need to keep getting better.

I highly recommend that a manager an his team all read this book and then spend two to four hours discussing how it can apply to them. ... Read more

Editorial Review

A fascinating journey into the hidden psychological influences that derail our decision-making, Sway will change the way you think about the way you think.

Why is it so difficult to sell a plummeting stock or end a doomed relationship? Why do we listen to advice just because it came from someone “important”? Why are we more likely to fall in love when there’s danger involved? In Sway, renowned organizational thinker Ori Brafman and his brother, psychologist Rom Brafman, answer all these questions and more.

Drawing on cutting-edge research from the fields of social psychology, behavioral economics, and organizational behavior, Sway reveals dynamic forces that influence every aspect of our personal and business lives, including loss aversion (our tendency to go to great lengths to avoid perceived losses), the diagnosis bias (our inability to reevaluate our initial diagnosis of a person or situation), and the “chameleon effect” (our tendency to take on characteristics that have been arbitrarily assigned to us).

Sway introduces us to the Harvard Business School professor who got his students to pay $204 for a $20 bill, the head of airline safety whose disregard for his years of training led to the transformation of an entire industry, and the football coach who turned conventional strategy on its head to lead his team to victory. We also learn the curse of the NBA draft, discover why interviews are a terrible way to gauge future job performance, and go inside a session with the Supreme Court to see how the world’s most powerful justices avoid the dangers of group dynamics.

Every once in a while, a book comes along that not only challenges our views of the world but changes the way we think. In Sway, Ori and Rom Brafman not only uncover rational explanations for a wide variety of irrational behaviors but also point readers toward ways to avoid succumbing to their pull. ... Read more

Reviews

When The Emperor Has No Clothes, June 8, 2008
Why would a seasoned pilot, the head of KLM's safety program, ignore his co-pilot and attempt a takeoff in fog at an unfamiliar airport, causing the worst air disaster in history? Why did the co-pilot, who had done exactly the right thing when he reminded his captain that the flight had not been cleared for takeoff, fail to repeat his warning when the pilot pressed ahead?

The collision at Tenerife airport cost the lives of 584 people. Using that accident as their starting point, the Brafman brothers explore the psychological forces that cause people to take large risks to avoid small losses, to judge people and situations by first impressions despite subsequent inconsistent evidence, and to ignore objections from dissenters.

"Sway" is the latest in an engaging series of books like Malcolm Gladwell's "Tipping Point" and "Blink" and Steven Levitt's "Freakonomics." The Brafmans' effort is one of the best written and most approachable of the recent crop, and somehow it kept my focused attention for the duration of a cross-country flight--perhaps the authors are appealing to my irrational impulses in ways they don't let on!

Anyway, one of the most interesting parts of the book is the most reassuring. Research reveals that groups often make better decisions if there's a "blocker" or "dissenter" present--even if that person dissents for the wrong reasons. The authors describe a classic experiment in which the test subjects are led to believe they are being tested for their visual skills--three lines of different lengths are to be matched to a fourth line. The differences in line length are very obvious, so there is plainly only one correct answer. If you put the real subject in a room with several actors who are pretending to be test subjects but who have actually been instructed to give a manifestly wrong answer, most subjects in the experiment will behave in a compltely irrational manner, agreeing with the other "subjects" that lines that are obviously different are exactly the same. But if an actor playing "blocker" is added to the mix and points out that the group is wrong, the subject feels free to disagree and usually makes the right choice. This is true even if the "blocker" makes a different "wrong" choice by picking two other lines of plainly different lengths. What this experiement says for the business and political world is that organizations that "brook no dissent" (like the Bush administration) are likely to perform about as well as that ill-fated flight at Tenarife.

Back to the cockpit: pilots at Southwest and other airlines are now trained to avoid the disaster that happened at Tenerife. Pilots are taught to listed to objections from other crew members, and crew members are trained to communicate those objections in a way that enables the pilot to respond quickly and correctly.

The Brafmans approach this fascinating subject with wit and style, and they tackle other interesting problems besides the one described above: why people often judge a book by its cover (so to speak), why people insist on being treated fairly even if that means foregoing a benefit, and why audiences for the French and Russian versions of "Who Wants to be A Millionaire" behave much differently from each other and from their American counterparts.

If you enjoy books like "Sway," you might want to visit my "Quirkology" list. Gladwell and Levitt unleashed a torrent of similarly conceived books, many of which are quite good.

To steal a march from the disclaimer on the back of "Sway" (which you can see above), if you decide to buy the book because of this review, "you just got swayed." But you should still give this review a "helpful" vote.

A Magnetic Read (I've Been Swayed), June 3, 2008
I've always considered myself pragmatic, logical, and clearly even-keeled. Then, I read Ori and Rom's book Sway: The Irresistible Pull of Irrational Behavior. It's a magnetic read and I zipped through it in 2 quick sittings.

I rather like books that make me think twice about truths I hold self-evident. And Sway certainly made me think. Did I pre-judge my employees based on what others had said about them, or their previous jobs? Do I make rash (and possibly dangerous or stupid) choices when I'm committed to a certain plan of action and feel any diversion would be a loss? I certainly look for fairness in my business and personal transactions. But is fairness the key metric? Maybe not.

The book has opened my eyes and mind to new ways of approaching my business activities and relationships and family interactions. Hopefully I will recognize in advance a moment where I might act rash or choose the wrong -- irrational -- path and think again about my choices.

a decent book-let, July 22, 2008
This is yet a another volume in the contemporary genre of books based on a single insight. In this case, the insight is that people often make predictably irrational decisions. This is interesting, and the authors assemble several anecdotes supporting their thesis, but a bit of judicious editing could have distilled their argument into a brief essay. Of course this would have been a less profitable format; one suspects the authors of exploiting an irrational bias favoring books over articles.

Dissapointing Rehash of Other, Better Books, December 7, 2008
I was excited when I purchased this book. I have read numerous titles in this genre, like Blink, Predictably Irrational, Influence, etc., and I was looking forward to more ineresting insights and anecdotes.

Unfortunately, almost the entire book has been covered (in more detail) by the books mentioned above.

I felt like I was reading a cliff's notes version of these previous works, with dumber (but warm!) authors.

If the book was just a regurgitation, I would let it slide. But, in some cases, the authors miss the point entirely.

For instance, when they are discussing the placebo effect, they mention the fact that "Prozac had about the same theapeutic effect" as a placebo (page 97).

They continue that although "the SSRI drugs are clinically ineffective, psychiatrists nevertheless kept diagnosing and prescribing. Once even the most seasoned professionals begin diagnosing, it's very hard to stop." (page 97 cont).

With a wave of the hand, the effectiveness of Prozac is disproven.

Or is it?

If these guys had bothered to read "13 Things That Dont Make Sense" by Michael Brooks, they might have uncovered the REALLY INTERESTING THING about Prozac and the placebo effect.

But no, instead they choose to become examples of the very diagnostic bias that they advocate against.

This is one example. There are many, many more.

Sorry guys... you seem like nice fellows. But c'mon... if you are going to write a book, at least write one I haven't read before.

For any of the readers out there interested in original work, I recommend passing on this one and checking out some of these titles. They are MUCH better:

Influence: The Psychology of Persuasion (Collins Business Essentials)

Predictably Irrational: The Hidden Forces That Shape Our Decisions

Blink: The Power of Thinking Without Thinking

13 Things That Don't Make Sense: The Most Baffling Scientific Mysteries of Our Time

Quick read, but there are better books out there, July 28, 2009
Interested in choice psychology, I was excited to start reading this book. However, it quickly proved disappointing. The examples the books gives to illustrate behavioral patterns are entertainingly written, but poorly connected and don't help underline a clear point in each chapter. I felt fortunate that I had read other books on the topic so that I knew what they were talking about - otherwise I would have been unsure what exactly they were trying to illustrate. The Brafmans seem ultimately muddled, and don't seem to truly draw from their intertwined backgrounds as an economist and a psychologist.

The upside of this book is that it is a quick read, and does contain some new case studies to illustrate choice psychology principles.

If you take this subject seriously, or want to have a better understanding of the topics, I would instead urge you to read Predictably Irrational, Revised and Expanded Edition: The Hidden Forces That Shape Our Decisions, The Paradox of Choice: Why More Is Less, or Nudge: Improving Decisions About Health, Wealth, and Happiness. If you want a quick, easy read about this, try Yes!: 50 Scientifically Proven Ways to Be Persuasive.

Pull me, Push me, June 11, 2008
This is a smoothly written, enjoyable quick read that covers a really interesting subject. We all think we make rational, reasonable choices. But we all know of times that when we look back now we wonder if we really picked the right door, or maybe if 'psychological' reasons somehow pushed or pulled us towards an imperfect choice. This book is one of many neat books that takes solid research published in the growing fields of behavioural economics and social psychology, and then makes a readable whole out of them. There are riptides we feel underneath the waves we see. Not Freud or Jung psychobabble, but reliable biases and mental shortcuts that work for us most of the time. This book is about the times when they work against us.

