Challenger Sale Quotes

Wallace travelled independently and was challenged every step. He had no government or military support system. He had little cash — he earned enough to survive by sending natural history specimens to his agent in London for sale to collectors and museums. He had visceral moments of excitement when he discovered a beautiful new butterfly or adopted a baby orangutan he had just orphaned by shooting its mother. He lived simply, often in the rainforest on isolated islands, in a manner completely different to the expected behavior of other Western explorers and colonials.

what sets the best suppliers apart is not the quality of their products, but the value of their insight—new ideas to help customers either make money or save money in ways they didn’t even know were possible.

Just as you can’t be an effective teacher if you’re not going to push your students, you can’t be an effective Challenger if you’re not going to push your customers.

After you have done your work—challenging as it may have been to complete—and released it in the marketplace, be not concerned with sales, reviews, critical acclaim, or anything else of the like... After you've written and published a book, you're now an AUTHOR. And that great honor can NEVER be taken away from you, no matter what. ("My Book Place," 2018)

customer loyalty survey—specifically, that 53 percent of B2B customer loyalty is a product of how you sell, not what you sell.

But what if customers truly don’t know what they need? What if customers’ single greatest need—ironically—is to figure out exactly what they need?

Change is difficult, since it challenges the status quo.

One early challenge was that the book distributors required retailers to order ten books at a time. Amazon didn’t yet have that kind of sales volume, and Bezos later enjoyed telling the story of how he got around it. “We found a loophole,” he said. “Their systems were programmed in such a way that you didn’t have to receive ten books, you only had to order ten books. So we found an obscure book about lichens that they had in their system but was out of stock. We began ordering the one book we wanted and nine copies of the lichen book. They would ship out the book we needed and a note that said, ‘Sorry, but we’re out of the lichen book.’ ”4

Put it all together and you get: “What’s currently costing our customers more money than they realize, that only we can help them fix?” The answer to that question is the heart and soul of your Commercial Teaching pitch.

We’ve worked with a number of companies similar to yours, and we’ve found that these three challenges come up again and again as by far the most troubling. Is that what you’re seeing too, or would you add something else to the list?

Like Stockdale, resilient people have very sober and down-to-earth views of those parts of reality that matter for survival. That’s not to say that optimism doesn’t have its place: In turning around a demoralized sales force, for instance, conjuring a sense of possibility can be a very powerful tool. But for bigger challenges, a cool, almost pessimistic, sense of reality is far more important.

Nerds are used to transparency. They add value by becoming expert at a technical skill like computer programming. In engineering disciplines, a solution either works or it fails. You can evaluate someone else’s work with relative ease, as surface appearances don’t matter much. Sales is the opposite: an orchestrated campaign to change surface appearances without changing the underlying reality. This strikes engineers as trivial if not fundamentally dishonest. They know their own jobs are hard, so when they look at salespeople laughing on the phone with a customer or going to two-hour lunches, they suspect that no real work is being done. If anything, people overestimate the relative difficulty of science and engineering, because the challenges of those fields are obvious. What nerds miss is that it takes hard work to make sales look easy. SALES

The black mother perceives destruction at every door, ruination at each window, and even she herself is not beyond her own suspicion. She questions whether she loves her children enough- or more terribly, does she love them too much? Do her looks cause embarrassment- or even terrifying, is she so attractive her sons begin to desire her and her daughters begin to hate her. If she is unmarried, the challenges are increased. Her singleness indicates she has rejected or has been rejected by her mate. Yet she is raising children who will become mates. Beyond her door, all authority is in the hands of people who do not look or think or act like her children. Teachers, doctors, sales, clerks, policemen, welfare workers who are white and exert control over her family’s moods, conditions and personality, yet within the home, she must display a right to rule which at any moment, by a knock at the door, or a ring in the telephone, can be exposed as false. In the face of this contradictions she must provide a blanket of stability, which warms but does not suffocate, and she must tell her children the truth about the power of white power without suggesting that it cannot be challenged.

There’s something else about this list that really jumps out. Take another look at the top five attributes listed there—the key characteristics defining a world-class sales experience: Rep offers unique and valuable perspectives on the market. Rep helps me navigate alternatives. Rep provides ongoing advice or consultation. Rep helps me avoid potential land mines. Rep educates me on new issues and outcomes. Each of these attributes speaks directly to an urgent need of the customer not to buy something, but to learn something. They’re looking to suppliers to help them identify new opportunities to cut costs, increase revenue, penetrate new markets, and mitigate risk in ways they themselves have not yet recognized. Essentially this is the customer—or 5,000 of them at least, all over the world—saying rather emphatically, “Stop wasting my time. Challenge me. Teach me something new.

it’s also about helping member companies generate the sort of “social demand” they need in order to avoid the perception that the training is just another top-down mandate.

If everyone’s saying they offer the “leading solution,” what’s the customer to think? We can tell you what their response will be: “Great—give me 10 percent off.

Stop overestimating the challenge and underestimating yourself. —MARY CHRISTENSEN

Challengers aren’t so much world-class investigators as they are world-class teachers.

Identify your unique benefits. Develop commercial insight that challenges customers’ thinking. Package commercial insight in compelling messages that “lead to.” Equip reps to challenge customers.

In 2007, Stanford Business School Advisory committee asserted that self awareness was the most important attribute a leader should develop. The challenge for the modern entrepreneur is to take that path.

you teach without tailoring, you come off as irrelevant. If you tailor but don’t teach, you risk sounding like every other supplier. If you take control but offer no value, you risk being simply annoying.

customers aren’t looking for reps to anticipate, or “discover,” needs they already know they have, but rather to teach them about opportunities to make or save money that they didn’t even know were possible.

challenging market, when so many of our customers are struggling to control costs, our engineers have been reconfiguring our portfolio into industry-leading suites of cost-reduction technologies and services.

