Executive Summary
Daniel Pink starts off his book with an overview of what he is going to be talking about in the rest of the book. He splits his book into three parts, with each part having three chapters.
In part one of the book, he lays out arguments for a new broader way to think of sales as we know it today. Daniel Pink begins chapter one with introducing a man named Norman Hall. Norman Hall is a Fuller Brush salesman. He is the last Fuller Brush salesman. In chapter one he argues that the salesman is not dead in today’s society. He states most people in society engage in what he calls “non-sales selling”. The do not try to sell a product, however they do find to influence, persuade or motivate people. If you are at work and you pitch an idea to your boss that is non-sales selling. If you want someone to have the same opinion as you and you try to persuade them that is also non-sales selling. People commit these acts every day not knowing they are doing so. Chapter two talks about how so many people have ended up a business where their job is to move people. He discusses in that chapter entrepreneurship, elasticity and term he calls ed-med. Ed-Med is a term Daniel Pink uses to describe the people in the industries of education and health care. Chapter three’s main idea is about how the power of selling has shifted from the seller to the buyer. The term caveat emptor, which means buyer beware and changed to caveat venditor, seller beware. Technology is the biggest reason for this shift because people can now just go on their smartphones and do price matching or see how others have reviewed the product.
Part two of the book talks about the ABC’s of selling. ABC used to mean “always be closing”. Daniel Pink’s new ABC’s are attunement, buoyancy and clarity. Chapter four describes attunement, which means bringing oneself into harmony with individuals, groups, and contexts. He also explains why extraverts rarely make the best salespeople. Chapter five covers buoyancy. Salespeople have to be able to stay afloat in the ocean of rejection, as Pink puts it. Also, a good salesperson needs to believe in what they are selling. Chapter six is clarity, or the capacity to make sense of murky situations. This is more favorite chapter of the book. One big topic in this chapter talks about solving problems. Daniel Pink believes, and I agree that finding a problem to solve is more important than solving a problem. Anyone can solve a problem if they have one to solve. However, the real skill is being able to find a problem that I person didn’t know they had. Also in this chapter he talks about the craft of curation and ways to frame your curatorial choices.
The third and final part of the book is used to tell us what to do, the abilities that matter most. Chapter seven is all about pitch. In this chapter Pink describes the elevator pitch and the six successors to that pitch. Chapter eight is improvise which literally tells what we can do when everything you have done is perfect and things still go awry. Finally, chapter nine is serve. The principles discussed are to make what you do personal and purposeful. You want people at a restaurant to know who the manager is and you want to know they care about every customer.
The Ten Things Managers Need to Know from To Sell is Human
1. The first thing a manager needs to know about this book is the salesman is not dead. He is alive and well and most of us are a salesman.
2. The next thing a manager needs to know is a surprising amount of time every day that is used for non-sales selling. Your employees may tend to spend about 40% of their time at work committing these acts.
3. Next, as a manager you need to realize that the customer now a days probably knows just as much about a product you are selling as the person you have selling it. There is no longer a huge advantage for the seller. A buyer can go to your store and see the product they want. If they believe the price is to high they can simply check that product’s price at other stores right on their phone.
4. In the book it tells about the industry that is having the biggest increase in jobs over that last 10 years. Daniel Pink calls in Ed-Med, education and medical. Those two fields move people the most. They have the most face to face interaction and move people the most.
5. Managers need to see things from the consumer’s perspective. If you know how the consumer feels about a certain product, then you can make the necessary changes.
6. Ask yourself questions to motivate yourself. Don’t just tell yourself that you can do something, ask yourself if you can. That way you can give yourself feedback and what you could possibly do better.
7. A manager should know that history thinks extraverts are the best salesmen. That is an inaccurate statement. The best type of person to be a good salesman is an ambivert. That is someone who is neither extremely extraverted nor introverted. They are a good combination of the two.
8. Positivity is the key. As long as you stay positive and keep moving forward, you will do just fine. You need to keep the right attitude and turn every negative thing into a positive one.
9. Be a problem finder not just a problem solver. Any person can solve a problem, but a great manager and salesman know how to find a problem to solve.