Cool stuff: Great examples bring the ideas to life. (Hearing a master play a Stradivarius on the NY subway, the academic reaction to the Piltdown man, a surprising secret in an Israeli army leadership training course. On and on.) No need for any prior psychology knowledge. Clearly lets the reader understand the non-intuitive principles involved. Includes recent research findings in a story driven format. Not bogged down by intellectual showing off or long digressions. There are references at the back for those who want to read the original research.

What it is not: This ain't a definitive textbook. It is not new ground (but rather an overview of the field in a readable form). It doesn't get into details or any depth of why we behave in these ways, or how the behaviours may be connected. But that's OK, as long as you know you are buying a great general read not a graduate-level treatment.

The book finds new veins of gold in the mine of psychological research that has already produced Robert Cialdini's `Influence,' Scott Plous's `The Psychology of Judgement and Decision Making,' and other cool books like `Nudge,' or ` Freakanomics.' An fascinating worthwhile read.

No Way Rational, June 22, 2008
The Brothers Brafman take us on a short and interesting tour of why we do what we do. The better parts: not only do we see what we expect to see but this "expectation" bias changes the way those seen act(three groups in the military are sent to training; randomly assigned rankings from excellent to so so; their commanders are told which is which but not that it is random; and guess what---not only do the commanders rate the ones assigned a random excellent as better but the soldiers ,when later tested, aligned with their commander's pre-planted views; they conformed their performance to how the commanders perceived them); altruism is a more powerful motivator to induce a person to perform a task than money if the money offered is not commensurate with the task(Swiss citizens were ok with a nuclear dump in their town when the appeal was to citizenship but became much less so when the appeal was we will pay you to do it because the moola was not enough; it does not take much to fuel the altruism part of the brain but it takes a lot to fuel the pleasure part of the brain); and once tagged, always tagged( the draft position of NBA players dictacted playing time and length of time in league---the lower the draft pick number, the more of each). Good epilogue with some practical ideas. Also some good stuff on hiring employees. Bottom Line: know these ideas and make them work for you.

Sway - a Worthy Read, June 18, 2008
Each chapter of SWAY is a complete thought and a fast read. I could identify myself or others in each one. I do a lot of work with large groups and have found that each group has all the architypes in it... the exemplar who knows too much; the over committed, the labeler; the doubter and dream killers; the visionaries and the engineers. Each of the characters in this book are in any group. I will return to SWAY each time I do another large group event to remind myself to be aware of how the decisions of the group might be getting trapped by some of the habits and assumption mentioned in the book. My work will be better for having read this book.

A self-help book hiding within a scientific treatise, June 11, 2008
What a great read! Well organized and smartly written, this exploration of the reasons behind irrational behavior is a real page turner. Oddly, reading it makes you feel good, as learning the reasons why people behave illogically makes you feel more in control.

Another surprise: Even though this book is based on scientific thought, it is an easy and quick read. Witty and clear, it's filled with interesting, real-life examples of behavior, such as how Steve Spurrier's unusual style of coaching college football drives his competitors mad. (I should know: I went to FSU!)

Apparently we're wired to act in irrational ways. Our brains are so averse to loss that we avoid it at all costs. People pay stupid amounts to rental-car companies for unnecessary "loss damage" protection. The head of safety at an airline takes off in a 747 without proper tower clearance, ignoring his own safety protocol, crashing and killing everyone aboard. Why? He didn't want to lose his reputation for always being on time.

Once we recognize why our brains are setting us up for failure, we can consciously make other, smarter, choices. Sway takes much of the mystery out of irrational behavior.

Here's the chapter list:

1. Anatomy of an Accident
2. The Swamp of Commitment
3. The Hobbit and the Missing Link
4. Michael Jordan and the First-Date Interview
5. The Bipolar Epidemic and the Chameleon Effect
6. In France, the Sun Revolves Around the Earth
7. Compensation and Cocaine
8. Dissenting Justice

For a companion read I'd recommend another new book, The Drunkard's Walk: How Randomness Rules Our Lives.

Interesting, Fun, Deeply Thought-Provoking, June 22, 2008
The Brafmans do an excellent job showcasing the irrational behavior all around us. Whether you're a doctor, venture capitalist, teacher, or even a college football coach, there are subtle psychological cues driving you to engage in irrational behaviors that can have a significant negative impact on your life. Reading the anecdotes, one might wonder 'how can anyone ever do that?' The book's close inspection of many different situations shows us that we all do it, and in fact, most of us are guilty of irrationality every single day. 'Sway' lifts the mystery behind these subtleties of irrational thinking and allows us to be more critical of ourselves so we can understand really what is driving the decisions we make day in and day out.

Overall, 'Sway' is a great read. It's very well-written, fast-moving, inherently entertaining, insightful, and just downright fun. It will leave you in a healthy state of self-reflection and critical thinking of the world around you. ... Read more

Editorial Review

Influence: Science and Practice is an examination of the psychology of compliance (i.e. uncovering which factors cause a person to say “yes” to another's request).

Written in a narrative style combined with scholarly research, Cialdini combines evidence from experimental work with the techniques and strategies he gathered while working as a salesperson, fundraiser, advertiser, and in other positions inside organizations that commonly use compliance tactics to get us to say “yes.” Widely used in classes, as well as sold to people operating successfully in the business world, the eagerly awaited revision of Influence reminds the reader of the power of persuasion.

Cialdini organizes compliance techniques into six categories based on psychological principles that direct human behavior: reciprocation, consistency, social proof, liking, authority, and scarcity.

Reviews

Good guide to the tactics of persuasion., September 15, 2005
Right away, buyers should know that Cialdini has produced a less-expensive version of this book. "Influence: Science and Practice" is designed as a textbook for classroom instruction. So, it has things like chapter summaries and questions that can be assigned as homework. However, the other book "Influence: the psychology of persuasion," is designed for a more general audience. The content is basically the same, but it omits the classroom-oriented layout. It's also cheaper. If you are a student who is buying textbooks online, this is probably what you (or rather, your professors) want. If not, get the other one.

Both books focus on persuasive tactics. This is not a theoretical work trying to lay out a strategy of communication, like "Getting to Yes." This is a toolkit, designed to give the reader a selection of tools for specific circumstances. That is not to say that Cialdini lacks an understanding of more strategic thinking, just that it isn't the focus here.

The underlying theory is that people tend to be hardwired to respond to certain stimuli in predictable ways. The book tells you what those stimuli are, that is, how to push people's buttons. And it does a very good job, which is why Cialdini has demand for two versions of the same book.

I'm not going to list all of the tactics because the table of contents does that and, because they're detailed, they're difficult to understand without reading the book. But, they all have some basis in science and their effectiveness is empirically demonstrable, so you can trust that they work. The best part of this book, for me, was becoming more conscious of how others, including politicians, advertisers, and bosses, try to manipulate me. Cialdini deserves respect just for opening people's eyes, but he goes a step further by explaining ways to deal with the constant manipulation that is inherent in human communication.

The only problems I see are that the textbook version (this one) has a better index in the editions I compared, so it makes a better reference tool and that the book is written from an American cultural perspective. That's fine, as most of his audience is American, but, and this is my M.A. in Int'l Relations talking, I wonder how well some of these tactics would be recieved by people from other cultural backgrounds. In particular, notions of authority (which constitute a chapter) vary widely. Just a heads up. This is still a "must read" for people who want to know how to persuade or protect themselves against other's persuasion.

US-Oriented, Excellent Starting Point, Six Key Methods, October 20, 2005
I disagree with the complaints about this being a repeat of earlier versions. "4th Edition" is quite clear. This is an updated easy to read version of a highly-regarded seminal work whose value has been proven over time.

While intended for students of psychology and for practitioners of the black art of marketing (selling over-priced unnecessary "stuff" to the unwitting), I regard this text as a very helpful reference for the new warriors, the practitoners of Information Operations and within that larger discipline, Strategic Communication & Public Diplomacy.

The six "principles" of influence, reciprocation, consistency, social proof (e.g. canned laughter), liking, authority, and scarcity, each receive their own chapter with annedotes and study questions.

Most interesting to me would be an international variation of this book, one that discussed the nuances of influence in other cultures, inclusive of family ties and prevalent sterotypes.

This book is applicable to business, evangelism, foreign affairs, defense, homeland security, and just about any field where interaction with humans is called for, and the mission demands the elicitation of collaborative behavior from others.

Good index, notes, and illustrations. Well-presented.

One of the best on this subject, April 12, 2002
I've reviewed many books on influence and persuasion and this is one of the top books in the category. Easy to read, excellent writing style, it is a hard book to put down and begs you to read it slowly so that you don't miss something important. One of the fun things about reading it is when the author makes a point and you can look back and realize that you have dealt with someone who used just that technique to get you to buy that candy bar, car, or change your mind about something.

Persuasive speaking is an important part of what I do and I am very successful at it. The ability to persuade others has been very hard to pass on to employees and other speakers who have asked me how I do it. This book allowed me to look at what I do and see how I can transfer that ability to others. It has also helped me see some of the tricks of persuasion that snare the unwary and how they are used by unscrupulous people.
Cialdini not only makes his case by carefully presenting the techniques and the experiments on which they are based, but also details how they are used and how you can use them. For each technique he also indicates how to know when it is being used against you and how to resist the influence.
A highly recommended book and one of the best on this subject, Cialdini's work is often quoted in other books on influence and persuasion.

