Nota: 4/5
Breve resenha:
Um livro muito bom para empreendedores que querem descobrir-se empreendedores e também entender mais a fundo como funciona o processo de maturidade de um negócio, quais as etapas e como planejar o crescimento de um negócio para tornar-se uma franquia.
Foreword
"Don Juan said in Tales of Power, that “The basic difference between an ordinary man and a warrior is that a warrior takes everything as a challenge while an ordinary man takes everything either as a blessing or a curse,”" (negrito por Daniel Brandt)
"Contrary to popular belief, my experience has shown me that the people who are exceptionally good in business aren’t so because of what they know but because of their insatiable need to know more." (negrito por Daniel Brandt)
"And so the great ones I have known seem to possess an intuitive understanding that the only way to reach something higher is to focus their attention on the multitude of seemingly insignificant, unimportant, and boring things that make up every business. (And that make up every life, for that matter!)
Those mundane and tedious little things that, when done exactly right, with the right kind of attention and intention, form in their aggregate a distinctive essence, an evanescent quality that distinguishes every great business you’ve ever done business with from its more mediocre counterparts whose owners are satisfied to simply get through the day." (negrito por Daniel Brandt)
Anthony Greenbank, who said in The Book of Survival, “To live through an impossible situation, you don’t need the reflexes of a Grand Prix driver, the muscles of a Hercules, the mind of an Einstein. You simply need to know what to do.”
Introduction
"your business is nothing more than a distinct reflection of who you are."
(...)
"So if your business is to change— as it must continuously to thrive— you must change first."
Part I - The E-Myth and American Small Business
Chapter 1 - The Entrepreneurial Myth
"where were you before you started your business? And, if you’re thinking about going into business, where are you now? Well, if you’re like most of the people I’ve known, you were working for somebody else. What were you doing? Probably technical work, like almost everybody who goes into business."
(...)
"whatever you were, you were doing technical work. And you were probably damn good at it. But you were doing it for somebody else."
(...)
"It could have been anything; it doesn’t matter what. But one day, for apparently no reason, you were suddenly stricken with an Entrepreneurial Seizure."
(...)
"“What am I doing this for? Why am I working for this guy? Hell, I know as much about this business as he does. If it weren’t for me, he wouldn’t have a business. Any dummy can run a business. I’m working for one.”"
(...)
"That Fatal Assumption is: if you understand the technical work of a business, you understand a business that does that technical work. And the reason it’s fatal is that it just isn’t true."
"The real tragedy is that when the technician falls prey to the Fatal Assumption, the business that was supposed to free him from the limitations of working for somebody else actually enslaves him."
Suddenly the job he knew how to do so well becomes one job he knows how to do plus a dozen others he doesn’t know how to do at all."
(...)
"And suddenly, an entrepreneurial dream turns into a technician’s nightmare."
Chapter 2 - The Entrepreneur, The Manager and The Technician
"everybody who goes into business is actually three-people-in-one: The Entrepreneur, The Manager, and The Technician.
And the problem is compounded by the fact that while each of these personalities wants to be the boss, none of them wants to have a boss."
"The Entrepreneur
The entrepreneurial personality turns the most trivial condition into an exceptional opportunity. The Entrepreneur is the visionary in us. The dreamer. The energy behind every human activity. The imagination that sparks the fire of the future. The catalyst for change. The Entrepreneur lives in the future, never in the past, rarely in the present. He’s happiest when left free to construct images of “what-if” and “if-when.” (negrito por Daniel Brandt)
"In business, The Entrepreneur is the innovator, the grand strategist, the creator of new methods for penetrating or creating new markets, the world-bending giant—"
"The Entrepreneur is our creative personality— always at its best dealing with the unknown, prodding the future, creating probabilities out of possibilities, engineering chaos into harmony.
Every strong entrepreneurial personality has an extraordinary need for control. Living as he does in the visionary world of the future, he needs control of people and events in the present so that he can concentrate on his dreams.