10. Make sure you know how to pitch an idea effectively. It doesn’t matter if you have good idea if you cannot connect with the person you are pitcher to, the catcher.
Full Summary of To Sell is Human
PART ONE: Rebirth of a Salesman
Chapter 1: We’re all in Sales Now
Daniel Pink begins chapter one with introducing a man named Norman Hall. Norman Hall is a Fuller Brush salesman. He is the last Fuller Brush salesman. He is trying to anything he can to a bunch of random people. He is denied over and over again, until one product sparks the interest of a couple of guys. After that the men started to purchase more and more, until they had bought $150 worth of items. This man is what many people think of when you hear salesman. These Fuller Brush salesmen were very popular back in the early 1900’s through the 1960’s. After that the number of these salesmen started to dwindle and now we are down to the last one, Mr. Norman Hall. People believe that the salesman is dead. This is understandable because you don’t see people like the Fuller Brush salesmen anymore. However, Daniel Pink has a very different idea. Over 15 million people earn a living by trying to convince someone else to make a purchase. These people could be securities dealers or real estate brokers. Some sell automobile around the country and others sell planes to airports. The United States still makes $2 trillion worth of goods each year. The sales workforce actually outnumbers the entire federal government 5 to 1. The increases in technology have not hurt sales either. Actually the opposite has happened. Sales jobs have increased and 1 in 9 workers still work in sales. You may think that 1 in 9 people are in sales isn’t that much. Well actually the other 8 of those 9 people are also in sales. They are in what Daniel Pink calls “non-sales selling”. It may be a Doctor trying to sell a patient on a certain medicine or remedy, or a lawyer trying to sell a verdict to a jury. Everyone is trying to sell something. Maybe at work you try to pitch an idea to your boss. You are selling that idea to them. If you want anyone to see something the way you see it, you are selling your opinion you have to them and hopefully they also see it the same way. Finally, we sell ourselves every day. When we get on Facebook, twitter or a dating site, we are selling ourselves. We want people to like us as a friend or more intimately. Also, when you go on an interview you want that person and the company to like you. That is why you make a resume. You are selling your best qualities in hope that the company will “purchase” you. A survey was done asking 1000 people what they do at work. Based on the survey 40% of the time those people were engaged in non-sales selling at work. That would be persuading, influencing and convincing others in ways that done involve making a purchase. People also believe that this aspect of their jobs in crucial in their success. As you can from this chapter, the salesman is obviously not dead, but alive and well.
Chapter 2: Entrepreneurship, Elasticity, and Ed-Med
Pink begins this chapter with describing how there has been a huge rise in entrepreneurships. A research firm IDC estimates that 30 percent of American workers now work on their own and by 2015 that number worldwide will reach 1.3 billion people. Other analysts project that in the United States, the number of independent entrepreneurs may grow to 65 million in the rest of decade. The majority of this is coming from the 54% of people between 18-34 years old want to start their own business. Also, 90% of businesses in Sweden, France and Mexico have fewer than ten employees. A big reason for the huge increase in entrepreneurs is because of technology. Technology, which was supposed to “kill” the salesman, has made him stronger. More people can become sellers because of the fact that they can sell items online and never have to see a person face to face. Some items like selling crafts used to be really hard to sell. Also, it was pretty hard to buy crafts if you didn’t know where to go. You wouldn’t have to sit outside all day and hope someone buys. You could waste your whole day just waiting. Now you can buy and sell these items online. You can post what you have to sell and do other things and come back and see if anyone has made a purchase. The next topic of this chapter is elasticity. Elasticity, in Daniel Pink’s words, is the new breadth of skills demanded by established companies. The company Pink uses to describe this item is Atlassian, an enterprise software company. Most software companies send salespeople out to find potential customers. At Atlassian they simply offer a free trail of their product. When customers call asking about the software the employees do not try and sell them the software. They help the people understand the software better. Just because the employees are not “salespeople” doesn’t mean they can’t help to sell the product. Another example would be an engineer. He is hired to build a building. However he can help a customer who has a question about a piece of equipment he may need to buy to do a certain job. Selling is everyone’s job not just the salespeople. The final topic of the chapter is Ed-Med, a term Daniel Pink used to describe the two fields, Education and healthcare (medical). He mainly talks about how this one of the fastest growing industry sectors in the United States. This goes back to the idea that the salesman is not dead. These two industries do a lot of non-sales selling. A lot of what the people do is moving other people. It could be a nurse practitioner informing a patient on how they can improve their health or a teacher helping a student understanding a topic.