Influence: Science and Practice, is a must read!, August 2, 2003
Influence: Science and Practice, by Robert B. Cialdini, Ph.D. has sold over a quarter million copies and has been published in nine different languages. Perhaps not surprising for a psychology book, but this is neither a dry college text nor a "pop" how-to book.

Cialdini is a professor of psychology at Arizona State University. He has studied why we buy things, often without much thought, and has broken down our "short-cut" (read knee-jerk) actions into six categories: Reciprocation, Consistency, Social Proof, Liking, Authority and Scarcity.

Reciprocation is the experience we have when a member of a religious sect hands us a flower in an airport and then asks for a donation. We don't really want to, but we feel a social obligation to reciprocate. Same thing happens whenever we get an unsolicited gift.

Consistency is about behaving in a way that is congruent with the expectations of others. What those around us think is true of us is enormously important in determining what we ourselves think is true.

Social Proof is the influence that peer groups have on us. Cialdini quotes Cavett Roberts's advice to sales trainees, "Since 95 percent of people are imitators and only five percent initiators, people are persuaded more by the actions of others than by any proof we can offer."

Liking is demonstrated by several traits and behaviors, but the bottom line is this: people have to buy into you personally before they buy your product. People do business with people they like.

Authority is the demonstrated influence of anyone who sets himself up as knowing more than we do or having greater experience. This can be an Army general or a crafty restaurant waiter or any other self-proclaimed authority figure.

Scarcity is demonstrated by the greater desirability of the product when it is harder to get or more exclusive.

As Cialdini says, "The joy is not in experiencing a scarce commodity but in possessing it. It is important that we do not confuse the two." Hence the scarcity tactics used by many sales people.

Cialdini devotes a lot of space to explaining both how we can use these principles to influence others, and how, jujitsu style, we can defend ourselves against all this.

I hope this influences you to read this amazing book.

Outstanding, January 30, 2001
Edition after edition. They all sell. Why? Because this is a superbly written treatise on the subject of influence. This book and Aronson's Social Animal both rate among my 50 favorite books of all time. Cialdini's influence was enormously influential in my work in the field of persuasion and you can't say enough wonderful things about this text. Cialdini writes with clarity and authority about one of the most important subjects in the world today. A mega-winner. I have bought dozens of copies of this book for clients. It sets the standard. Kevin Hogan, ...

PROTECT YOURSELF by reading this book!!!, January 18, 2004
+++++

This well-referenced book first published in 1985 and authored by Robert Cialdini, an experimental social psychologist, deals with the dynamics of interpersonal influence processes.

Specifically, this book deals with the compliance of "automatic influence" which Cialdini defines by a question: "Just what are the factors [or principles] that cause one person to say yes [without thinking first] to another person?"

The principles mentioned in the above question are the subject of this book and, in fact, this book is organized around them. There are six principles discussed. Cialdini calls these principles "weapons of influence."

Each principle or "weapon" has a well written and thorough chapter devoted to it. Parts of these chapters are occasionally humerous. As well, each chapter has plenty of examples to illustrate each principle.

However, just knowing these principles is not enough! You have to know the practical techniques or "compliance tactics" that are based on these principles in order to get the desired result of automatic compliance. This book is packed with these techniques as well as examples of how they're used.

Why bother to learn these principles and techniques? Answer: to protect yourself. Protect yourself? From whom? To protect yourself from "compliance professionals" (for example, sales people, fund raisers, and advertisers) who utilize these principles and their associated tactics to help them get their own way. Where money is at stake, having them get their own way could be costly. Cialdini suggests ways of thinking to defend yourself against such people after you realize a specific technique is being used on you.

Of course, the compliance pros aren't the only ones who know about and use these principles and tactics. We all use them and fall victim to them to some degree in our interaction with neighbors, friends, spouses, and so on.

A handy feature of this book is the summary sections at the end of each chaper. These effectively highlight the main ideas in each chapter.

After reading this book, you'll be able to answer questions such as these:

(1) Imagine you're a lawyer representing someone who broke his leg in a store and is suing the store for $25,000.00 in damages. What would you do during the trial to make the jury see that this amount is reasonable, even a small, reward?

(2) Why is the "free" sample really not so free?

(3) What is there about written promises that make them so effective?

(4) Which naturally occurring conditions of city life reduce the chances of bystander intervention in an emergency?

(5) What is the evidence that we tend to say "yes" to similar others in an automatic fashion?

(6) What is the relationship between size and status in our society? Why did this relationship develop in this way?

(7) During one mid-1980's Christmas season the most sought after toy in the U.S. and Canada was the Cabbage Patch doll, which was said to be in very limited supply. Why were people reported to have spent as much as 35 times the regular price for this doll at public auctions to own a doll that cost much less at department stores?

(8) How can each weapon of influence be used in an exploitive way and how can each be used in a non-exploitive way?

In conclusion, don't be easy prey to compliance professionals! Learn about the principles or weapons of influence and their associated compliance tactics. Most importantly, learn the ways to defend yourself against such weapons and tactics. This book explains all this and more!!

+++++

BRILLIANT, November 18, 2001
Unlike "pop" influence books like the neo-machiavellian "48 Laws of Power" or NLP / Tony Robbins rubbish, this is REAL social science. Cialdini is brilliant, providing solid evidence to back up his principles. Each major concept is supported by a variety of social psychology studies that demonstrates the principles in practice. Not only does it show how you can and how you are influenced, but also provides notes on how not to be manipulated. His style, while very detailed, is easy to read, with lots of often self-deprecating humor throughout. If you want to get a taste of this before buying, I'd suggest the audible lecture by Cialdini - it's a great intro to the subject and a blast to listen to. My only hope is that too many people don't find out about this book. Let them waste their time on NLP pseudo-science and outdated Machiavellian nonsense.

Great book, but watch out!, December 8, 2001
First off this is a great book and is written in a very accessable style. Just be aware that this book is the same (although updated I think) as "Influence: The Psychology of Persuasion". I got them both with "buy both and save" only to find that out when I started to read the second one.

Useful, easy to apply principles; breezy read, September 29, 2000
Robert Cialdini discusses six ways of influencing people - reciprocation, commitment, social power, authority, contrast, and scarcity. The principles are easy to understand and are intuitive. Due to the complexities of modern life, we have built "short-cut" reactions to these influences. Most of the time, these short-cuts are fine; however, folks can sometimes create events that "trigger" your short-cuts and may be able to unduely influence you. Robert discusses the theory of these principles, practical situations where these principles are often unscruplously applied, mechanisms to better become aware of these influences, and ways to counter them. You will gain better insights into your past behavior when you fell for sucker deals. Hopefully, reading this book will help you avoid / reduce future bad deals.

Great Balance of Theory and Practice, February 16, 2003
Here's a recipe for an enjoyable and useful book. Begin with one respected professor of psychology from Arizona State University. Sweeten with Regents Chair and Distinguished Graduate Research Faculty distinction. Mix in comments from readers of previous editions ("we get mail"). Fold in pop psychology twist and plenty of examples. Season to taste with just enough irreverence to spice up the text. Bake with three previous editions, improving on each version. Absorb and chill for 262 pages and gain a deep, fun, yet realistic understanding of how humans influence each other.

Marketers will benefit tremendously from this book. So will executives, managers, business owners, students, and everyone who has an interest in how we are influenced to make decisions. Those decisions may affect what we buy, where we work and live, and what relationships we have with others. The illustrations sprinkled throughout the volume offset the small print used to cram a tremendous amount of content into a book that is small enough not to be intimidating. No wonder over a quarter million copies have been sold. It's an Everyman's book on the topic, yet it's an academic treatise as well, with 16 pages of references preceding the index.

Each chapter includes a summary and study questions-both on content and to stimulate critical thinking. All those features you'd want in a book like this are all there, waiting for you. Expect to curl up with this book, nod your head, laugh, shake your head, and wonder in amazement while gaining insight. Cialdini grabs your attention and won't let go. Expect to make notes, write in margins, underline or highlight, and repeat your reading.

Readers of "Influence" will look differently at the world around them. Even if you merely scan through this book, you'll gain a new appreciation for advertising, group behavior, and even how you're treated by salespeople, co-workers, bosses, parents and friends. The conscious and unconscious heightened awareness will be well worth the time and money you invest in this book. ... Read more

Editorial Review

Imagine a workplace where everyone chooses to bring energy, passion, and a positive attitude to the job every day. Imagine an environment in which people are truly connected to their work, to their colleagues, and to their customers. In this engrossing parable, a fictional manager is charged with the responsibility of turning a chronically unenthusiastic and unhelpful department into an effective team. Across the street from her office is Seattles very real Pike Place Fish Market, world famous and wildly successful thanks to its fun, bustling, joyful atmosphere and customer service. By applying ingeniously simple lessons learned from the actual Pike Place fishmongers, our manager learns how to energize those who report to her and effect an astonishing transformation in her workplace. Addressing todays work issues (including employee retention and burnout) with an engaging metaphor and an appealing message that applies to any sector of any organization, Fish! offers wisdom that is easy to grasp, instantly applicable, and profoundthe hallmarks of a true business classic. Based on a bestselling ChartHouse training video which has been adopted by corporations including Southwest Airlines, Sprint, and Nordstrom. ... Read more

Reviews

Great, inspiring read but poor teaching methodologies., April 6, 2002
FISH is written in a parable (short story using fictional characters) format, reminiscent of the style apparent in the classic, bestseller The One Minute Manager. The goal of the FISH Philosophy is to learn how to boost morale and improve operational results in a business organization. As the authors put it "Enclosed are the keys to creating an innovative and accountable work environment where a playful, attentive, and engaging attitude leads to more energy, enthusiasm, productivity, and creativity."