Brevity Is Best: Nicknamed "Silent Cal," President Calvin Coolidge was once challenged by a reporter, saying, "I bet someone that I could get more than two words out of you." Coolidge responded, "You lose." The notion of crafting six word memoirs really took off after Smith Magazine shared this poignant one written by Ernest Hemingway: "For Sale: baby shoes, never worn." Pithiness Pays Off For Other Reasons: When required to be brief, for example, we gain clarity about what we really mean -- or have to offer. As Mark Twain once wrote, in a slower-paced time, "I didn't have time to write a short letter, so I wrote a long one instead.

In other words, the consensus sale isn’t something you should be fighting—it’s something you should be actively pursuing. You can’t just elevate the conversation and cut everyone else out because it’s exactly that team input that the decision maker values most when it comes to loyalty.

And Gilles, menacing and aloof, rides through the deserted villages with their sobbing, shuttered buildings. His impunity seems assured, what peasant would be mad enough to challenge a seignior capable of having him strung up at the drop of a hat? 'And just as the lowly born renounce bringing him to justice, his peers have no intention of seeking to bring him down for the sale of a load of peasants whom they openly despise... 'There is only one power which can rise above such feudal imbalances and earthly interests, only one power which avenges the oppressed and the weak; that of the Church. And it is indeed , the Church, in the person of Jean de Malestroit, which challenges the monster and fells him.

For instance, many wood and paper products that are offered to consumers for sale carry labels making pro-environmental claims such as “for every tree felled, at least two are planted.” However, a survey of 80 such claims found that 77 could not be substantiated at all, 3 could be only partially substantiated, and almost all were withdrawn when challenged.

But “the first act of the Christian life,” says Schmemann, “is a renunciation, a challenge.” In baptism, the Christian stands naked and unashamed before all these demons—all these impulses and temptations, sins and failures, empty sales pitches and screwy labels—and says, “I am a beloved child of God and I renounce anything or anyone who says otherwise.”12

One of our recent studies revealed that while all reps start their sales efforts by mapping out stakeholders within the customer organization, core performers then move to what would seem like the logical next step—understanding needs and mapping solutions against those needs. But high performers do something very different. They extend this part of the sales process by digging into these individual stakeholders’ varying goals and biases, as well as business and personal objectives.

Here lies the challenge in finding good salespeople. You need excellent empathizers who aren't so empathetic they can't close a sale. And you need people with strong ego needs who can still take a moment to figure out what another person wants. They must be aggressive enough to close, but not so aggressive they put people off. Too much empathy and you'll be a nice guy finishing last. Too much ego drive and you'll be scorching earth everywhere you go. Not enough of either and you shouldn't be in sales at all. It's a miracle anyone can do this job.

Dost thou renounce Satan, and all his Angels, and all his works, and all his services, and all his pride?" ... The first act of the Christian life is a renunciation, a challenge. No one can be Christ's until he has, first, faced evil, and then become ready to fight it. How far is this spirit from the way in which we often proclaim, or to use a more modern term, "sell" Christianity today! ... How could we then speak of "fight" when the very set-up of our churches must, by definition, convey the idea of softness, comfort, peace? ... One does not see very well where and how "fight" would fit into the weekly bulletin of a suburban parish, among all kings of counseling sessions, bake sales, and "young adult" get-togethers. ... "Dost thou unite thyself unto Christ?

The heart of the issue is not simply that a group that gets a large portion of its budget from the Walton family fortune is unlikely to be highly critical of Walmart. The 1990s was the key decade when the contours of the climate battle were being drawn—when a collective strategy for rising to the challenge was developed and when the first wave of supposed solutions was presented to the public. It was also the period when Big Green became most enthusiastically pro-corporate, most committed to a low-friction model of social change in which everything had to be ‘win- win.’ And in the same period many of the corporate partners of groups like the EDF and the Nature Conservancy—Walmart, FedEx, GM—were pushing hard for the global deregulatory framework that has done so much to send emissions soaring. This alignment of economic interests—combined with the ever powerful desire to be seen as ‘serious’ in circles where seriousness is equated with toeing the pro-market line —fundamentally shaped how these green groups conceived of the climate challenge from the start. Global warming was not defined as a crisis being fueled by overconsumption, or by high emissions industrial agriculture, or by car culture, or by a trade system that insists that vast geographical distances do not matter—root causes that would have demanded changes in how we live, work, eat, and shop. Instead, climate change was presented as a narrow technical problem with no end of profitable solutions within the market system, many of which were available for sale at Walmart.

The rise of the western crews may have shocked eastern fans, but it delighted newspaper editors across the country in the 1930s. The story fit in with a larger sports narrative that had fueled newspaper and newsreel sales since the rivalry between two boxers—a poor, part-Cherokee Coloradoan named Jack Dempsey and an easterner and ex-Marine named Gene Tunney—had riveted the nation’s attention in the 1920s. The East versus West rivalry carried over to football with the annual East-West Shrine Game and added interest every January to the Rose Bowl—then the nearest thing to a national collegiate football championship. And it was about to have additional life breathed into it when an oddly put together but spirited, rough-and-tumble racehorse named Seabiscuit would appear on the western horizon to challenge and defeat the racing establishment’s darling, the king of the eastern tracks, War Admiral.

3. Serving Two Masters Derrick Bell has pointed out a third structure that impedes reform, this time in law. To litigate a law-reform case, the lawyer needs a flesh-and-blood client. One might wish to establish the right of poor consumers to rescind a sales contract or to challenge the legal fiction that a school district is desegregated if the authorities have arranged that the makeup of certain schools is half black and half Chicano (as some of them did in the wake of Brown v. Board of Education). Suppose, however, that the client and his or her community do not want the very same remedy that the lawyer does. The lawyer, who may represent a civil rights or public interest organization, may want a sweeping decree that names a new evil and declares it contrary to constitutional principles. He or she may be willing to gamble and risk all. The client, however, may want something different—better schools or more money for the ones in his or her neighborhood.