Given his need for change, The Entrepreneur creates a great deal of havoc around him, which is predictably unsettling for those he enlists in his projects. As a result, he often finds himself rapidly outdistancing the others." (negrito por Daniel Brandt)
"This then becomes the entrepreneurial worldview: a world made up of both an overabundance of opportunities and dragging feet. The problem is, how can he pursue the opportunities without getting mired down by the feet?
(...)
To The Entrepreneur, most people are problems that get in the way of the dream." (negrito por Daniel Brandt)
"The Manager
The managerial personality is pragmatic. Without The Manager there would be no planning, no order, no predictability. The Manager is the part of us that goes to Sears and buys stacking plastic boxes, takes them back to the garage, and systematically stores all the various sized nuts, bolts, and screws in their own carefully identified drawer." (negrito por Daniel Brandt)
"If The Entrepreneur lives in the future, The Manager lives in the past. Where The Entrepreneur craves control, The Manager craves order. Where The Entrepreneur thrives on change, The Manager compulsively clings to the status quo. Where The Entrepreneur invariably sees the opportunity in events, The Manager invariably sees the problems.
(...)
The Manager creates neat, orderly rows of things. The Entrepreneur creates the things The Manager puts in rows. The Manager is the one who runs after The Entrepreneur to clean up the mess. Without The Entrepreneur there would be no mess to clean up." (negrito por Daniel Brandt)
"The Technician
The Technician is the doer.
“If you want it done right, do it yourself” is The Technician’s credo.
(...)
If The Entrepreneur lives in the future and The Manager lives in the past, The Technician lives in the present. He loves the feel of things and the fact that things can get done." (negrito por Daniel Brandt)
"To The Technician, thinking is unproductive unless it’s thinking about the work that needs to be done."
"Since most entrepreneurial ideas don’t work in the real world, The Technician’s usual experience is one of frustration and annoyance at being interrupted in the course of doing what needs to be done to try something new that probably doesn’t need to be done at all. The Manager is also a problem to The Technician because he is determined to impose order on The Technician’s work, to reduce him to a part of “the system.”"
"To The Manager, then, The Technician becomes a problem to be managed. To The Technician, The Manager becomes a meddler to be avoided. To both of them, The Entrepreneur is the one who got them into trouble in the first place!
(...)
The Entrepreneur would be free to forge ahead into new areas of interest; The Manager would be solidifying the base of operations; and The Technician would be doing the technical work."
"Unfortunately, our experience shows us that few people who go into business are blessed with such a balance. Instead, the typical small business owner is only 10 percent Entrepreneur, 20 percent Manager, and 70 percent Technician. The Entrepreneur wakes up with a vision. The Manager screams “Oh, no!” And while the two of them are battling it out, The Technician seizes the opportunity to go into business for himself. Not to pursue the entrepreneurial dream, however, but to finally wrest control of his work from the other two. To The Technician it’s a dream come true. The Boss is dead. But to the business it’s a disaster, because the wrong person is at the helm. The Technician is in charge!" (negrito por Daniel Brandt)
“In short, you would see how The Entrepreneur in you dreams and schemes, The Manager in you is constantly attempting to keep things as they are, and The Technician in you drives the other two crazy."
“All I do is bake pies. All I ever wanted to do was to bake pies, just like The Technician you described." (negrito por Daniel Brandt)
“You would begin to say to yourself, ‘It’s time for me to create a new life. It’s time for me to challenge my imagination and to begin the process of shaping an entirely new life. And the best way to do that anywhere in this whole wide opportunity-filled world is to create an exciting new business. One that can give me everything that I want, one that doesn’t require me to be there all the time, one that has the potential to be stunningly unique, one that people will talk about long after having shopped in it the very first time, and, as a result of that delightful experience, will come back to shop there again because it has such a special flavor to it. I wonder what that business would be?’ “I wonder what that business would be?” I said to Sarah, “is the truly entrepreneurial question." (negrito por Daniel Brandt)
Chapter 3 - Infancy: The Technician's Phase
"most businesses are operated according to what the owner wants as opposed to what the business needs. And what The Technician who runs the company wants is not growth or change but exactly the opposite. He wants a place to go to work, free to do what he wants, when he wants, free from the constraints of work" (negrito por Daniel Brandt)
"Unfortunately, what The Technician wants dooms his business before it even begins. To understand why, let’s take a look at the three phases of a business’s growth: Infancy, Adolescence, and Maturity."