Chapter 3: From Caveat Emptor to Caveat Venditor
Pink starts this chapter by asking a group of people what word or words that they thought of when they thought of sales or selling. The top words were “pushy”, “yuck”, and “difficult”. He also asked to give a word or words to describe a salesman. The top answers were “Car salesman”, “used car salesman”, “suit”, and “pushy”. People tend to think about a salesman as a pushy man in a suit trying to sell them a used car. Then he describes how there has been a change from the seller having the advantage to the seller having the advantage. The terms are called caveat emptor, which means buyer beware. This was the case back in the day before smartphones. The used car salesman, for example knew way more about the car that they are trying to sell then the potential buyer. This is called information asymmetry. The buyer was taking a risk by just taking the seller’s word that the product they are selling if worth what they say. In today’s world most people have a smartphone, or at least some way to get on the internet. If they do not believe that the buyer is saying, they can look up the price of the product. The customer can compare the price to other stores to get the best price. Now the term is caveat venditor, seller beware. It is very possible that the buyer is going to know just as much information if not more information, about the product, than the seller. Another topic that is described is “Girard Rule of 250″. This idea saying that most people know 250 people well enough to invite to a wedding or a funeral. Knowing this Daniel Pink makes the point that if you move one person, and they like your product, which could potentially influence up to the 250 in their circle to also by your product. The opposite is true as well. If you have a bad product that person could tell 250 people to not buy your product. I know I have done these. If I don’t like how a product worked I will defiantly complain to someone. The man Joe Girard mentioned in this chapter a good bit, once sold 1425 cars in one year. He described how he was so successful at doing this. He would call a random number from the phone book. He would know the last name and that is it. The wife would usually answer, and Joe would tell her that her car is ready for pick up. She would tell him she didn’t order a car. Eventually he would get around to asking when they may need a new car. If the family said in about 5months, he would make a note to call back in 5 months. He made it very personably. That was back in the 1970’s where the seller had the advantage. In my opinion this strategy would not work in today’s world.
PART 2: How to Be
Chapter 4: Attunement
The first chapter in part two is all about attunement. The book’s definition is “the ability to bring one’s actions and outlook into harmony with other people and with the context you’re in”. I like to think of it as seeing something through someone else’s point of view. I test shown in the book was asking people to draw an E on their forehead. The people, who drew the E so that the audience could read it, were aware of others. The study was done splitting people into two groups. One group was giving activities to make them feel in power. The other had activity to emphasize their lack of power. People who tended to have more power would draw the E backwards. The people who had little power tended to draw the E so the audience could read it. Based on this if you feel less powerful you will be more attuned to other people. Another test was done to try and make a deal for the sales of the gas station. The price the buyer wanted was lower than the minimum the seller would take. 1/3 of participants were told to imagine what the other group was thinking. 1/3 was told to imagine what the other group was feeling. Last third was a control. I deal was made most of the time when they participants thought what the other group was thinking or feeling, instead of not negotiating. Another strategy that was given in then chapter was to use “strategic mimicry. Many people tend to hang around people who are like them. They probably act the same, dress the same and/or like the same things. So, if you are negotiating with someone you don’t know, and you start to act like them, they may start to like you better. For example, if you notice that the other person is folding their arms, at some point fold your arms as well. If they leaning back or forward in their chair, you should try and do the same thing. Subconsciously, they will become more comfortable with you. This strategy can also work in the interview process. Mimicking your interviewer may just get you that job you want. However, it should not be obviously mimicking. You do not want the other person to know what you are doing. To prove mimicking works a study showed that when a salesperson mimicked the customer who needed help, they bought something 79% of the time compared to 62% without mimicking. The last big idea in this chapter talks about how extraverts are not always the best salespeople. People believe because someone is very outgoing and can talk to people that they are the best people to be in sales. Not always the case. Daniel Pink discusses how an ambivert has the biggest advantage in sales. An ambivert is someone who is not complete extraverted or introverted. They are somewhere in the middle. A study was done taking 3800 people and seeing where they fell in a range to see if they were an introvert, extrovert, or ambivert. After that they took the same people and tracked how well they sold over the next three months. The people who scored in the ambivert range earned an average of $155 per hour in revenue compared to the extrovert earning $125 per hour and the introverts $120 per hour. Based on this study the ambiverts out-performed the extraverts. Actually the introverts were not far behind the extraverts either. So, do not be discouraged from being a salesperson just because you are not an extrovert.
