Not terribly revelatory, but most readers will likely pick up some practical tips.
In this debut memoir, Murphy offers lessons gleaned from his successful sales career.
Murphy enjoyed the sales process; even as a manager, he still went door to door, he says, and in the introduction, his son writes that “selling was a game for Dad.” He sold office equipment for IBM and later sold and managed door-to-door sales for World Book Encyclopedia. Asserting that “the lessons of door-to-door sales are timeless,” he uses anecdotes to illustrate his insights and advice, the result of which is a mixed bag: Some of his suggestions and observations are valuable; others seem dated or not widely applicable, especially those geared at selling a complex or intangible product. For instance, Murphy stresses the importance of knowing one’s customer, using such clues as the make of car in the driveway, but neglects to mention the usefulness of contemporary Internet-based tools to get information about a prospect. Also, some salespeople may be uncomfortable with the writer’s recommendation to use euphemisms—in Murphy’s case, “I never told anybody I was selling encyclopedias. I said, ‘I’m in education’ ”—and his suggestion to “take out your order pad right away so you won’t spook them with it later on.” On the other hand, just a few pages after this pointer, Murphy discusses the use of visuals and the benefits of asking a customer for referrals to other potential buyers. The most helpful part of this short book may be in a chapter called “How to be a ‘Motivating Son of a Gun,’ ” in which Murphy discusses sales management and considers some traits to look for in salespeople, among them honesty and competitiveness. He tells managers to trust and support their salespeople—“you’re not an employee, you’re my partner”—and emphasizes the vital role of sales training and the notion that both sales managers and the sales force need to believe in the product. Overall, his style tends to be colloquial and unpretentious, if occasionally jarring, as with his use of “girl” to mean “secretary.”
Not terribly revelatory, but most readers will likely pick up some practical tips.Pub Date: Oct. 5, 2013
ISBN: 978-1490365251
Page Count: 108
Publisher: CreateSpace
Review Posted Online: Dec. 17, 2013
Review Program: Kirkus Indie
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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