"In a flash, you realize that your business has become The Boss you thought you left behind. There’s no getting rid of the Boss!
Infancy ends when the owner realizes that the business cannot continue to run the way it has been; that, in order for it to survive, it will have to change. When that happens— when the reality sinks in— most business failures occur.
When that happens, most of The Technicians lock their doors behind them and walk away. The rest go on to Adolescence."
(...)
“I guess I still don’t get it,” she said. “What’s wrong with being a Technician? I used to love the work I do. And if I didn’t have to do all these other things, I would still love it!” “Of course you would,” I answered. “And that’s exactly the point! “There’s nothing wrong with being a Technician. There’s only something wrong with being a Technician who also owns a business! Because as a Technician-turned-business-owner, your focus is upside down. You see the world from the bottom up rather than from the top down. You have a tactical view rather than a strategic view. You see the work that has to get done, and because of the way you’re built, you immediately jump in to do it! You believe that a business is nothing more than an aggregate of the various types of work done in it, when in fact it is much more than that." (negrito por Daniel Brandt)
"If your business depends on you, you don’t own a business— you have a job. And it’s the worst job in the world because you’re working for a lunatic!
“And, besides, that’s not the purpose of going into business.
“The purpose of going into business is to get free of a job so you can create jobs for other people." (negrito por Daniel Brandt)
"The exciting thing is, that once you begin to, once your Technician begins to let go, once you make room for the rest of you to flourish, the game becomes more rewarding than you can possibly imagine at this point in your business’s life.”" (negrito por Daniel Brandt)
Chapter 4 - Adolescence: Getting Some Help
"But at the same time— unaccustomed as you are to being The Manager— your newfound freedom takes on an all too common form. It’s called Management by Abdication rather than by Delegation." (negrito por Daniel Brandt)
"And the reason is that The Boss always changes his mind about what needs to be done, and how. What Harry doesn’t know, however, is why— why you’re such a madman. That it’s not your people who are driving you crazy. That it’s not the complaining customer who’s driving you mad. That it’s not the banker, or the vendor, or the incorrectly wrapped package that’s driving you up the wall. That it’s not that “nobody cares,” or that “nothing gets done on time” that’s driving you insane. No, it’s not the world that’s the problem. It’s that you simply don’t know how to do it any other way." (negrito por Daniel Brandt)
Chapter 5 - Beyond the Comfort Zone
"Every Adolescent business reaches a point where it pushes beyond its owner’s Comfort Zone— the boundary within which he feels secure in his ability to control his environment, and outside of which he begins to lose that control.
The Technician’s boundary is determined by how much he can do himself. The Manager’s is defined by how many technicians he can supervise effectively or how many subordinate managers he can organize into a productive effort. The Entrepreneur’s boundary is a function of how many managers he can engage in pursuit of his vision." (negrito por Daniel Brandt)
Chapter 6 - Maturity and the Entrepreneurial Perspective
""They see the pattern, understand the order, experience the vision." Peter Drucker - The New Society" (negrito por Daniel Brandt)
"A Mature business knows how it got to be where it is, and what it must do to get where it wants to go.
Therefore, Maturity is not an inevitable result of the first two phases. It is not the end product of a serial process, beginning with Infancy and moving through Adolescence.
No, companies like McDonald’s, Federal Express, and Disney didn’t end up as Mature companies. They started out that way! The people who started them had a totally different perspective about what a business is and why it works. The person who launches his business as a Mature company must also go through Infancy and Adolescence. He simply goes through them in an entirely different way. It’s his perspective that makes the difference." (negrito por Daniel Brandt)
"His Entrepreneurial Perspective.