What’s really worried me over the years is not our stock price, but that we might someday fail to take care of our customers, or that our managers might fail to motivate and take care of our associates. I also was worried that we might lose the team concept, or fail to keep the family concept viable and realistic and meaningful to our folks as we grow. Those challenges are more real than somebody’s theory that we’re headed down the wrong path. As business leaders, we absolutely cannot afford to get all caught up in trying to meet the goals that some retail analyst or financial institution in New York sets for us on a ten-year plan spit out of a computer that somebody set to compound at such-and-such a rate. If we do that, we take our eye off the ball. But if we demonstrate in our sales and our earnings every day, every week, every quarter, that we’re doing our job in a sound way, we will get the growth we are entitled to, and the market will respect us in a way that we deserve.

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

My mother loved giving me math challenges. At Kmart or Winn-Dixie, she’d have me pick out books and model cars and trucks and buy them for me if I was able to mentally add together their prices. Over the course of my childhood, she kept escalating the difficulty, first having me estimate and round to the nearest dollar, then having me figure out the precise dollar-and-cents amount, and then having me calculate 3 percent of that amount and add it on to the total. I was confused by that last challenge—not by the arithmetic so much as by the reasoning. “Why?” “It’s called tax,” my mother explained. “Everything we buy, we have to pay three percent to the government.” “What do they do with it?” “You like roads, buddy? You like bridges?” she said. “The government uses that money to fix them. They use that money to fill the library with books.” Some time later, I was afraid that my budding math skills had failed me, when my mental totals didn’t match those on the cash register’s display. But once again, my mother explained. “They raised the sales tax. Now you have to add four percent.” “So now the library will get even more books?” I asked. “Let’s hope,” my mother said.

I DO NOT BELIEVE that such groups as these which I found my way to not long after returning from Wheaton, or Alcoholics Anonymous, which is the group they all grew out of, are perfect any more than anything human is perfect, but I believe that the Church has an enormous amount to learn from them. I also believe that what goes on in them is far closer to what Christ meant his Church to be, and what it originally was, than much of what goes on in most churches I know. These groups have no buildings or official leadership or money. They have no rummage sales, no altar guilds, no every-member canvases. They have no preachers, no choirs, no liturgy, no real estate. They have no creeds. They have no program. They make you wonder if the best thing that could happen to many a church might not be to have its building burn down and to lose all its money. Then all that the people would have left would be God and each other. The church often bears an uncomfortable resemblance to the dysfunctional family. There is the authoritarian presence of the minister—the professional who knows all of the answers and calls most of the shots—whom few ever challenge either because they don’t dare to or because they feel it would do no good if they did. There is the outward camaraderie and inward loneliness of the congregation. There are the unspoken rules and hidden agendas, the doubts and disagreements that for propriety’s sake are kept more or less under cover. There are people with all sorts of enthusiasms and creativities which are not often enough made use of or even recognized because the tendency is not to rock the boat but to keep on doing things the way they have always been done.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

supposed weakness on national security. Ours was a brief exchange, filled with unspoken irony—the elderly Southerner on his way out, the young black Northerner on his way in, the contrast that the press had noted in our respective convention speeches. Senator Miller was very gracious and wished me luck with my new job. Later, I would happen upon an excerpt from his book, A Deficit of Decency, in which he called my speech at the convention one of the best he’d ever heard, before noting—with what I imagined to be a sly smile—that it may not have been the most effective speech in terms of helping to win an election. In other words: My guy had lost. Zell Miller’s guy had won. That was the hard, cold political reality. Everything else was just sentiment. MY WIFE WILL tell you that by nature I’m not somebody who gets real worked up about things. When I see Ann Coulter or Sean Hannity baying across the television screen, I find it hard to take them seriously; I assume that they must be saying what they do primarily to boost book sales or ratings, although I do wonder who would spend their precious evenings with such sourpusses. When Democrats rush up to me at events and insist that we live in the worst of political times, that a creeping fascism is closing its grip around our throats, I may mention the internment of Japanese Americans under FDR, the Alien and Sedition Acts under John Adams, or a hundred years of lynching under several dozen administrations as having been possibly worse, and suggest we all take a deep breath. When people at dinner parties ask me how I can possibly operate in the current political environment, with all the negative campaigning and personal attacks, I may mention Nelson Mandela, Aleksandr Solzhenitsyn, or some guy in a Chinese or Egyptian prison somewhere. In truth, being called names is not such a bad deal. Still, I am not immune to distress. And like most Americans, I find it hard to shake the feeling these days that our democracy has gone seriously awry. It’s not simply that a gap exists between our professed ideals as a nation and the reality we witness every day. In one form or another, that gap has existed since America’s birth. Wars have been fought, laws passed, systems reformed, unions organized, and protests staged to bring promise and practice into closer alignment. No, what’s troubling is the gap between the magnitude of our challenges and the smallness of our politics—the ease with which we are distracted by the petty and trivial, our chronic avoidance of tough decisions, our seeming inability to build a working consensus to tackle any big problem. We know that global competition—not to mention any genuine commitment to the values

The world of solution selling is almost definitionally about a disruptive sale. It’s not that you’re asking customers to buy your product and put it up on the shelf with all of the other products they’ve bought. Rather, you’re asking customers to change their behavior—to stop acting in one way and starting acting in another.

I am not challenging you to be you, I am challenging you to be you. In the first case, I’d be challenging you for your role; while in the second instance, I’d be issuing you a challenge for you to step up and be the best possible you.

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

When we isolate decision makers from the rest of the sample, and then compare the impact of the overall sales experience with that of the individual rep selling into the account, what we find is that for decision makers, aspects of the overall sales experience are nearly twice as important as individual rep attributes.