Chapter 5: Buoyancy
This chapter is about buoyancy. Daniel Pink describes the 3 step process to stay afloat in the “sea of rejection”. It is broken up into before, during and after a sale. In the before section Pink talks a lot about interrogative self-talk. A lot of people before they have to present a paper, make a speech, or step on the plate at a baseball game they try to pump themselves up. They tell themselves that “I can do this”. Daniel Pink believes instead of saying you can do this, ask if you can. If you ask yourself if you can accomplish what you are about to do, then you have to think about it. You can answer by telling yourself “yes I can, I have prepared hard for this”. At the same time you could realize that the last time you gave a speech you spoke to fast. But remembering this knowledge, you can try to talk slower this time around. He actually using Bob the builder as an example. Bob always asks “Can we fix it?” This interrogative self-talk can get you prepared for the task at hand. The next section is during. The one thing you really want to focus on during the sale or speech is to stay positive. When talking to someone if you sound inviting and positive they will be more willing to talk with you, and possibly buy your product. People like to be around positive people. Negative people bring people down. If someone is giving a pitch and they are being intimating and negative the whole time, people are more likely to not accept whatever they were pitching. In a study where the same pitch was given two different ways, one positive and one negative, the people who heard the positive pitch accepted the deal twice as often as the people who heard the negative one. The people who tend to stay positive throughout also tend to live self-fulfilled lives, as well. The final section is after the “sale”. The title of this section is explanatory style which is “a person’s habit of explaining negative events to themselves. For example, if someone doesn’t buy from you, don’t think that you are bad salesman. Instead just think that maybe that person was just not ready to purchase what you had, or that didn’t have a need for it. If your boss really yells at you, don’t think that you are a bad employee. They may just be having a really bad day and you were in the wrong place at the wrong time.
Chapter 6: Clarity
This chapter is about the last of the ABC’s, clarity. This was by far my favorite chapter of the book. This chapter helps you to see things more clearly about how people act. The chapter starts by saying most people are not saving enough money for retirement and would rather $1000 right now than $1150 in the future. People tend to like immediate gratification. I study was done that took people and they could talk to an avatar of themselves that were 70 years old. Another group people just saw and talked to an avatar of their current selves. Afterwards each person was asked if they had received $1000, what they would do with it. The group that saw their current selves invested an average of $80 into the retirement account. However the group that saw their 70 year old selves invested an average of $172 into their account. Just seeing their future selves made people want to invest more for the future. Another test was done showing half of the people their future selves and the half seeing some random person at the age of 70. The people who saw themselves still invested more. One big topic in this chapter talks about solving problems. Daniel Pink believes, and I agree that finding a problem to solve is more important than solving a problem. Anyone can solve a problem if they have one to solve. However, the real skill is being able to find a problem that I person didn’t know they had. For example, if you take your car to a mechanic to change your oil. You knew you problem was that you needed an oil change. As a mechanic he should be able to solve that problem and change your oil. However the real skill comes when that same mechanic realizes that your brakes are dangerous low, or you have an exhaust leak, or power steering fluid is leaking. An example the book uses is dealing with a woman who wants to buy a vacuum. Her problem isn’t actually that she needs a new vacuum. Her problem is that she just wants her floors to be clean. Instead of a new vacuum, she may need to replace the screens in her windows to allow for less dust to get into the house. She may be able to join and group of people who all share home cleaning supplies. Any salesman can sell the lady a vacuum, because that was what she was going there to buy. A better salesman could suggest the new screens as well; something she didn’t even know was a problem. The other big topic of the chapter was talking the skill of curation and finding your frame to you. Curating is “sorting through the massive troves of data