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5.0 out of 5 stars
"Do or do not...there is no try." (Yoda), April 16, 2005
This review is from: The Customer Approved Small Business: Success Secrets For Developing Your Small Business (Paperback)
Schell and his associates have completed extensive research among decision-makers who buy products or hire talent. The books he has authored are based on that research and share a few core concepts:
1. Determine HOW you can help a given organization to prosper.
2. Learn everything you need to know inorder to propose an appropriate course of action.
3. Collaborate with the decision-maker(s) on finalizing the details of that course of action.
4. Then implement it with meticulous care as well as with energy and enthusiasm, making whatever revisions may become necessary.
In this volume, Schell offers a cohesive, comprehensive, and cost-effective system by which to apply these core concepts for opportunities which small businesses have. (By the way, the same core concepts are also appropriate to larger organizations, but let's limit our attention to those which have limited resources, those for whom Schell primarily wrote this book.) It may be of interest to take a moment and consider a few statistics: Of the 1 million U.S. small businesses started this year [2005], more than 80% of them will be out of business within 5 years and 96% will have closed their doors before their 10th birthday. These are indeed chilling statistics. That's the bad news.
Now some good news which is indicated as Jack Welch explains why he admires small companies: "For one, they communicate better. Without the din and prattle of bureaucracy, people listen as well as talk; and since there are fewer of them they generally know and understand each other. Second, small companies move faster. They know the penalties for hesitation in the marketplace. Third, in small companies, with fewer layers and less camouflage, the leaders show up very clearly on the screen. Their performance and its impact are clear to everyone. And, finally, smaller companies waste less. They spend less time in endless reviews and approvals and politics and paper drills. They have fewer people; therefore they can only do the important things. Their people are free to direct their energy and attention toward the marketplace rather than fighting bureaucracy."
In this volume, Schell offers 53 "Secrets" and organizes his explication of them as follows:
Part I: Foundation (Secrets 1-7)
Part II: Developing New Business (Secrets 8-32)
Part III: Tying It All Together (Secrets 33-53)
In fact, few of these so-called "secrets" will be a revelation to anyone with even limited business experience. Each makes compelling sense and most seem to me to be obvious. For example, "Keep only the right people on your team" (#4), "Get Your prospect database in order" (#8), "Be ready for tough questions from your prospects" (#21), "Keep your employees informed" (#46), and "Negotiate effectively" (#49). Well, duh.
The substantial value of this book is derived, rather, from carefully reading and then re-reading the material first; then completing what I would call a "gut check" to determine (a) the extent to which your organization is already doing what Schell recommends, (b) how effectively that is being done, (c) what else needs to be done, when, how, and by whom, and finally (d) how progress will be accurately measured per tasks, division of labor, and deadlines.
Everyone within your organization who will be involved in these initiatives should have read and (preferably) re-read this book before meeting together to conduct the "gut check" and then collaborate on an appropriate course of action. It is also imperative that they see customers as partners in the enterprise, and, see themselves as partners with each prospective customer. At every stage of the collaborate process, think in terms of both cultivation and solicitation. Trust and respect must first be earned before permission is requested. That is as true of and as important as relationships with associates as it is of relationships with customers. And don't forget about those who comprise your list of payables recipients. All third-party centers of influence can -- and should -- should be viewed and engaged (once they agree to be) as an extended sales force.
Schell shares within his Final Thoughts the following:
There are three kinds of people in the world:
Those who make it happen,
Those who watch it happen,
And those who ask, "Hey, what happened?"
Recall the aforementioned "chilling statistics: Of the 1 million U.S. small businesses started this year [2005], more than 80% of them will be out of business within 5 years and 96% will have closed their doors before their 10th birthday. I wholly agree with Jeff Pfeffer and Bob Sutton that there is a Knowing-Doing Gap. Those who compete with you may also read and then re-read Schell's book. Chances are, they will not follow-through. That is, they will fail to convert valuable information and counsel into appropriate action.
Will you? The choice is yours.
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