What the data tells us is that for non–decision makers, loyalty is much less about discovering needs they already know, and much more about teaching them something they don’t know, for example, something new about how to compete more effectively in their world. Customers will repay you with loyalty when you teach them something they value, not just sell them something they need. Remember, it’s not just the products and services you sell, it’s the insight you deliver as part of the sales interaction itself.

Investment In Real Estate Is A Worthwhile Endeavor Several factors has to be studied by any individual who is planning an investment in real estate. For example, if business properties are desired, the client should are aware of they may be targeting certain conditions that aren't typically seen with residential properties. Nonetheless, for the appropriate particular person, and for those who plan fastidiously and receive good recommendation, this feature investment will be highly profitable. Individuals looking for commercial properties can certainly find that there are numerous kinds of institutions by which to come up with selection. For instance, an individual should purchase a restaurant or lodge, or invest in a retail store. The consumer may also select to buy an investment property comparable to your rent amount advanced and make an income from leaseing every unit. Office constructings can also be a smart selection, as tenants will likely be seen reasonably ardmore three wheelock quickly. It's fundamental, nevertheless, to buy such properties in nearly anything that receives beneficiant traffic. Most commercial institutions fail if they can't appeal to a steady transfer of customers. Buying residential property is something customers may additionally wish to think about that these planning to decide on their investment portfolios. For instance, an individual may decide to obtain a dwelling that have been renovated. Sometimes called "handyman specials, " such properties will be repaired which can offered during profit. Fortuitously, usually they are cheaper than properties that are in good repair. It is also a possibility to build an ad or residential property can be an investment. Builders who've satisfactory money to finance exceptionally challenge made having a tract of land and fill homes for it on the market to the general public. However, as soon as again, it is essential to pick a location carefully, as it may possibly nominal good to supply homes for sale in a part of the country in which nobody wants to live. Purchasing the primary property one finds is rarely a clever program of action. Instead, it is always the most effective interest match investor to comparability store attempting to discover at a couple of home or business earlier than making a final decision. It will make sure that the excellent ill use made. It can be more suitable obtain authorized advice every time one is planning to purchase various types property. This is even if that the buyer must have assurance that the property just isn't encumbered, and he or she can even want knowledgeable to make all the paperwork regarding the transaction is legal. Finally, individuals planning an investment in real estate will find that it plan of action is sensible, supplied they plan with care and hire a reliable broker to supervise their transactions.

4 Personal Year Number Effort, Building, Planning This year is all about building a solid foundation for your future by putting systems in place that will help you improve your quality of life. For example, if you’re thinking of selling your home, this is the year to make property improvements and repairs in preparation for the sale. Or, if you’d like to start a business, this is a year to search for a location, build your client base, and develop your website. Think of this year as laying the groundwork to set yourself up for life. This can be a year of hard work, as 4 indicates that extra physical, mental, and emotional effort is required to obtain your desired results. So prioritize your time and face your challenges head-on. Now, it may take longer than usual for things to come to fruition and to reap the rewards of your efforts; however, the lesson of the 4 is to be patient and persevere through obstacles and delays. No matter hard it gets, never, ever give up! Think of this year as a test of your dedication and commitment to yourself, where your attitude is the key to your success. Physical, mental, emotional, and financial stability are essential this year, so focus on your health, be optimistic, deal with issues from the past, avoid unnecessary drama and confrontation with others, and plan your finances carefully. With dedication, determination, and discipline, you’ll be rewarded for your efforts.

When it does come time to decide, the decision maker wants to know he’s got the strong backing of his team. In other words, the consensus sale isn’t something you should be fighting—it’s something you should be actively pursuing. You can’t just elevate the conversation and cut everyone else out because it’s exactly that team input that the decision maker values most when it comes to loyalty.

Nazism, fascism, and communism were belief systems adopted passionately by millions of well-educated men and women. Taken together, all of the totalitarian ideologies were self-contained and delivered through a one-way flow of propaganda that prevented the people who were enmeshed in the ideology from actively participating in challenging its lack of human values. Unfortunately, the legacy of the twentieth century’s ideologically driven bloodbaths has included a new cynicism about reason itself—because reason was so easily used by propagandists to disguise their impulse to power by cloaking it in clever and seductive intellectual formulations. In an age of propaganda, education itself can become suspect. When ideology is so often woven into the “facts” that are delivered in fully formed and self-contained packages, people naturally begin to develop some cynicism about what they are being told. When people are subjected to ubiquitous and unrelenting mass advertising, reason and logic often begin to seem like they are no more than handmaidens for the sophisticated sales force. And now that these same techniques dominate the political messages sent by candidates to voters, the integrity of our democracy has been placed under the same cloud of suspicion. Many advocacy organizations—progressive as well as conservative—often give the impression that they already have exclusive possession of the truth and merely have to “educate” others about what they already know. Resentment toward this attitude is also one of the many reasons for a resurgence of the traditional anti-intellectual strain in America. When people don’t have an opportunity to interact on equal terms and test the validity of what they’re being “taught” in the light of their own experience, and share with one another in a robust and dynamic dialogue that enriches what the “experts” are telling them with the wisdom of the groups as a whole, they naturally begin to resist the assumption that the experts know best. If well-educated citizens have no effective way to communicate their ideas to others and no realistic prospect of catalyzing the formation of a critical mass of opinion supporting their ideas, then their education is for naught where the vitality of our democracy is concerned.

If you stop and think about your best salespeople—the ones bringing in the biggest deals from the most complex customers, you can see them in this picture. Chances are they’re your best Challengers.

Are you making excuses (which may sound like extremely logical reasons) for not finding ways to get around your challenges?