The four key points of the philosophy are:

* Play - have fun and create energy at home or at the office.
* Make their day - how can you engage fellow employees, customers and make each other's day?
* Be Present - How can you make sure you are fully available and aware during conversations with people? It is about create a greater sense of intimacy between individuals.
* Choose Your Attitude - Each day you choose how you are going to act or which "side of the bed" you wake up on. The choice is yours and, the way you act, affects others.

In my opinion, this business parable, like the rest of them, is great and horrible at the same time.

It is a great read for the following reasons:

1. It is a quick read. I read it in about 2 - 2.5 hours and I am a fairly slow reader.
2. The book is able to illustrate one point extremely effectively. For example, in this book they show how workers attitudes can impact a setting and how many of us don't understand how our attitude impacts our work setting and quality of life.
3. These are the kinds of books that employees will read as they are 100-150 pages in length and easy to read so a massive investment of time and energy isn't required by employees.

It is a poor book for the following reasons:
1. The authors never give you ways to implement the ideas. Once I was done reading the book I was thinking, "WOW, this is great stuff. Now how do I implement it in my company and, more importantly, what will it take for this to be successful." Which leads me to the next point...
2. While they illustrate certain key elements in the book they neglect to mention that:
a. Employees must trust management.
b. Top managers must be fully committed and "practice what
they preach."
c. Both of the above points are conveyed in the story but
the authors don't tell you about the importance of what
academics term "social capital" in an organization.

My concluding thoughts: This is a brief, simple, but elegant book that is an eye opener for those of us who grew up with notions like: "Work is serious, let's have no fooling around!" or "Profit is 'the only' way to measure business success." I commend the authors on conveying this to readers. HOWEVER, the cons outweigh the pros in this book. Like I pointed out, I really enjoyed reading the book and thought it was pretty effective in showing how an organization can completely turn around but, at the end of the day, no tools were presented to help the reader understand how to implement the FISH philosophy. If top managers don't cooperate or "practice what they preach" or understand why and how this philosophy works it goes nowhere, just like most management programs designed to attain all of the above mentioned goals of productivity, energy, etc.

If you want a great book on business principles I highly encourage everyone to read "The Essential Drucker" by Peter Drucker. Jack Welch is a big Drucker fan and this book is a compilation of his best work of over 60 years and 30 books on management principles.

It's about life!, February 24, 2000
This is a brief, simple, but elegant book that is an eye opener for those of us who grew up with notions like: "Work is serious, let's have no fooling around!" or "Profit is 'the only' way to measure business success."

The story is told in the context of a familiar business departmental crisis. Traditional management processes have failed and those who tried to implement change left convinced that conditions would never improve in that department (nicknamed the "Toxic Energy Dump").

A new departmental manager is assigned; she must find and implement new solutions or suffer the burden of defeat experienced by her predecessors.

Serendipitously, during her lunch break, she discovers a fish market that does not fit preconceptions for that environment most of us would have, i.e., hard, tedious work under unpleasant, uncomfortable conditions. What she does experience is a group of people who are totally involved with their customers, having a lot of fun, and selling lots of fish!

She asks one of the fishmongers about how they do this. And so begins the odyssey that uncovers the four key lessons she applies to turn her department around. I believe that these lessons are cornerstones for success both at work and in personal life. The lessons may seem simple and obvious, but they are based the deep needs we all have to feel that we matter, to contribute to others, and to enjoy our work.

I attended the first "Fish Camp" in Minneapolis that Steve Lundin and his associates facilitated (they did a great job); I left with the lessons contained in this book. I have discussed these lessons with almost all of the executives I currently coach and have concluded, from their comments, that they both appreciate and apply these insights with success in their work/personal lives and settings. This book is a useful tool in helping people, and groups of people, reframe how they see their work; many discover that they can find enjoyment and satisfaction in their ordinary day-to-day work lives.

A Fish Story That's Real & Inspirational, September 5, 2000
What does a "Toxic Energy Dump" and throwing fish have to do with life, especially performance in the workplace? A great deal according to the authors of The Fish.

In this parable you learn very quickly and easily how to turn around a "toxic" environment. Although the solutions may sound simple and obvious, they remind us - that regardless of our position in an organization, it's a great thing to find enjoyment and satisfaction in our ordinary day-to-day work lives. The writers provide simple descriptions of what attitude and fun can do to turn around the "toxic energy dump" in the workplace. The fable and principles show you how to bring hope and excitement to the people who perform the "back room" functions.

This book is a quick read, with principles that are easy to grasp and apply. Laughter and fun are great bridge builders between people - I encourage you to try The Fish and see how these principles are used to build bridges not only at a renowned fish market in Seattle, but between people within a back room department and other departments.

What can you learn from a smelly fishmonger!, April 4, 2000
Can creativity and enthusiasm be learned from a smelly, fishmonger?

You bet! One of the most important values I learned from this book is that it's possible to gain wisdom from some of the most unsuspecting places. Never judge a book by its cover... you could be missing out on a lot!

One thing that I will never understand about society is how easily we get trapped into ruts in our professional and personal lives. Yet, we do nothing to rectify the situation. Complaining doesn't count, my friends!

With thousands of business "How-to" books flooding the market, Fish! is a welcome change as it tackles some very important issues in a fun and easily understood manner.

In this engrossing parable, a single mom/corporate manager is given a seemingly impossible task. She is responsible for turning an office that has been described as a toxic-energy dump into an enthusiastic and productive environment.

Overcome with fear of losing her job, the book's main character, Mary Jane, loses hope and retreats to her own private world every lunch hour as she walks the downtown Seattle streets. One afternoon she walks to the world-famous Pike Street Fish Market for the first time. Little did she know that when she met a smelly fishmonger named Lonnie, it would be the beginning of a wonderful new life!

If you are content to live with whatever life throws your way, this book is not for you. If you feel that you hold within your hands the power to change your destiny, this book is an effective tool that will help you on your path to success. Endorsed by some of the world's most successful businessmen, Fish! is a surprisingly important book you can't afford to miss.

4 simple principles to make your organization fun., November 29, 2000
Fish is simple. The book espouses 4 principles that are simple to understand yet often missing in most workplaces. Reading this book will help any business leader/manager look for ways to involve their employees in making their jobs fun and enjoyable and thereby a place they want to be. I manage the accounting and finance areas of my organization and I purchased Fish for all my employees. We have begun meeting and discussing ways to apply the principles found in Fish, the first dealing directly with the employee and their attitude when they walk in the door. The attitude they bring to work will effect their day and the effect the people around them. Fish leads you from helping your employees understand the importance of their attitude to helping them make the workplace vibrant and enjoyable for everyone. There are a million books in the marketplace telling you how to make your employee's lives easier. Fish tackles the concept that the employee is responsible for taking the first step to make the organization a great place. Too often, we are told the company makes the people. The fact is, the people make the company. Fish will help you decide whether to allow your people to languish or lead them to a better and happier life and job.

Don't Take the Bait!, September 7, 2005
Having fun at work...a great concept, but Lundin's book is meant for a 5th grade mind, not a fully functional adult. The theory behind the book is relevant but Lundin's delivery is all too simplified and doesn't have practical application of how to do this. And what's more, Lundin gets hired to go to big corporations to throw FISH dolls around for $1000's of dollars. The problem is that he's there for a half day and once he's gone, the fish dolls gather dust.
If you want to change your workplace, it takes more than throwing a stuffed fish doll around. You have to have a set of values that honors people and find ways to execute on those values EVERY day.
But you have to give Lundin credit, he's made an empire out of books meant for elementary school as well as over-priced workshops and DVDs that all say the same message.
But if you're a smart and intelligent leader, bypass this simpleton text and do some research over at the Harvard Business Review....

I like the ideas, but not in a business book, March 18, 2004
I like having fun and being entertained, and I really liked the ideas in this book. But marketed as a business book?

Let me set some boudries, first of all, to show you how important I think the material is. If this was Doctor Suess- like book, marketed and written with my kids in mind, I would be cool: five stars easlily. If it was marketed as a self-help book for reframing your attitude, it would get four, maybe five stars. If it were a hippy/ new-age book about just being and enjoying life, five stars plus.

However, as a business book, it is pure fluff.

I was forced to watch this in a corporate setting. Instead of fostering honest, human fun amongst our workforce, it seemed like an invitation for many on the management staff to work on trivial activities. Using Covey's "Seven Habits" and "First Things First" language, they were spending their time in Quadrant 4 of the time management matrix (unimportant, not urgent), instead of the stewardship that comes from Quadrant 2 (important,not urgent).