- The Entrepreneurial Perspective asks the question: “How must the business work?” The Technician’s Perspective asks: “What work has to be done?”
- The Entrepreneurial Perspective sees the business as a system for producing outside results— for the customer— resulting in profits. The Technician’s Perspective sees the business as a place in which people work to produce inside results— for The Technician— producing income.
- The Entrepreneurial Perspective starts with a picture of a well-defined future, and then comes back to the present with the intention of changing it to match the vision. The Technician’s Perspective starts with the present, and then looks forward to an uncertain future with the hope of keeping it much like the present.
- The Entrepreneurial Perspective envisions the business in its entirety, from which is derived its parts. The Technician’s Perspective envisions the business in parts, from which is constructed the whole.
- The Entrepreneurial Perspective is an integrated vision of the world. The Technician’s Perspective is a fragmented vision of the world.
- To The Entrepreneur, the present-day world is modeled after his vision. To The Technician, the future is modeled after the present-day world." (negrito por Daniel Brandt)
"The Entrepreneurial Model
(...)
The Entrepreneurial Model looks at a business as if it were a product, sitting on a shelf and competing for the customer’s attention against a whole shelf of competing products (or businesses). Said another way, the Entrepreneurial Model has less to do with what’s done in a business and more to do with how it’s done. The commodity isn’t what’s important— the way it’s delivered is.
When The Entrepreneur creates the model, he surveys the world and asks: “Where is the opportunity?”" (negrito por Daniel Brandt)
"“How will my business look to the customer?” The Entrepreneur asks. “How will my business stand out from all the rest?” Thus, the Entrepreneurial Model does not start with a picture of the business to be created but of the customer for whom the business is to be created. It understands that without a clear picture of that customer, no business can succeed." (negrito por Daniel Brandt)
"To The Entrepreneur, the business is the product." (negrito por Daniel Brandt)
"To The Technician, the customer is always a problem. Because the customer never seems to want what The Technician has to offer at the price at which he offers it. To The Entrepreneur, however, the customer is always an opportunity. Because The Entrepreneur knows that within the customer is a continuing parade of changing wants begging to be satisfied.
(...)
in the future. As a result, the world is a continuing surprise, a treasure hunt to The Entrepreneur. To The Technician, however, the world is a place that never seems to let him do what he wants to do; it rarely applauds his efforts; it rarely appreciates his work; it rarely, if ever, appreciates him. To The Technician, the world always wants something he doesn’t know how to give it." (negrito por Daniel Brandt)
Part II - The Turn-key Revolution: A New View of Business
Chapter 7 - The Turn-key Revolution
"the Business Format Franchise is built on the belief that the true product of a business is not what it sells but how it sells it." (negrito por Daniel Brandt)
"Selling The Business Instead of The Product
Ray Kroc was the consummate entrepreneur. And like most entrepreneurs, he suffered from one major liability. He had a huge dream and very little money."
"Driven by his desire to buy a business, the franchisee only wanted to know one thing: “Does it work?” Ray Kroc’s most important concern then became how to make certain his business would work better than any other."
"Forced to create a business that worked in order to sell it, he also created a business that would work once it was sold, no matter who bought it."
"A systems-dependent business, not a people-dependent business. A business that could work without him. Unlike most small business owners before him— and since— Ray Kroc went to work on his business, not in it." (negrito por Daniel Brandt)
"The business-as-a-product would only sell if it worked. And the only way to make certain it would work in the hands of a franchisee anywhere in the world would be to build it out of perfectly predictable components that could be tested in a prototype long before ever going into mass production."
Chapter 8 - The Franchise Prototype
"The system integrates all the elements required to make a business work. It transforms a business into a machine," (negrito por Daniel Brandt)
"Unlike the trade name franchise before it, Ray Kroc’s system left the franchisee with as little operating discretion as possible. This was accomplished by sending him through a rigorous training program before ever being allowed to operate the franchise.