BUYER’S MATRIX Position: Roles/Responsibilities: What are they in charge of or expected to manage? Business Objectives and Metrics: What do they want to achieve? How do they measure success? How are they evaluated? Strategic Initiatives: What likely strategies and initiatives are in place to help them achieve their objectives? Internal Challenges: What likely issues does the organization face that could prevent/hinder goal achievement? External Challenges: What external factors or industry trends might make it more difficult to reach their objectives? Primary Interfaces: Who do they frequently interact with (e.g., peers, subordinates, superiors, and external resources)? Status Quo: What’s their status quo relative to your product or service? Change Drivers: What would cause them to change from what they’re currently doing? Change Inhibitors: What would cause them to stay with the status quo, even if they’re unhappy?

Why doesn’t it work?” deceives us with its simplicity. The first challenge is to ask it. The chief engineer did not ask this question about his phones. He saw rising sales and happy customers and so assumed that nothing was broken and there was nothing to fix.

Here are eight tips for writing effective cover letters.   Address the cover letter to a specific person, ensuring the correct name, title, company, and address. This shows respect for the person you are sending the résumé to. “To Whom It May Concern” salutations should be used only if you can’t determine the name of the hiring person or the company (for instance, when responding to a blind ad). If you were referred by someone, be sure this is included in the first sentence of the cover letter: “Jennifer Wells suggested I contact you in regard to an accounts receivable position you have open …” It’s an attention grabber. If asked to include salary history or requirements, you must address this or risk being disqualified. Provide a healthy range, such as “Over the past five years I have earned between $35,000 and $48,000. However, I am open to any reasonable offer consistent with my ability to produce results and meet your performance expectations.” If asked for salary requirements, use the same strategy: “I am aware that the salary range for a loss prevention manager in the Houston area averages between $75,000 and $110,000. Given my experience and, most importantly, my ability to make significant contributions to your company, I would hope to be on the upper end of this scale.” If you are sending the résumé out electronically, the cover letter can be inserted as the e-mail itself; just attach your résumé. If you prefer that your cover letter is the first page of the attachment, that’s fine. But the general guideline is not to attach multiple files. Make it easy on the hiring manager and send only one attachment or file to open (unless you have a good reason to do otherwise). Do not rehash what is on the résumé. This is disrespectful of the reader’s time. If you have done a good job with your résumé, you want the cover letter to quickly entice the hiring manager to read your résumé. Cover letters should not be preachy. Sales managers know that sales are the heartbeat of any company; you don’t have to lecture them on this. Nurse supervisors know the importance of compassionate patient care; you don’t have to tell them what they already know. Keep the letter short and concise. The cover letter is not the place to preach or teach. It’s the place to invite recipients to read your résumé! Finally, the four most important words on the cover letter are “I respect your time.” The following cover letter is a sample template to use in these challenging and troubled times. Notice the first four words of the second paragraph.

As well, our recent research shows that the organization plays an important role in equipping reps to identify and properly engage with the right stakeholders on the customer side—an important part of taking control of the sale.

After all, there’s usually little stopping your competition from discounting their way to a win. In that game, loyalty is essentially irrelevant, as customers aren’t looking for a partner, they’re looking for a bargain.

If your customer is dead set on buying the cheapest option today, then chances are pretty good they’ll be dead set on buying the cheapest option tomorrow as well. And that may or may not be you. After all, there’s usually little stopping your competition from discounting their way to a win. In that game, loyalty is essentially irrelevant, as customers aren’t looking for a partner, they’re looking for a bargain. And that’s not what this story is all about. This is a story about a customer’s willingness not only to keep buying from you, but to buy even more over time and to advocate on your behalf. And if that’s your goal, price is simply a bad way to get there.

In the late 1990s, Parachute was the market leader with more than 50 per cent market share. Fresh from its success in taking market share in toothpaste away from Colgate using Pepsodent, HUL entered the coconut oil category to take on Marico. Dadiseth, the then chairman of HUL, had warned Mariwala to sell Marico to HUL or face dire consequences. Mariwala decided to take on the challenge. Even the capital markets believed that Marico stood no chance against the might of HUL which resulted in Marico’s price-to-earnings ratio dipping to as low as 7x, as against 13x during its listing in 1996. As part of its plans to take on Marico, HUL relaunched Nihar in 1998, acquired Cococare from Redcon and positioned both brands as price challengers to Parachute. In addition, HUL also increased advertising and promotion spends for its brands. In one quarter in FY2000, HUL’s advertising and promotional (A&P) spend on coconut oil alone was an amount which was almost equivalent to Marico’s full year A&P budget (around Rs 30 crore). As Milind Sarwate, former CFO of Marico, recalls, ‘Marico’s response was typically entrepreneurial and desi. We quickly realized that we have our key resource engine under threat. So, we re-prioritized and focused entirely on Parachute. We gave the project a war flavour. For example, the business conference on this issue saw Mariconians dressed as soldiers. The project was called operation Parachute ki Kasam. The leadership galvanized the whole team. It was exhilarating as the team realized the gravity of the situation and sprang into action. We were able to recover lost ground and turn the tables, so much so that eventually Marico acquired the aggressor brand, Nihar.’ Marico retaliated by relaunching Parachute: (a) with a new packaging; (b) with a new tag line highlighting its purity (Shuddhata ki Seal—or the seal of purity); (c) by widening its distribution; and (d) by launching an internal sales force initiative. Within twelve months, Parachute regained its lost share, thus limiting HUL’s growth. Despite several relaunches, Nihar failed against Parachute. Eventually, HUL dropped the brand Nihar off its power brand list before selling it off to Marico in 2006. Since then, Parachute has been the undisputed leader in the coconut oil category. This leadership has ensured that when one visits the hair oil section in a retail store, about 80 per cent of the shelves are occupied by Marico-branded hair oil.