And employees were ignored while these managers "played," bringing in megaphones and making silly videos. If you want to find out about how to create good customer service, try "Customers for Life," "Raving Fans," or "Hug Your Customers." If you want to motivate your workforce, "The Streetwise Guide to Motivating and Rewarding Your Employees," or a reprint of the HBR article by Herzberg, "Once Again, How do You Motivate Your Employees?" is an excellent place to start.

This book, from my experience, will likely lead to the denial of serious issues, which are actually a blast to tackle in my experience.

hidden agendas!, May 21, 2002
One of the most telling points in "Fish" comes late in the book. AFTER the bit about having your employees have a "designated creativity area" called "The Sand Box" (ugh). And AFTER the bit about having employees walk around on colored circles of paper, reading out the ideas for improving their workplace when the music stops on them (gag).

No, my favorite part is when the fictional employees on the "Choose Your Attitude" team suggest that their co-workers read "Personal Accountability: The Path to A Rewarding Work Life." No mention is made of the fact that that book is written by THE SAME AUTHOR as "Fish"! But, then again, this clearly isn't aimed at anyone with an IQ over about 80...

If you feel your employees will benefit from reading this book, then you clearly do not have an intelligent workforce. Rather than spending money on this brain-numbing parable, why not try to hire some employees who don't need the obvious explained to them?

What's next in this "dumbing down" of Corporate America, anyway? A parable to convince employees that bathing is in their best interests?!?

Pointing The Way To Happier Staff And Happier Clients !!, October 7, 2000
The title sounds "FISHY" but the contents do deliver concrete information on making everyone's work day more pleasant, while gaining happier customers. There are only 112 fast-reading pages in this new book, but they provide a wealth of knowledge and things to think about. Seattle's Pike Place Fish Market provided the fundamentals for this book which can be used in any work environment and situation- office work as well as front-line work. You'll learn eye-opening fundamentals and common sense approaches to dealing with customers and staff actions and accountability, that produce not only happier customers, but happier staff members as well. Did I find any magic formula in this book to accomplish all of this? Not really. But there's a wealth of stuff to think about. The fundamentals presented are: Choose Your Attitude, Make Their Day, and Be There. The principles taught by this book are currently being used by organizations all over the world with great success being reported. The FISH pilosophy is relevant to nearly every issue facing business today: productivity, teamwork, quality improvement, customer service, creativity and innovation, employee turnover and job satisfaction. What else is there ? Simple lessons are presented, teaching managers how to energize staff and how to result in a completely improved workplace. The information is easy to learn and apply. The principles presented are a win-win for everyone from management, to staff, to customers. Well worth reading !!

employee = dumb?, June 3, 2002
Oh boy, another 'management' technique. Not being a manager I know they are talking about me. Goody. I often read these kind of books so I can guess what the next 'team building' episode at work will be like. Somehow these 'fable writers' think that all employees are stupid and cannot spot symbolism. Gee, I had an education, we talked about it in 7th grade. Oh, and don't get me started on the cheese thing.

Perhaps workers just want to be treated like adults and be given adequate creative freedom and time at home. Ya think?

*shakes her head* ... Read more

Editorial Review

Reviews

So Great I Bought 3, December 2, 2010
Wanting to save money is a no-brainer in today's economy - being able to do it, is another thing. Kathy Spencer does a great job of explaining how, when and why to get things at a great price and to "pay it forward" when you are able to score on great deals. I bought this book - actually 3 - one for me, one for a friend, and one for my mom (I really wanted to help them save more money) - has more than paid for itself I don't know how many times. I love going to stores now with a handful of coupons, a cartfull of groceries and I get to leave with a lot more in my pocket than I used to - and way more in my pantry. Thank you Kathy!!

Eye Opening, December 1, 2010
For many years I have said I am going to start using coupons and always fell back into feeling that they were a waste of time and led you to spend more money than you would otherwise (buying products just because you had a coupon). My husband vehemently disagrees with that theory and has been what we thought was a faithful "coupon-er" for many years. We have just started reading "HOW TO SHOP FOR FREE" and are dumbfounded by just how much we DIDN'T know! He has already changed his style and is so deep into the book now, that I have just had to order another copy for myself! Not a problem, I know it will pay for itself and then some.

This is a must have book, December 6, 2010
Kathy Spencer's book has been a page-turner. The things that I have learned in the 226 pages will stick with me forever. The advice, motivation, and words of encouragement make this book an enjoyable read. I cannot wait to put into practice the information I learned!
Annemarie Guertin

worth every penny!, December 1, 2010
this book has been one of the best purchases i have made! who doesnt want to learn how to save thousands of dollars a year?!? the read was truly inspiring and cleared up all questions i had about shopping for free. i would recommend this book to anyone who is looking to save money to better their current living situation and wants to help others in the process. thank you kathy spencer and everyone else who worked on creating this great gem!

Amazing!, December 1, 2010
I have been a "couponer" for 6 or 8 months now. Kathy has helped me to take it to the next level. There were things that I thought I was doing well, and she and this book are showing me how to step up my game and do them better and cheaper. I actually just got back from the food pantry where I donated 6 bags of free groceries and 3 bags of free toiletries in order to make more room in my closets for the free things I am getting every week! I really love that she wants you to pay it forward.

MUST READ, December 22, 2010
This is a must read! Why wouldn't you want to save money??? Kathy's book is so informative, hysterical and a bit of a tear jerky. It reads like a novel so it only took me one day to read it!

For the newbie...easy read, December 16, 2010
I got this book after seeing Kathy on TV. I actually went to her website first, found it more then helpful of saving $91 on my first Target shopping trip. I bough the book and found it very easy to read. I think her detail breakdown of actually items with coupons helped me comprehend the deal. I highly recommend this to anyone!

How To Shop For Free, December 15, 2010
Get this book. Save 47% on my first shop using the techniques in this book. Check out girl tried to reject some of my coupon strategies because she didn't know. But because I read this book and gained a better understanding of coupons I stood my ground, got validation from the manager (who knew the rules) and paid $1.98 for two Coffee Mate Creamers (the big ones) that would have cost $6.58 full price.

My bill was $14 and some change. Without this book I would have paid close to $30. And that was a trial run. Be patient because at first the organization is daunting. But I can see how if I stick with it I will be getting things for even less. This book is definitely worth it!

Smart shopping, December 12, 2010
WOW!!! This book is amazing! This book show you the best way to use coupons and yes there are better ways that the standard practice. It also tell you the best times of the year to shop for different things and gives you great tips and idea of to shop and save on everything. Kathy Spencer the author also has a great website howtoshopforfree.net with other great buying tips! A definite MUST BUY!

Great book!, November 24, 2010
This book is a must have. A lot of useful tips and ideas on how to shop for free, and it really does work. So if you like to get stuff for free (who doesn't) this is the book for you. ... Read more

Editorial Review

Stock Investing For Dummies, 3rd Edition includes information on stock investing in both bear and bull markets; unique investment segments; stock investing for different types of situations; and examples straight from the real world of stock investing as they have occurred in the past three years. ... Read more

Reviews

Outstanding!, August 4, 2006
As a novice investor, I wanted a book that covered all of the basics in detail. This book was exactly that! I wasn't looking for a book that was loaded with ratios and technical data; This book covered everything from determing your risk factor by analyzing your current financial situation, approach, analyzing markets and companies. The basic fundamentals were discussed in detail and also included the important technical aspects of investing with very basic and straight forward examples that were very easy to understand.

I would and have recommended this book to anyone who is looking to invest in the stock market. I liked the book so much I'm going to read it over again.

I would also recommend that seasoned investors read this book just to reinforce the basics of investing that they might have forgotten over the years. Review of the basics is very important in any industry.

Recommended, May 10, 2003
Solid, solid, solid. This book is very resourceful. I have never picked up one of these "Dummies" books before but got this one as a gift. It covers enough about investing in stocks and the securities industry in general so as to ease the befuddled neophyte. For the rudiments, start here. Then afterwards, you can move on to that other junk promising you the secrets of Wall Street.

Simple Stocks and Investing, July 5, 2005
This book is great. It is simple and easy to understand and it brings stock investing down to my level. I have never understood anything about the stock market or investing because of the terms and varying degree of options. Now I am finding that I can some what understand what stock options and investments will be best suited for me and my financial goals.

terrible at explaining financial lingo!, December 5, 2007
The worst part of "Stock Investing for Dummies" is that it refers to previous sections far too often (note: you can refer to the first part of this sentence for something incredibly annoying). It's obvious the writer didn't intend for the book to be read cover-to-cover, but when you're 5 pages into a chapter and it refers you to earlier in the same chapter, it's serious overkill.

Browsing through popular stock sites such as Google/Yahoo Finance, you wind up with an alphabet soup of financial terms and ratios, such as EPS, ROA, and P/E. I was really hoping this guide would dumb-down the incredible amount of jargon, but I actually feel more confused having read this material.

This book did have one huge benefit to me: it convinced me to do a Balance Sheet and an Income Sheet for my own personal finances (after explaining what they actually were). It is so eye opening to have your expenses laid out that clear, and shows how a company is really responsible for doing the same thing, just on a larger scale.

