Chapter 8- Getting The Order
Reading this chapter really focused on something I hadn’t fully appreciated before: selling isn’t just about having a great product – it’s about being genuinely curious about people and their problems.
What Hit Me Most
The author’s emphasis on everyone being a salesperson was a significant statement for me. I’ve never considered myself a salesperson, I’m not sure why that didn’t register in that sense for me. Whether you’re the CEO answering phones or the receptionist greeting customers, you’re representing the company. That story about the receptionist who became legendary for her warmth and problem-solving? It made me think about every interaction I’ve had with businesses – the memorable ones were always where someone went beyond their “official” job description.
But here’s what I found most practical: the “Why the Buyer Buys” section. The author breaks down all these emotional and logical factors that influence purchasing decisions – things like personal relationships with salespeople, fear of missing out on “hot” products, or even just liking the salesperson’s company better. It’s not always about features and benefits, which honestly surprised me.
The Reality Check
The section on sales reps vs. direct selling was eye-opening. I always assumed having reps was just about reaching more customers, but there’s this whole complex relationship dynamic. The author’s story about becoming a “billing rep” and how it transformed their business relationships shows how creative you have to be in sales partnerships.
What rang true for me was the honesty about rep complaints – things like “they don’t return my phone calls” and “they cherry-pick my best-selling items.” It’s messy, but the author argues it can work if both sides are committed to making it beneficial.
Questions….
- How do you balance persistence with being respectful? The author talks about never taking “no” personally and keeping up contact, but where’s the line between being persistent and being annoying?
- Is the “everyone sells” philosophy realistic for larger companies? It sounds great in theory, but can you really train every employee to think like a salesperson without losing focus on their primary roles?
- With all the emphasis on direct response marketing and the Internet (remember, this was written when online sales were just taking off), how much has the role of personal selling actually changed?
The Takeaway That Stuck
The most practical advice was about understanding your target customer deeply, not just their business needs, but their personal motivations, company politics, and even what makes them look good to their boss. The author’s emphasis on doing homework before sales calls and asking genuine questions resonated with me way more than typical “sales technique” advice.
Works Cited:
Reiss, Bob, and Jeffrey L. Cruikshank. Low Risk, High Reward: Practical Prescriptions for Starting and Growing Your Business. Free Press, 2000. pp. 174-211.
One response to “Reflection #8”
Hi Bridgett,
This post really resonated with me—especially the emphasis on curiosity and understanding the deeper motivations behind people’s decisions. As someone working in higher education, I immediately thought of design thinking and human-centered design approaches. We often use those frameworks to develop programs, improve student experiences, or solve institutional challenges, and they start from the same place the author emphasizes: deep empathy, active listening, and a willingness to ask real, sometimes uncomfortable, questions.
The idea that “everyone sells” was a powerful reframing. In higher ed, we don’t always think in those terms, but faculty “sell” ideas to students every day, advisors “sell” pathways to success, and administrators “sell” vision and change. This chapter reminded me that no matter our title, we’re always influencing, persuading, and representing something bigger than ourselves—whether that’s a mission, a set of values, or a learning experience.
I also appreciated the question you raised about how to balance persistence with respect. For me, the key lies in reframing your approach—finding new ways to connect that are genuinely valuable to the other person. It’s not about pushing harder; it’s about listening more deeply, adjusting your message, and aligning what you’re offering with what truly matters to them. That mindset shift turns “persistence” from something potentially annoying into a sign of real engagement and care.