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“The big problem is that the glasses you have in stock are not clear, but have a blue tint. Each glass also has a basketball, a baseball,and a football engraved on it. Your boss has told you to figure out a way to get the client to buy the blue-tinted glasses. She does not want to carry the inventory any longer. The glasses have been sitting in the warehouse for six months. They are all packed and ready for shipment and are of higher quality than the ones the client wants. What would you do? ” (page 37)
“Of the thousands of proposals I read each year, the majority do not recommend anything. Most of them lapse into informative writing simply describe a product or service. Descriptions have their place, but they can come across as evasive in a proposal. In addition, descriptions typically consist of standard verbiage that provides a general understanding of the product or service, but nothing specifically relevant to the customer. An effective solution links specific features of the product or service back to the customer’s needs and outcomes, constantly answering the question, ‘So what?’ In a solution, each feature has relevance. It either solves the customer’s problem, or it delivers value, or it does both.” (page 160)
The Power of Reputation: Strengthen the Asset That Will Make or Break Your Career by Christopher Komisarjevsky
“Most of the time, we have the opportunity to address a mistake, find a solution, make a correction, and give it another try. We are also in a unique position to achieve a longer-term goal: to make sure similar mistakes do not happen again. We need to take a candid look back at how the mistake happened and perform a two-part analysis: factual and person. The factual, or practical, analysis requires us to understand the facts and take what some call a ‘deep dive’ to examine the circumstances that led up to the mistake. Straightforward answers to some tough operational and management questions are the start. We start that process by collecting facts and digging as deeply as possible to make sure that there is nothing we have missed.” (page 179)
Project Management for Non-Project Managers by Jack Ferraro
“The term for the process of alignment and project tracking is portfolio project management. The idea is to keep the organization’s resources focused by making sure the proeject is doing the right work to facilitate achievement of the organization’s strategic goals. Remember, even if your project is approved, you must maintain a clear focus on your project’s link to strategic objectives. Project team members want to work on successful projects that have significance. Don’t make them work on a project in which they can’t see the organizational value. This sounds obvious and simple, but organizational behavior can be strange. ” (page 92)
Raising Capital, Third Edition by Andrew Sherman
“Many established businesses have a desire for rapid growth. After a certain point in their life, however, most firms experience a growth slowdown. While some companies are satisfied with their position in the market, others want to jump-start their growth. Some angel investors and angel investor groups provide business accelerators that cater to these companies. Many angels who are not affiliated with the accelerators will also look to them for potential investment opportunities. With the help of an accelerator, a firm can get its growth onto the fast track to a degree that it was not previously able to achieve.” (page 89)
“Internal buyers make decisions based on their own experience and internal standards. An internal person can have difficulty accepting other people’s opinions, even good ones. These individuals also give little feedback to others, so you may be in the dark when trying to figure out what’s going on in their mind. Evidence is only useful if it agrees with their opinions.” (page 25)
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