Great at explaining the basics, November 23, 2003
I found that this book is great a explaining the basics and going a bit more into detail as needed. It didn't confuse and confound as so many other books do. Each chapter is layed out and covers it's topic well enough that you actually get something useful from it. Even if you aren't going to use that particular technique yourself.

One thing in particular that I found useful was Due Diligence (being careful when you buy). I use www.stockchase.com for that as well as yahoo and google and some other sites. (it's amazing what you find).

Not Just for Dummies, October 5, 2007
I've read about a dozen books on stock investing in the last 6 months or so and this is probably my favorite. It's detailed, interesting, and very easy to read. It's perfect for dummies, or those new to the stock market, but also so loaded with great info that even the "experts" would probably pick up a few things here and there. Since I just finished reading it, cover to cover, for the second time, I thought I ought to give the author a well-deserved good review.

Solid Easy to Read Foundation, April 22, 2004
I knew nothing about the stock market, but this book covered all the key concepts in a easy to read and understand format--highly recommended.

Judge by the results..., July 30, 2008
This book is fantastic. It covers all the basic fundamentals, provides resources to learn more about every area, and covers every broad aspect of evaluating a company. You learn about company fundamentals, accounting formulas, economic indicators, political signs, trends, and much more. Probably the best beginning book on stock trading I've read, and I have read many.

Not only that, but the author's results speak for themselves. The 1st edition was written in 2005, and he made several predictions, every one of which came true. In the book he mentioned that according to his research silver would be in very high demand in the next few years - then showed the indicators to prove it. Silver then went on to go from $7 to $17 currently, over 30% annual growth. He accurately predicted the internet stock bust in 2001, the housing bust, the rise of silver, the rise of oil, the collapse of financial service companies, and the rise of commodities.

Obviously results alone don't mean anything, but when taken with the strategies he teaches, it's very clear that this guy knows what he's doing.

A good place to start, January 9, 2009
I doubt that anyone would buy a "Dummies" book expecting to find an in-depth, comprehensive treatment of the topic, but instead is looking for a simple and straightforward introduction to stock investing. This book definitely serves its purpose. "Stock Investing for Dummies" provides the reader with very basic instruction on stocks and investing.

You cannot expect that it will teach you to be a solid investor, or even that you will be able to differentiate between good stocks and those that are about to crash, but it will give you the basic knowledge that you need to understand the stock market and further your financial management abilities.

Exactly what the title implies., April 27, 2008
Like it says, it's stock investing for dummies. Not only will you get explanations for key terms that you will encounter, you also will be taught how to look at numbers on a balance sheet, and decode what story the balance sheet is telling you. The way this book is written is very novice-friendly, you won't have to worry about being lost or not being able to understand some words. I can see how the more "advanced" investors might flip through the pages going "I already know that...." But like the title says, It's for dummies. If you know nothing about investing and want to know more, this is a great start. However, If you want to take it to the next level, I recommend a successful mentor. ... Read more

Editorial Review

Praise for previous editions of Designing Brand Identity:

An inspiring and powerful toolkit.

The Marketer

Alina Wheeler provides a practical structure for the brand building process.

Al Ries, coauthor, Positioning

Wheeler's book offers a cogent description of how strategy and design meet in the real world among world-class companies.

Marty Neumeier, author, The Brand Gap

A valued reference book for all members of the branding team.

Communication Arts

Reviews

Shows how all the pieces fit together, September 9, 2009
This book saved me hours of time. It lays out a step-by-step process that would've taken a lot more time figuring out on my own if I didn't have this as a resource. If you're trying to convince people in your company to put more resources into branding, this book gives you what you need to make a strong case.

I found the format easy to use because it integrates instruction, example, text, pictures, and charts. Case study section is more text intensive than the others but still manageable. Has the stuff you need to get the job done -- starts with the big picture and goes down through the executional details.

The bible of brand design, September 30, 2009
Writers have The Elements of Style. Managers have The Effective Executive. Chairpeople have Robert's Rules of Order. And now brand-builders have Designing Brand Identity. If you have (or would like to have) responsibility for managing, measuring, critiquing, or designing a brand, you've found your bible. And if you already own the first or second edition, you'll want to upgrade to the third. What I find most remarkable is that, aside from the thorough and relevant content, the design of the book is everything you'd expect from a top brand designer--and so seldom get. A classic.

Designing Brand Identity Is Smart, December 10, 2009
What I love most? Designing Brand Identity is smart. I know I can pick it up anytime, open it anywhere and I'll be inspired. Principle based with miles of details. I'm a lefty and a righty... analytical and creative... I'm blown away by the value packed between the green pages. Dynamic processes, clean intelligent layout and visuals. Thank you!!!! Your work will help me in everything I do as a front-line makeover specialist.

Great Book! Certainly I will use with my students., September 29, 2009
This is an amazing book. Alina had the ability to gather some great cases to illustrate the rich masterfully methodology presented in the book. As a professor of branding in Brazil, I believe this book is a great reference for professionals and students of branding in the world, for dealing with the subject in a simple and fascinating way.
Congratulations Alina! You did a wonderful job.

Content Rich, Easy to Read, September 30, 2009
This is the first book to read for any branding firm. Alina presents the whole branding process and all its philosophies in such a clear and succinct way. Our firm has used it as a roadmap to develop our own process and continue to add value to our clients.

Diving deep into the art of "planned" seduction, June 21, 2010
This a great book: extensive, ordered, thoughtful, applied, ...
More magically, its author cannot help from making the book itself into a brand! A fascinating self referential concept.

Comprehensive, May 30, 2010
Covers most everything on the complex process of branding. Shares great advice from several branding firms. A must buy for anyone learning about branding a company.

Best Book Ever on this subject, May 5, 2010
I majored in college in marketing and went into the corporate world for many years. Now, I own my own business and it's growing in leaps and bounds. So I wanted to get back to basics- check my thinking- and see what was new in the area of Brand Identity. All I can say is that I have read this book cover to cover- still keep finding pieces of wisdom and advice. It makes me think more and plan more and ask more questions. Highly recommend it. Worth every penny- I now have my Technology staff member going through it to make sure we are really incorporating the ideas and comments from the world wide experts that were quoted/interviewed.

That's not only a book. That's THE book about brand!, March 26, 2010
That's a amazing book! Well written, clear, strategic, creative mind driven. One of my best acquisition in this field.
My name is geOfreitas, I'm a interactive creative living to connect brands to people throught digital.

Greetings from Brazil
geO | [...].

Designing Brand Identity: An Essential Guide for the Whole Branding Team, February 17, 2010
Good guide but very brief. Some of the answers to students questions maybe difficult to discern from the seemingly random quotes and text spread out through the pages. ... Read more

Editorial Review

no description ... Read more

Reviews

The Ultimate Tactical Selling Handbook, November 8, 1997
I am a corporate sales professional. That means that I don't do "hit and run," one-time sales. Tom Hopkins and Zig Ziglar offer great tactics for those kind of salespeople, but they don't work for me. Neil Rackham has hit one out of the park with Spin Selling. Turning everything I "thought" I knew about closing on its head, he provides the power tools for making the most of a sales call. The most important concept here is that you, as a sales rep. are not there when the real decisions get made. Therefore, you must arm your prospects with the tools to represent your company well in your absence. Rackham does not disappoint. You will get all the tools you need to prepare your prospect to close the sale for you from this book. I give all of my salespeople Strategic Selling by Miller, Heiman, et. al. and Spin Selling as the ultimate combination of strategic and tactical approaches to corporate selling. Stop throwing commissions away. If you consider yourself a true corporate sales professional, you have no business ignoring this book.

High-value, Professional Selling Defined!, May 26, 2000
My bachelor's degree is in Computer Science, and I'm preparing to start my MBA studies within a year. I hope to start my own business one day and I knew I needed to generate revenues. But there was only one problem...

...I had no idea how to sell professionally.

I had already read a few books by Tom Hopkins, but felt he was targeting used-car salesmen types. It seems as though Hopkins' techniques relied on "closing" gimmicks when it came down to it. (I must say I did learn some good principles from Hopkins, but his gimmicky style is not for me.)

I was instantly attracted to SPIN SELLING when I saw that (1) it was based on extensive research, and (2) it dealt primarily with the large sale. Since I want to start my own corporation after my MBA, and want to have Fortune-500 companies as my customers, I realized SPIN SELLING was for me.

SPIN SELLING is simply a great handbook on large-sale tactics. Rackham shows how the "closing techniques" used in smaller sales severely damage the success of large sales. He then introduces the SPIN model (Situation, Problem, Implication, and Need-payoff).

Although before reading the book I never considered myself a "salesman", I realized afterwards that I was already using Rackham's techniques in other areas of my life -- and having a great deal of success. For example, as a professional IT consultant, I was using (unbeknownst to me) these tactics to legitimately perpetuate my client billings.

Selling is essentially obtaining another person's commitment. Commitments that deal with the purchase of good or services is only one type of commitment. Thus, you can use these tactics/techniques any time you're wanting to obtain another person's commitment.

