What Works by Cornish, Robert -- Read -- Imperial Library of Trantor

Index

Cover Contents Title Copyright Preface Introduction Chapter 1: On Sales

Care Pipeline Comes before Sales Sales, Selling, and Getting Your People to Sell Saying No and Walking Away The Art of the Follow-up The Sales Team’s Role The Tough Part of Sales Asking Long Sales Pitches If They Were Sold, It Would Be Done Decide for Them Hold Your Position Time to Cut the PR and Hit Them Straight Taking Money Is Good for Them It’s Your Consideration or Theirs Sales Is a Game of Intention Considerations Bog Sales Order Taker versus Salesperson Two Comments on Sales Additional Sales Tips How to Fill Your Day Causative Sales

Chapter 2: On Operations

A Note on IKEA Fast Decisions Make Time Excitement Fuels a Company Can I? Yes. Should I? No. Time Is Not Your Friend, But Speed Is an Ally Basic Operating Basis Rules Getting into Communication Getting Organized Introductions Speed Client Prediction

Chapter 3: On Focus

Successful Principles Identifying the Common Denominators Goal Attainment Learn to Hate Butterflies Look Work Ethic (Hustle) Do It Now All Things to All People What Does It Take? Be Focused to Drive Statistics

Chapter 4: On Marketing

A Lesson from Red Bull Proactive versus Reactive Speaking Human Communicate to Impinge Focus on Help Why Illusions Help Solidify Sales

Chapter 5: On Management

Increasing Production by Defining What to Do Knowledge and Management Contraction and Expansion Order and Expansion Shed Duties People What Makes a Group Get Rid of Bad Apples Remove Nonproducers off the Line True and Accurate Management

Chapter 6: On People

Client Needs, Not Wants How to Handle Critical Clients Customers Aren’t Always Right The Best Time to Fire Them Is Before You Hire Them Criticism and Considerations On Being Promoted

Chapter 7: On Viewpoint

Aim Small, Miss Small Busy or Disorganized Dreams and Goals Focus What You Did Yesterday Doesn’t Matter Second Wind Isn’t It a Sport? Be Honest with Yourself The Buck Stops with You Find Inspiration Staying the Course Dragging Decisions Is Bad Business Adding Time Decision Comes First Doubt Spend More Time Planning Simple Is Smart Write It Down You Have to Love Feeling Causative Pushing Purpose Making Friends Title versus Task Be a Ball Hog Being a Martinet about Neatness Manage Objectives Like LEGO Instructions Why You’re Unique Don’t Get Too Serious Genuine Interest and Care Damn the Torpedoes . . . They’ll Swerve First Money Motivation and Caring about What You Do with Passion Know Who You Are Push Yourself

Conclusion Acknowledgments About the Authors