(...)
There, the franchisee learned not how to make hamburgers but how to run the system that makes hamburgers" (negrito por Daniel Brandt)
"To The Entrepreneur, the Franchise Prototype is the medium through which his vision takes form in the real world.
"To The Manager, the Franchise Prototype provides the order, the predictability, the system so important to his life.
"To The Technician, the Prototype is a place in which he is free to do the things he loves to do— technical work."
Chapter 9 - Working on Your Business, not in It
"The point is: your business is not your life." (negrito por Daniel Brandt)
"Once you recognize that the purpose of your life is not to serve your business, but that the primary purpose of your business is to serve your life, you can then go to work on your business, rather than in it, with a full understanding of why it is absolutely necessary for you to do so."
"Pretend that the business you own— or want to own— is the prototype, or will be the prototype, for 5,000 more just like it. That your business is going to serve as the model for 5,000 more just like it. Not almost like it, but just like it. Perfect replicates. Clones." (negrito por Daniel Brandt)
"1. The model will provide consistent value to your customers, employees, suppliers, and lenders, beyond what they expect.
2. The model will be operated by people with the lowest possible level of skill.
3. The model will stand out as a place of impeccable order.
4. All work in the model will be documented in Operations Manuals.
5. The model will provide a uniformly predictable service to the customer.
6. The model will utilize a uniform color, dress, and facilities code." (negrito por Daniel Brandt)
"you don’t need to hire brilliant attorneys or brilliant physicians. You need to create the very best system through which good attorneys and good physicians can be leveraged to produce exquisite results." (negrito por Daniel Brandt)
"How can I give my customer the results he wants systematically rather than personally?" (negrito por Daniel Brandt)
"great businesses are not built by extraordinary people but by ordinary people doing extraordinary things." (negrito por Daniel Brandt)
"A business that looks orderly says to your customer that your people know what they’re doing. A business that looks orderly says to your people that you know what you’re doing. A business that looks orderly says that while the world may not work, some things can. A business that looks orderly says to your customer that he can trust in the result delivered and assures your people that they can trust in their future with you. A business that looks orderly says that the structure is in place." (negrito por Daniel Brandt)
"What you do in your model is not nearly as important as doing what you do the same way, each and every time."
"accept the undeniable fact that business, even a very small business like yours, is both an art and a science."
Part III - Building a Small Business that Works!
Chapter 10 - The Business Development Process
"Tolerance for failure is a very specific part of the excellent company culture— and that lesson comes directly from the top. Champions have to make lots of tries and consequently suffer some failures or the organization won’t learn. Thomas J. Peters and Robert H. Waterman Jr. - In Search of Excellence"
Business Development Process: Innovation, Quantification, and Orchestration.
Innovation
“Creativity thinks up new things. Innovation does new things.” Marketing for Business Growth - Theodore Levitt - P. 71
"it is not the commodity that demands Innovation but the process by which it is sold,
(...) the entire process by which the business does business is a marketing tool, a mechanism for finding and keeping customers.
(...) how the business interacts with the consumer is more important than what it sells." (negrito por Daniel Brandt)
"THE INNOVATION
It should make things easier for you and your people in the operation of your business; otherwise it’s not Innovation but complication."
"Quantification
By Quantification, I’m talking about the numbers related to the impact an Innovation makes."
"How many customers do you see in person each day?
How many in the morning? In the afternoon?
How many people call your business each day?
How many call to ask for a price?
How many want to purchase something?
How many of product X are sold each day?
At what time of the day are they sold?
How many are sold each week?"
"Orchestration
Orchestration is the elimination of discretion, or choice, at the operating level of your business.
(...)
If you’re doing everything differently each time you do it, if everyone in your company is doing it by their own discretion, their own choice, rather than creating order, you’re creating chaos.