If your desire is to sell large-value goods or services to sophisticated and intelligent buyers then SPIN SELLING is the tactical handbook you need. This book isn't about gimmicks to trick or pressure the customer into buying. This is professional, high-class selling.

After I read SPIN SELLING I immediately bought Rackham's "MAJOR ACCOUNT SALES STRATEGY". Thus, I now have a tactical handbook and a strategy handbook that are based on the same principles and extensive research.

I've found the SPIN model to be highly effective in my life.

A convincing Model on how to handle the Mjor-Account Sale, September 6, 2000
Neil Rackham writes a book that summarizes the ground-shaking discoveries of his Company, Huthwaite. The Whole purpose of their research which lasted for a good Number of years was to discover what certain behaviors on the salesman's part helped In creating a successful purchase in the Major-Account sale, in which the item for Sale was usually expensive and requires a long after-sales relationship between buyer And seller.

Mr. Rackham turns the conventional sales knowledge upside-down and he does so very convincingly. He divides the sale into 4 phases; The Preliminaries, Investigating, Demonstrating Capability and Obtaining Commitment. He lays great emphasis in The Investigation phase, and it is in this phase that the SPIN Model comes into action.

SPIN is an acronym for the different types of questions that a seller must use in order to properly establish the last two phases of the sales call. Situation questions are simple straightforward questions about the buyer's company and current situation they are general questions that basically aim to establish context for the next questions. Problem questions are those which aim to pinpoint the exact problems of the buyer so that it becomes easier to uncover his implied needs. Implication questions take us a step further into examining the consequences of the buyers problem more closely and trying to make him more acutely aware of their ramifications so that we can start asking Need-Payoff questions which basically deal with the value and utility that the buyer perceives in a solution. The Need-Payoff questions lead to the development of Explicit need in which the buyer Has been led to clearly understand the context of his exact need to fix a particular Problem. Only after the SPIN questions have been successfully used to define Those explicit needs can a seller start demonstrating capability. With knowledge Of the needs of the buyer the seller can therefore more easily demonstrate solutions Which satisfy those explicit needs, i.e. the benefits of the product or service.

Mr. Rackham describes the different phase in the different chapters of his book and provides very useful information to discredit many misconceptions that have long Been held holy by salesmen, such as the importance of closing, the true meaning of Benefit as opposed to advantage and feature, the relative value of openings and first Impressions and most of all the value of the investigating phase.

An Essential book if you have anything to do with Sales.

From A Professional Sales Rep, Get This Book!, August 4, 2001
This book was an optional text for a college level course on "Personal Professional Selling".

Rackham does a fine job of dispelling the myth of the 1920's straw hat tactics used by the lounge-lizard sales forces.

I am in direct, in-home consumer sales and this book has helped me refocus my questioning technique to a finer art. Now my qualified customers are more likely to go with me simply because I've uncovered their Problems and used Implication questions and finally gave them a few Need-Payoff questions.

Along with Rackham's book, I think you'll enjoy _The Confidence Course_ which is a book that helps you overcome your anxieties and this has helped me in selling. A sales person who cannot prospect is not much of a sales rep at all!

Finally I highly recommend this book and it's compaion volume _SPIN Selling Fieldbook_ by Rackham as it will help you develop the questions you need to be asking your customers and prospects.

Put down the Ziglar and Hopkins books and pick up the NEW generation of Sales books!

Absolute must read, January 6, 2003
intially the Name "Spin Selling" came across to be as some cheesy and manipulative model being taught by the author.
after reading various books and attending seminars and workshops i was consistently referred to this book.
also i researched some of the high-performance Sales Professionals and most of them had training on SPIN Selling, so
i finally decided to read Rackham's book "SPIN Selling" and
i'm glad i did and yes this book i feel is the Foundation of all the Modern Sales Training out there.

His Training is backed with extensive proof and facts and every single advice is backed by extensive research conducted by huthwaite. very impressed.

"Situation - Problem - Implication and Need-Payoff", these are the four types of Questioning you will learn and the Value and relative importance of each and in what order to be used effectively.

the biggest lesson for me is the Difference of a "Implied Need" compared to "Explicit Need" and how it all boils down to uncovering "Explicit Needs" and to communicate with customers about "Benefits". this book also clears a very common mistake a lot of us do, to look at a product or solution's advantages and convey that as Benefit to customer. As per the author a "Benefit" is one that solves a Customer's "Explicit Need".

don't be discouraged by any review that writes off the book's style of writing to be research oriented, the book is around 190 Pages and it's worth the weight in gold.

An excellent approach to "selling", January 22, 2001
I am a personal coach and I offer a high-cost service - I am not a sales professional and I do not like to "sell." This method is just what I've been looking for. I have listened to the audiocassette a couple of times and I find the SPIN Selling approach easy to understand and effective.

The only thing that prevents me from giving this book 5 stars is the information sounds more like a research paper than a book - it's a bit dry, academic and takes longer to get to the point. But, the value of the useful information presented makes it worthwhile. A big thumbs up!

Book Overview, February 18, 2007
Overall Impression of this Book

At 192 pages--47 of these in the appendices--the book is short and a quick and easy read. It does make useful distinctions between small and large sales and the differences in approach that should be used for each. The SPIN method of questioning makes logical sense and is a technique that can be applied to other forms of selling, such as landing a job or selling an idea to a group of coworkers or friends. Overall this book presented a convincing way to be successful in large sales. The one drawback is that the book claims that the SPIN technique is validated by studies of over 35,000 sales calls. The book's presentation of the data is less than convincing and incomplete. Bar diagrams are too simplistic and do not present significant amounts of underlying data, explanation of collection methods, or statistical measurements. The skeptic will likely have less confidence in the book as a result, doubting the usefulness of the information.

Chapter One: Sales Behavior and Sales Success

Selling cycle can be divided into five segments: the opening, investigating needs, giving benefits, objection handling and closing. (The four stages of a sales call are preliminaries, investigating, demonstrating capability and obtaining commitment.)

The author makes a distinction between effective sales methods depending on size of sale, small versus large.

In his research, the opening is perhaps effective in small sales, but not for larger ones. Investigating needs is the most important component of selling, for large sales. For small sales it is much less important. Giving benefits works well once needs are uncovered, but benefits are defined in a very particular way. Objection handling is not important to large sales success, while they may be effective for small sales. Closing techniques can be effective for small accounts, but are counterproductive in large sales.

In summary, for large sales the most important aspects are the uncovering of needs and offering benefits. Everything else tends to take away from sale effectiveness.

In uncovering needs, the author describes four types of questions that will lead the salesmen to an effective sale: situation, problem, implication and need-payoff. These describe the SPIN model, or the sets of questions that lead to sales success. Situation questions are data gathering questions about facts and background. Too many will bore the listener. Problem questions address or explore potential problems, difficulties and dissatisfactions. These lead to implication questions which aim to get the customer to explore possible implications of problems on his operation overall. Need-payoff questions are ones that lead the customer to propose the correct solution himself to the problem at hand and to help him deduce the need for the product that is being sold.

Chapter Two: Obtaining Commitment: Closing the Sale

In this chapter the author says that the traditional emphasis on closing techniques is misplaced. The closing has little correlation to sales success in big sales. Two conclusions are noted: 1. by forcing the customer into a decision, closing techniques speed the sales transaction, and 2. closing techniques may increase the chances of making a sale with low-priced products but with expensive products the opposite is true as the chances of making a sale are reduced. If a client detects that a seller is using closing techniques he becomes much less likely to buy.

An important point is brought up in this chapter, that of furthering the sale. Large sales do not close with one phone call but are instead part of a developing process that will likely take several steps. A failed sales call is one that produces either a no-sale or a continuation, where no new development to further the sale has been brought forth. A measure of a successful sales call or visit is either an order or an advance, something that furthers the sales through a follow-up meeting or some similar commitment from the potential buyer. A good salesperson will always strive to advance the sale.

A successful obtaining commitment strategy is composed of four parts: giving attention to Investigating and Demonstrating capability, checking that key concerns are covered, summarizing the benefits, and proposing a commitment.

Chapter Three: Customer Needs in the Major Sale

The author again makes the distinction between small sales and large ones and explains that needs develop differently for each type of sale. Needs are defined as any statement made by the buyer that expresses a want or concern that can be satisfied by the seller.

There are two different kinds of needs: implied and explicit needs. Implied needs are statements of problems, difficulties and dissatisfactions. Explicit needs are specific customer wants and desires. It is the satisfaction of explicit needs that result in successful sales calls. The purpose of questions in the larger sale is to uncover implied needs and to develop them into explicit needs.

Chapter Four: The SPIN Strategy

This chapter examines how the four SPIN questions--situation, problem, implication, and need-payoff--can be used to help the need-development process.

Situation questions are simple questions to establish facts. Too many of them will bore the buyer. They are not positively related to success, but are often needed to find information. Do not ask unnecessary situation questions.

Problem questions probe for problems, difficulties or dissatisfactions and invite customer to state his implied needs. Sample questions might include: "Are you satisfied with your present equipment?"; "Isn't it difficult to process peak loads with your present system?"; "Does this old machine give you reliability problems?". Experienced salespeople ask a higher proportion of problem questions. Problem questions are effective in small sales but not necessarily in large ones. These questions are asked so as to uncover the customers implied needs. Only when implied needs are converted to need-payoff questions (explicit needs), are sales likely to succeed.