I’d be hard-pressed to find a better start to a brand story than the one that chronicles the birth of “the people’s car,” the Tata Nano. The story goes that Ratan Tata, chairman of the well-respected Tata Group, was travelling along in the pouring rain behind a family who was precariously perched on a scooter weaving in and out of traffic on the slick wet roads of Bangalore. Tata thought that surely this was a problem he and his company could solve. He wanted to bring safe, affordable transport to the poor—to design, build, and sell a family car that could replace the scooter for a price that was less than $2,500. It was a business idea born from a high ideal and coming from a man with a track record in the industry, someone with the capability to innovate, design, and produce a high-quality product. People were captivated by the idea of what would be the world’s cheapest car. The media and the world watched to see how delivering on this seemingly impossible promise might pan out. Ratan Tata did deliver on his promise when he unveiled the Nano at the New Delhi Auto Expo in 2009, six years after having the idea. The hype around the new “people’s car” and the media attention it received meant that any mistakes were very public (several production challenges and safety problems were reported along the way). And while the general public seemed to be behind the idea of a new and fun Indian-led innovation, the number of Facebook likes (almost 4 million to date) didn’t convert to actual sales. It seemed that while Tata Motors was telling a story about affordability and innovating with frugal engineering (perhaps “lean engineering” might have worked better for them), the story prospective customers were hearing was one about a car that was cheap. The positioning of the car was at odds with the buying public’s perception of it. In a country where a car is an aspirational purchase, the Nano became symbolic of the car to buy if you couldn’t afford anything else. Since its launch in 2009, just over 200,000 Nanos have sold. The factory has the capacity to produce 21,000 cars a month. It turns out that the modest numbers of people buying the Nano are not the scooter drivers but middle-class Indians who are looking for a second car, or a car for their parents or children. The car that was billed as a “game changer” hasn’t lived up to the hype in the hearts of the people who were expected to line up and buy it in the tens of thousands. Despite winning design and innovation awards, the Nano’s reputation amongst consumers—and the story they have come to believe—has been the thing that’s held it back.

successful selling profile. The authors of the book discovered that every B2B sales representative falls into five different seller profiles and identifies which is the most successful in complex sales transactions.

One of the classic Relationship Builder modifications to a great teaching pitch is to pull the “who we are and what we do” slides from the back of the pitch deck (where they belong in a proper teaching pitch) and put them in the front of the deck. Relationship Builders feel the need to establish credibility up front by throwing around company size and factoids and engaging in some high-profile customer name-dropping. They are uncomfortable leading with insight and letting their insights establish credibility for them.

Pitney’s first management meeting of the new year typically consisted of about fifteen minutes discussing the previous year (almost always superb results) and two hours talking about the “scary squiggly things” that might impede future results.28 Pitney Bowes sales meetings were quite different from the “aren’t we great” rah-rah sales conferences typical at most companies: The entire management team would lay itself open to searing questions and challenges from salespeople who dealt directly with customers.29

And then something different happened. In the 1980s and ‘90s, more so than at any other time in American history, youth culture wasn’t challenging the status quo. Young people didn’t want to change the system – they wanted to game the system. They wanted money. The pursuit of the almighty dollar had always been the purview of soulless grown-ups and parents, but now kids – certainly not all kids, but youth culture overall – were promoting the idea that “getting paid” was cool. […] The goal was success that came from the ruthless pursuit of money for its own sake – in fact, often the more ruthless the pursuit, the cooler it was thought to be.

Most homework assignments now depend on your child using techSALE Inc. nology, so it becomes harder to enforce rules that limit screentime. It’s a challenge to monitor what your child is actually doing in front of FOR Publ., a screen without hovering and creating tension. The more your child NOT participates in making her own rules, the more likely she is to respect them on her own. ONLY Shambhala • Don’t leave your child out of rules she needs to follow.USE 28, 2015 • Do use rule-making as a teachable moment. MEDIA April FOR Replace “no” with “Yes, after ______

Surveys of customers consistently show that they put the highest value on salespeople who make them think, who bring new ideas, who find creative and innovative ways to help the customer’s business.

The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own.

Quitting is a choice. Most people when faced with challenges quit too soon—often right as they are on the cusp of success.

Before a performance, a sales presentation, a difficult confrontation, or the daily challenge of meeting a goal, see it clearly, vividly, relentlessly, over and over again. Create an internal “comfort zone.” Then, when you get into the situation, it isn’t foreign. It doesn’t scare you. Your creative, visual right brain is one of your most important assets, both in creating your personal mission statement and in integrating it into your life.

The successful sales professional adds perspective by combining deep knowledge of the customer, their challenges and their desired results with the experience and insights gained from working with similar customers and their knowledge of potential solutions.

Leyton Orient Football Club (LOFC) acquisition and revitalization of, 81–82 assembling the management team and board of directors, 168–169 authoritarian culture, 157–158 engaging in dialogue, 118 English Football League system, 159–160 the history of, 158–159 long-term management planning, 166–167 overcommunication after the purchase of, 204–205 public criticism of management, 166 relegation, 163–164 sale and resale of, 160–168 team building after the acquisition, 212

Until tomorrow?” I say desperately. Oh God. She’s pulling a face. Doesn’t she understand? “I’m afraid not,” she says. “We’re not supposed to reserve sale stock.” “Just until later this afternoon, then,” I say quickly. “What time do you close?” “Six.” Six! I feel a combination of relief and adrenaline sweeping through me. Challenge, Rebecca.

When I sat down to write, my thought was to share the common issues and concerns that I have seen and experienced through my career. I wanted to then provide a true how-to guide for navigating these challenges.

end of the spectrum are the “SAFE” ideas, which, in contrast, are small, feel easily achievable (in terms of risk), are “follower” ideas (versus progressive, innovative ideas), and are seen as easy to implement.

When will go see the notary? His expression veered from sleepiness to astonishment. He sat up and fixed me with his blue eyes. Do you know that the viceroy offered me five hundred pesos for you? And do you know what I said? He raised his eyebrows in a challenge. I said no. He looked as though he expected me to congratulate him for this refusal. I opened my mouth to say something, but could not think of nothing to say - nothing to say, at any rate, that would not sound argumentative or disrespectful or even amusing to him. If I said, But you promised me, he might reply that I was questioning his word and a quarrel would erupt. If I said, I have waited long enough for my papers, he might ask what was the rush and what plans I was hiding from him. And if I said, You do not have a bill of sale any longer, he would have simply laughed and replied that it would take only one or two Castilian witnesses to produce a new bill of sale.