As Theodore Levitt says in his stunning book, Marketing for Business Growth, “Discretion is the enemy of order, standardization, and quality.”" (negrito por Daniel Brandt)
"Orchestration is the certainty that is absent from every other human experience. It is the order and the logic behind the human craving for reason."
"apart from its process, the part of a process is dead."
"“And that, I believe, is the heart of the process: not efficiency, not effectiveness, not more money, not to ‘downsize’ or ‘get lean,’ but to simply and finally create more life for everyone who comes into contact with the business, but most of all, for you, the person who owns it." (negrito por Daniel Brandt)
Chapter 11 - Your Business Development Program
(no highlights)
Chapter 12 - Your Primary Aim
"The chief characteristic of the volitional act is the existence of a purpose to be achieved; the clear vision of an aim." Robert Assagioli - The Act of Will
"Great people have a vision of their lives that they practice emulating each and every day.
(...)
Their lives are spent living out the vision they have of their future, in the present. They compare what they’ve done with what they intended to do.
(...)
I believe it’s true that the difference between great people and everyone else is that great people create their lives actively, while everyone else is created by their lives, passively waiting to see where life takes them next.
(...)
the difference between living fully and just existing."
"“Until you lift the curtain, Sarah, until you dare to pull the mask off the world’s face, until you move beyond your Comfort Zone, you will never know what it is you were missing out there." (negrito por Daniel Brandt)
Chapter 13 - Your Strategic Objective
"Your Strategic Objective is a very clear statement of what your business has to ultimately do for you to achieve your Primary Aim."
""At the beginning of your business, any standards are better than no standards." (negrito por Daniel Brandt)
"“In the factory Revlon manufactures cosmetics, but in the store Revlon sells hope.” Charles Revson, the founder of Revlon" (negrito por Daniel Brandt)
"standards create the energy by which the best companies, and the most effective people, produce results."" (negrito por Daniel Brandt)
Chapter 14 - Your Organizational Strategy
""All organizations are hierarchical. At each level people serve under those above them. An organization is therefore a structured institution. If it is not structured, it is a mob. Mobs do not get things done, they destroy things." Theodore Levitt - Management for Business Growth" (negrito por Daniel Brandt)
"Jack and Murray go to work in their business. But now with a difference. They are no longer interested in working in their business. They are now focused on developing a business that works."
"it’s critical if you are to begin your business all over again that you’re able to separate yourself from the roles you need to play. To become independent of them, rather than these roles becoming dependent on you." (negrito por Daniel Brandt)
"“It’s our automatic nature we’ve got to organize into an intentional nature. “And the only way we can do that is intentionally, not automatically."
"“And, once you have done that, once you’ve organized your business in the most intelligent way you can, your next most important job is to follow the rules of the game you have created with integrity. “Because if you won’t follow the rules, why should anyone else? “If the rules don’t apply to you, the leader, why should you expect anyone to follow you?"
Chapter 15 - Your Management Strategy
"You may think that the successful implementation of a management strategy is dependent on finding amazingly competent managers— people with finely honed “people skills,” with degrees from management schools, with highly sophisticated techniques for dealing with and developing their people. It isn’t. You don’t need such people. Nor can you afford them."
(...)
"In fact, they will be the bane of your existence. What you need, instead, is a Management System."
"it wasn’t the match, the mint, the cup of coffee, or the newspaper that did it. It was that somebody had heard me."
Chapter 16 - Your People Strategy
"That is what the very best businesses represent to the people who create them: a game to be played in which the rules symbolize the idea you, the owner, have about the world." (negrito por Daniel Brandt)
"If your idea is a positive one, your business will reflect that optimism. If your idea is a negative one, your business will reflect that as well." (negrito por Daniel Brandt)
"In this context, the degree to which your people “do what you want” is the degree to which they buy into your game." (negrito por Daniel Brandt)
"Part of what’s missing is purpose. Values. Worthwhile standards against which our lives can be measured. Part of what’s missing is a Game Worth Playing." (negrito por Daniel Brandt)
"Human beings are capable of performing extraordinary acts. Capable of going to the moon. Capable of creating the computer. Capable of building a bomb that can destroy us all. The least we should be able to do is run a small business that works."