Implication questions serve to probe the nature of the customer's problem and help reveal its true costs and rundown effects. In larger sales, implication questions take a problem that the buyer perceives is small and build it up into a larger problem enough to justify action. Some examples might be uncovering issues of: ease of use, transaction costs, turnover, overtime costs, cost of outside work, and loss of quality. Implication questions are especially effective in selling to decision makers because they are skilled at seeing underlying effects and consequence.

Need-payoff questions are used to turn implied needs into explicit ones. They typically ask about the value or usefulness of solving a problem. Questions such as "Is it important to you to solve this problem?; "Why would you find this solution so useful?"; "Is there any other way this could help you?" are good examples. Need-payoff questions achieve two things: they focus the customer's attention on the solution to the problem, and they get the customer to tell you the benefits.

Need-payoff questions reduce objections in big sales. This is because for big problems, there is usually less scope for a perfect solution and by pointing out how you can solve the problem you may actually bring attention to the imperfect match between your product and the problem. By allowing the customer to make his own deduction, you can get him to tell you which elements of the problem your solution can solve. This approach makes the solution more acceptable and less objectionable.

Need-payoff questions rehearse the customer for internal selling. Rarely in large sales does one contact make the customer purchase the product. Instead the product is sold internally as employees or decision makers convince other decision makers about the value of the purchase. It is much easier for employees to do this if they have figured out for themselves what benefits the product will bring.

Need-payoff questions are important because they focus attention on solutions, not problems and they make customers tell you the benefits. Need-payoff questions are very powerful in large sales because they increase the acceptability of the solution. Success in large sales depends on internal selling by customers on your behalf and need-payoff questions successfully rehearse the customer in presenting these solutions convincingly to others.

The author suggests preparation as a key tool to successful selling. A sales call should be prepared in advance through writing out possible problem questions and potential implications that may result.

Avoid need-payoff question early in the call as they will put of the customer in the larger sale. An example of this might be starting the call with: "Would you be interested in processing your accounts faster?"

Avoid asking need-payoff questions when you don't have the answers or possible solutions.

Practice, practice, practice.

Chapter Five: Giving Benefits in Major Sales

This falls under the Demonstrating Capability phase of a sale.

The author makes a distinction between features, advantages, and benefits. Features are simple facts, data or information about the product. Listing features has a positive effect for small sales success but as the sales size increases, success rates diminish for listing features. This is because as the price tag rises, the customer becomes more acutely aware of the value proposition and features to the extent that they do not provide direct value through immediate benefits are discounted in the mind f the customer. Advantages show how products can be used to help the customer. Benefits show how a product or service will meet the customer's explicit need. Advantages have a positive and slightly positive effect on small sales and large sales, respectively. Benefits have a very positive effect for all sales.

Chapter Six: Preventing Objections

The author writes that preventing objections is all about preventing the underlying symptoms. Instead of selling features and advantages, the salesman should be selling benefits, identifying explicit needs and telling the customer about the best ways that those needs will be met. This allows the customer to more easily see the value of solving his problem.

Chapter Seven: Preliminaries: Opening the Call

In larger sales first impressions are less important than in smaller sales. This is partly because openings are much less important. Traditional sales methodology has focused on openings by teaching that it was important to relate to buyer's personal interests and to make an opening benefit statement. The author's research has shown that neither is important. The framework to a successful call opening is telling the buyer who you are and why you are there and establishing your right to ask questions. The author advises getting down to business quickly, not talking about solutions too soon, and concentrating on asking the SPIN questions.

Chapter Eight: Turning Theory into Practice

In this chapter the author says that the SPIN techniques can be easily learned. Instead of concentrating on quality, focus on quantity. Start by choosing one behavior to work on. Make safe practice calls to smaller accounts. Concentrate on using a lot of the behavior rather than using it well. Trying it at least three times before judging the method's effectiveness.

Appendix A: Evaluating the SPIN model

This appendix talks about some of the case studies and data gathering the author used in discovering the effectiveness of methods described in the book.

Appendix B: Closing Attitude Scale

A list of 15 statements about how the reader might feel about closing. The 15 questions are scored and an attitude score is developed. A positive attitude to scoring means that the salesman is more suited to small sales success. A negative attitude indicates a salesman might be more successful in big sales as closing techniques are a liability under these circumstances.

A sales book a techie type can stomach, September 8, 2001
I'm a geek, but, due to circumstances beyond my control, I was forced to create some sales training. I had this book recommended to me, and it saved my sanity.

The title is very unfortunate. "SPIN" in this book doesn't refer to the stuff that White House flunkies and PR flacks do...it's an acronym for the components of Rackham's sales methodology.

If you're not a sales type, you may have been grossed out by the high B.S. level of most books about selling. This book, on the other hand, is very factual and direct, and it's free of hoopla, glittering generalizations, and vacuous, trivial "case studies." Most amazingly, it presents sales in a way that makes it seem not so morally repellent. If it's humanly possible for sales to be a customer-service function, it's by following the practices in "Spin Selling."

Complex Selling Both a Tactical and Strategic Endeavor, April 25, 2002
Unlike most developers of sales training, Neil Rackham methodically backs up his claims with in-depth research. To build the flexible, adaptable SPIN model, Rackham has observed and analyzed a large number of high dollar value sales made around the world. Rackham convincingly demonstrates that successful salespeople marketing high dollar value products and services do not rely on the sales tactics geared towards low dollar value sales that are traditionally taught to salespeople. Successful salespeople typically go through four stages that Rackham has identified as: preliminaries, investigating, demonstrating capability, and obtaining commitment.

1. In analyzing "Preliminaries", Rackham first warns salespeople that although first impressions count, they are less important that too many of them imagine. Furthermore, Rackham recommends that salespeople get down to business quickly and avoid talking about solutions too soon. Raising areas of personal interest with buyers can sound suspicious. Talking about the benefit of a solution before understanding buyer's needs and building value to satisfy these needs, can also be an invitation for trouble. Unfortunately, Rackham does not remind his audience enough that this approach to preliminaries, though perfectly appropriate in the American culture, can be perceived as offensive in others. Salespeople doing business abroad beware.

2. In looking at the critical "Investigating", Rackham advises that salespeople not only use situation questions and problem questions but also implication questions and need-payoff questions. Salespeople usually ask the first two types of questions to uncover implied needs unless their customers or prospects tell them upfront that they have an explicit need for a specific solution to their problem(s). In high dollar value sales, salespeople must leverage the uncovered problems to make them bigger by exploring their implications. Buyers can indeed perceive an imbalance between the price of the solution and the severity of their problem(s). Because that type of questioning can sound negative or depressing to buyers, salespeople must follow with need-payoff questions to make their customers or prospects feel good about the proposed solution to their problem(s). To his credit, Rackham reminds his audience that the SPIN model is not a rigid formula. The type of questions to be used and their relative importance depend on the circumstances of the specific high dollar value sale at hand.

3. In examining "Demonstrating Capability", Rackham makes the distinction among features, advantages, and benefits. Rackham convincingly shows that offering benefits is key to meet explicit needs expressed by customers or prospects. Selling only features can be a risky value proposition because that tactic potentially makes customers or prospects more price sensitive than they should be. Resisting that temptation can be particularly daunting in the high tech industry that sometimes suffers from "feature creep." Selling only advantages can also backfire against salespeople because that tactic is eventually an invitation to objections raised by customers or prospects. To his credit, Rackham emphasizes objection prevention and not objection resolution by bringing customers or prospects to the insight that the product or service being offered meets the needs expressed by them.

4. In investigating "Obtaining Commitment", Rackham demonstrates with panache that there is an inversely proportional relationship between the number of closing techniques and the success of high dollar value sales. Traditional closing techniques such as assumptive closes, alternative closes, standing-room-only closes, last-chance closes, and order-blank closes can easily generate objections from customers or prospects who are not yet ready to act on their implied and expressed needs. Progress in high dollar value sales is measured in actions on which customers or prospects agree so that salespeople can eventually move on along the continuum stretching from lead to order. As long as customers or prospects do not commit to advancing in that process, salespeople are indeed condemned to stagnation at best, definitive loss of the order at worst down the road.

In Appendix A of his book (which is really worth of his audience's attention), Rackham is humble enough to recognize that a jump in sales following one of his sales trainings based on the four-step approach described above can be totally or partially attributed to other factors such as changes in people, changes in products, changes in pricing or changes in competition.

Finally, as a side note, a good strategic complement to the tactical "SPIN Selling" is "The New Strategic Selling" by Stephen E. Heiman, Diane Sanchez, and Tad Tuleja. Like the former, the latter focuses on high dollar value sales.

Best Sales Book, May 5, 2002
As a professional salesperson, sales manager, and CEO with over 25 years of experience and previously one of the top 5% of salespeople in a Fortune 500 corporation, I have attended practically every sales seminar offered and read every book that I could get my hands on. This book is a classic. It is the best book written for salespeople that have to sell a concept that is more complex than an impulse item. I use it for training all our new sales people and highly recommend it. ... Read more