Challenge your sales force, but above all, set your sales people up to succeed, not to fail.

Surveys of customers consistently show that they put the highest value on salespeople who make them think, who bring new ideas, who find creative and innovative ways to help the customer’s business

You can do it in every area of your life. Before a performance, a sales presentation, a difficult confrontation, or the daily challenge of meeting a goal, see it clearly, vividly, relentlessly, over and over again. Create an internal “comfort zone.” Then, when you get into the situation, it isn’t foreign. It doesn’t scare you.

To that end, the best ROI calculators in a teaching approach have nothing to do with your solution at all. Rather, they help customers calculate the costs they’re incurring or the returns they’re forgoing by failing to act on the opportunity you’ve just taught them they’ve overlooked. If you’re going to build an ROI calculator, make sure it calculates the return on pursuing the reframe, not purchasing your products. Before they buy anything, customers first need to understand what’s in it for them to fix their problem.

For example, we have seen Commercial Teaching work very effectively around a common need to free up cash, or reduce employee churn, or improve workplace safety. In each of these cases, the suppliers in question helped customers think about that need in new and surprising ways by reframing their thinking, convincingly laying out the fully loaded costs of inaction, and then providing a credible course of action that naturally led back to the supplier’s unique solution.

The common denominator for insight, in other words, isn’t geography, or size, or industry. It’s a common set of needs.

you need a small number of powerful insights that naturally lead to an even smaller number of unique solutions, all applicable across the broadest possible set of customers.

segment customers by need or behavior. If you can find a group of customers with similar needs—irrespective of where they are or what they sell—those customers will likely all react in a similar fashion to a common set of insights.

Commercial Teaching equips reps to teach customers what they really need by challenging the way they think about their business altogether, providing them with new means to address their toughest problems in ways they would have never identified on their own.

commercial drone market, which accounts for about 60 percent of total worldwide sales, used for such purposes as crop spraying,

here are the basic steps to organizational design: 1. Figure out what needs to be communicated. Start by listing the most important knowledge and who needs to have it. For example, knowledge of the product architecture must be understood by engineering, QA, product management, marketing, and sales. 2. Figure out what needs to be decided. Consider the types of decisions that must get made on a frequent basis: feature selection, architectural decisions, how to resolve support issues. How can you design the organization to put the maximum number of decisions under the domain of a designated manager? 3. Prioritize the most important communication and decision paths. Is it more important for product managers to understand the product architecture or the market? Is it more important for engineers to understand the customer or the architecture? Keep in mind that these priorities will be based on today’s situation. If the situation changes, then you can reorganize. 4. Decide who’s going to run each group. Notice that this is the fourth step, not the first. You want to optimize the organization for the people—for the people doing the work—not for the managers. Most large mistakes in organizational design come from putting the individual ambitions of the people at the top of the organization ahead of the communication paths for the people at the bottom of the organization. Making this step four will upset your managers, but they will get over it. 5. Identify the paths that you did not optimize. As important as picking the communication paths that you will optimize is identifying the ones that you will not. Just because you deprioritized them doesn’t mean they are unimportant. If you ignore them entirely, they will surely come back to bite you. 6. Build a plan for mitigating the issues identified in step five. Once you’ve identified the likely issues, you will know the processes you will need to build to patch the impending cross-organizational challenges.

3. What are their biggest frustrations and challenges?

When Hollywood studios greenlight movies, they typically make a box-office projection that will create an acceptably big profit, after considering all the revenue expected to follow from DVD, digital, and television sales. Such projections are based on comparisons to similar movies with similar budgets released at similar times of the year, and they always include some level of subjectivity. (Is the remake of Ghostbusters most similar to other Melissa McCarthy comedies? To buddy comedies? To generic summer action films? To the first two Ghostbusters films in the 1980s?) But because executives are judged on whether their movies hit the projections made at greenlight, not whether the movies are simply profitable or not, the projections are supposed to be made as objectively as possible. That was always challenging at Sony, because when Pascal really wanted to make a movie, she sometimes rejected projections she deemed too low. She certainly wasn’t the only studio chief who bent others to his or her will, but it was telling that some executives referred to greenlight meetings at Sony as “enablement sessions” for Pascal. That’s how 2004’s dour James L. Brooks dramedy Spanglish, for instance, was greenlit, with a projection that it would make more than $100 million domestically (it ended up with $43 million).

Karl Marx, observing this disruption in the middle decades of the nineteenth century, could not accept the English evolutionary explanation for the emergence of capitalism. He believed that coercion had been absolutely necessary in effecting this transformation. Marx traced that force to a new class of men who coalesced around their shared interest in production, particularly their need to organize laboring men and women in new work patterns. Separating poor people from the tools and farm plots that conferred independence, according to Marx, became paramount in the capitalists’ grand plan.6 He also stressed the accumulation of capital as a first step in moving away from traditional economic ways. I don’t agree. As Europe’s cathedrals indicate, there was sufficient money to produce great buildings and many other structures like roads, canals, windmills, irrigation systems, and wharves. The accumulation of cultural capital, especially the know-how and desire to innovate in productive ways, proved more decisive in capitalism’s history. And it could come from a duke who took the time to figure out how to exploit the coal on his property or a farmer who scaled back his leisure time in order to build fences against invasive animals. What factory work made much more obvious than the tenant farmer-landlord relationship was the fact that the owner of the factory profited from each worker’s labor. The sale of factory goods paid a meager wage to the laborers and handsome returns to the owners. Employers extracted the surplus value of labor, as Marx called it, and accumulated money for further ventures that would skim off more of the wealth that laborers created but didn’t get to keep. These relations of workers and employers to production created the class relations in capitalist society. The carriers of these novel practices, Marx said, were outsiders—men detached from the mores of their traditional societies—propelled forward by their narrow self-interest. With the cohesion of shared political goals, the capitalists challenged the established order and precipitated the class conflict that for Marx operated as the engine of change. Implicit in Marx’s argument is that the market worked to the exclusive advantage of capitalists. In the early twentieth century another astute philosopher, Max Weber, assessed the grand theories of Smith and Marx and found both of them wanting in one crucial feature: They gave attitudes to men and women that they couldn’t possibly have had before capitalist practices arrived. Weber asked how the values, habits, and modes of reasoning that were essential to progressive economic advance ever rooted themselves in the soil of premodern Europe characterized by other life rhythms and a moral vocabulary different in every respect. This inquiry had scarcely troubled English economists or historians before Weber because they operated on the assumption that human nature made men (little was said of women) natural bargainers and restless self-improvers, eager to be productive when productivity