"Delegation rather than Abdication? “You can’t delegate your accountabilities, Sarah. “Delegating your accountabilities is abdication." (negrito por Daniel Brandt)
"“The System produces the results; your people manage the system." (negrito por Daniel Brandt)
Chapter 17 - Your Marketing Strategy
"Your Marketing Strategy starts, ends, lives, and dies with your customer. So in the development of your Marketing Strategy, it is absolutely imperative that you forget about your dreams, forget about your visions, forget about your interests, forget about what you want— forget about everything but your customer!" (negrito por Daniel Brandt)
"And what your customer wants is probably significantly different from what you think he wants." (negrito por Daniel Brandt)
"decision, yes or no, is made at the instant it gets a taste! In a television commercial, we’re told, the sale is made or lost in the first three or four seconds. In a print ad, tests have shown, 75 percent of the buying decisions are made at the headline alone. In a sales presentation, data have shown us, the sale is made or lost in the first three minutes."
"“In a small business you simply can’t afford to spend the money they do. But you can afford to spend the time, the thought, the attention, on the same questions they [the big companies] ask." (negrito por Daniel Brandt)
Chapter 18 - Your Systems Strategy
"Conflict without will creates frustration." (negrito por Daniel Brandt)
"Conflict with will creates resolution, a movement beyond the dilemma." (negrito por Daniel Brandt)
"What is a selling system? It’s a fully orchestrated interaction between you and your customer that follows six primary steps:
1. Identification of the specific Benchmarks— or consumer decision points— in your selling process.
2. The literal scripting of the words that will get you to each one successfully (yes, written down like the script for a play!).
3. The creation of the various materials to be used with each script.
4. The memorization of each Benchmark’s script.
5. The delivery of each script by your salespeople in identical fashion.
6. Leaving your people to communicate more effectively, by articulating, watching, listening, hearing, acknowledging, understanding, and engaging each and every prospect as fully as he needs to be." (negrito por Daniel Brandt)
"A career development company we worked with put it in the hands of people with no experience, and revenues increased 300 percent in one year. An advertising agency put it in the hands of people with no experience in either selling or advertising, and revenues increased 500 percent in two years. A health spa put it in the hands of people with no experience, and revenues increased 40 percent in two months.
(...)
The Power Point Selling System is composed of two parts: Structure and Substance.
Structure is what you do. Substance is how you do it.
The Structure of the System is all of the predetermined elements of the Process, and includes exactly what you say, the materials you use when you say it, and what you wear.
The Substance of the System is what you— the salesperson— bring to the Process, and includes how you say it, how you use it when you say it, and how you are when you say it." (negrito por Daniel Brandt)
"The Power Point Selling Process is actually a series of scripts defining the entire interaction between the salesperson and the customer."
"It is a series of words, delivered on the telephone or in person, that engage the prospect’s unconscious (remember?) by speaking primarily about the product you have to sell rather than the commodity.
For example:
“Hi, Mr. Jackson. I’m Johnny Jones with Walter Mitty Company. Have you seen the remarkable new things that are being done to control money these days?”
“What new things?”"
(...)
“Let me tell you why we created"
(...)
"(1) be on the inside of the financial winners circle with people who are in the know;"
"If your Systems Strategy is the glue that holds your Franchise Prototype together, then information is the glue that holds your Systems Strategy together."
"‘Hi, have you been in here before?’ as opposed to ‘Hi, can I help you?’" (negrito por Daniel Brandt)
Chapter 19 - A Letter to Sarah
"remarkable book, Man’s Search for Himself."
Epilogue
"You should know now that a man of knowledge lives by acting, not by thinking about acting, not by thinking about what he will think when he has finished acting. A man of knowledge chooses a path with heart and follows it. Carlos Castaneda - A Separate Reality"
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