The three acts of the sales conversation are: I: Earning the Right to Ask II: Exploration III: Demonstrating Usefulness. In Act I, you work to earn the credibility to ask probing questions. In Act II, you explore your client’s needs by asking a series of carefully designed questions that help both you and your client better understand the issues and challenges that need to be resolved. In Act III, you demonstrate usefulness to your client by offering resources and insights, matching your client’s needs to your products or services, and establishing the basis for a continuing relationship.

Challenges. We must embrace challenges rather than avoid them. 2.Obstacles. We must persist through obstacles rather than give up. 3.Effort. We must see effort as a path to mastery rather than as a fruitless endeavor. 4.Criticism. We must learn from criticism rather than ignoring useful feedback. 5.Success of others. We must be inspired by the success of others rather than feeling threatened.

You’ve got to have both clarity and agreement across your organization around the unique benefits that only you can offer your customers. That said, as you nail those benefits down, you’ll want to focus in particular on the ones your customers currently underappreciate.

you’ll need to ensure that the “punch line” of that teaching contains an element of surprise as well—a new and unexpected way to think about how you can help.

Once you’ve established clarity around step 6—Your Solution—your next stop in building a powerful Commercial Teaching conversation is step 2—the Reframe. You need to identify the core insight, or ah-ha! moment, that will get your customer to say, “Wow, I never thought about it that way before.

Why don’t my customers value those benefits already?” What is it about how they view their world that precludes them from appreciating those benefits as much as we think they either could or should? That’s the view you need to change. And to change it, you’ll need to provide them with an alternate view (the Reframe), and then convince them that that alternate view—were they to pursue it—could either save or make them more money than they realized (step 3).

Commercial Teaching choreography: Identify your unique benefits. Develop commercial insight that challenges customers’ thinking. Package commercial insight in compelling messages that “lead to.” Equip reps to challenge customers.

A successful teaching pitch must do four things well. First, it must be big. Done well, it will be seen by the customer as more expansive and farther-reaching than an ordinary idea. Second, it must be innovative. It has to push the envelope with new, often untested and unique approaches. Third, it must be risky. Big ideas mean that we are asking our own companies and our customers to take a big risk in adopting our idea. And lastly, it must be difficult. The idea itself must be hard to do—either because of scale, uncertainty, or politics—otherwise, why would a customer hire you to fix it for them?

The best ideas will score closer to the “BOLD” end of the continuum—they will be big, they will outperform (from a riskiness perspective), they will be leading-edge (in terms of innovation), and they will be difficult to implement for the customer. At the other end of the spectrum are the “SAFE” ideas, which, in contrast, are small, feel easily achievable (in terms of risk), are “follower” ideas (versus progressive, innovative ideas), and are seen as easy to implement.

They see it; they feel it; they experience it before they actually do it. They begin with the end in mind. You can do it in every area of your life. Before a performance, a sales presentation, a difficult confrontation, or the daily challenge of meeting a goal, see it clearly, vividly, relentlessly, over and over again. Create an internal “comfort zone.” Then, when you get into the situation, it isn’t foreign. It doesn’t scare you.

Charlestown’s most characteristic pastime had long been the reckless sport of “looping.” The young “looper” played by a rigid set of rules. First, he stole a car in downtown Boston. Then he roared into Charlestown, accelerating as he reached City Square, where the District 15 police station stood in a welter of bars, nightclubs, and pool halls. Often he had to take a turn around the square before the first policeman dashed for his patrol car or motorcycle. Then the chase was on: down Chelsea Street to Hayes Square, up the long slope of Bunker Hill Street to St. Francis de Sales’ Church at the crest, then down again, picking up speed, often to 70 or 80 miles per hour, until a screeching left into Sullivan Square took him onto Main Street, where, dodging the stanchions of the El, he roared into City Square again, completing the “loop.” All that remained was to ditch the car before the police caught up. Looping was an initiation rite, proof that a Townie had come of age. But it was something else as well: a challenge flung at authority, a middle finger raised to the powers that be. Before long, looping became a kind of civic spectacle, pitting the Town’s young heroes against the forces of law and order. Plans for a loop circulated well in advance. At the appointed hour, hundreds of men, women, and children gathered along Bunker Hill Street, awaiting the gladiators. When the stolen car came in sight, racing up the long hill, a cheer would rise from the spectators, followed by jeers for the pursuing policemen. The first recorded “loop” was performed in 1925 by a sixteen-year-old daredevil named Jimmy “Speed King” Murphy, but most renowned of all was “Shiner” Sheehan, the teenage son of a federal alcohol agent, whose exploits so electrified the Town that he drew round him a group of young acolytes. Membership in their “Speeders Club” was limited to those who could produce newspaper clippings showing they had bested the police.

Rep offers unique and valuable perspectives on the market. Rep helps me navigate alternatives. Rep provides ongoing advice or consultation. Rep helps me avoid potential land mines. Rep educates me on new issues and outcomes.