and presenting to others the most relevant and clarifying pieces”. The first image that Pink describes is two men walking in the park and seeing a blind man with a sign asking for money. The sign reads “I am blind”. The man has received very little money in his cup. The one man asked if he could change his sign to help him get more donations. The man adds these four words to the sign, “It is springtime and”. Now the sign reads “It is springtime and I am blind”. The cup started filling up and overflowed with donations. This new signed worked because it answers a very essential question. Daniel Pink says that question is “compared to what”. People knew he was blind, but couldn’t really see the impact. When the words “It is springtime and” were added people could emphasize with the man. They could see the beautiful day and he could not. If someone says that they are poor, well compared to what? You need something to compare it to. Being poorer than Bill Gates is no big deal. However, if you are poorer than a homeless person is a big deal. Several frames are described in this chapter. The first is “the less frame”. In a study people who wanted to learn German, were given two choices. The first was a $575 online course and the other a $449 software package plus a free German Dictionary. The people chose the $575 online course more often. By adding the free inexpensive dictionary deterred people. My thinking is why would I need a dictionary as well if the software is so good? Another frame is “the experience frame”. In this frame studies show that people have greater satisfaction from experience purchases over material purchases. For example, a material purchase like a brand new corvette. You love that car for the first month. After a while it is just your car you keep in the garage or drive to work. It tends to lose its luster over time. However, an experience purchase like visiting the Grand Canyon, hiking up and down and seeing the sunset, will last forever. Memories and experiences will last longer than material things. If you are a car salesman you may want to try selling what you can in the car and where you go, more than explaining how nice the rims look. The final frame I want to talk about is “the blemish frame”. This is dealing with when selling a product make sure you don’t just mention all the good things. If you throw in a minor negative thing it will be better for selling. If you just mention the good things, people are going to wonder what is wrong with it. If you give them a minor flaw, then they know you are willing to tell a negative. However, minor is the key, it cannot be a huge mistake in the design the product.
PART THREE: What to Do.
Chapters 7-9
In the final part of this book Daniel Pink describes what you need to actually do to be a good “salesman”. The three ideas he discusses are pitch, improvise and serve. The first idea, pitch, Daniel Pink first talks about the elevator pitch. I was not aware of this pitch before reading this book. A man named Elisha Otis had discovered a way to make elevators safer to ride, by adding brakes just in case the cable, holding the elevator, was to break. The way he pitched his idea was hoisting an elevator to the max height and taking an axe and cutting the cable. The elevator fell but within seconds the brakes caught the elevator, bring him down safely. That is why we have the elevator we have today. The way he pitched the idea was a huge success. However the pitcher and pitch is only as good as the catcher. If the people you are pitching your idea to do not connect with you or are interested, even the best pitch will not work. Pink gives 6 types of pitches that can be used today. One of them is the one word pitch. There are several companies that you know who they are just be saying one word. If you think of “Priceless”, of course that is MasterCard. If you think “search” Google will mostly come to mind. Those were the two examples that Pink gave. Another pitch is the Question Pitch. When pitching any idea to someone, don’t tell them what a product will do for them. Ask them a question that the product could answer. For example, if you are trying to sell them a new software program for their business, ask them “are you happy with your current software?” Now this can be risky, especially if they do like their current software. However if you already know what the answer is, then you are just letting them tell you instead of you telling them. The second topic of this section of the book is to improvise. One idea used in this chapter is to say “yes and.” It is much better way to start a response than “yes but.” He someone asks you if you want to go on a trip. You could respond with a yes but gas is expensive. Instead you could be positive and respond yes and if we all pitch in our gas expense will not be as high. This goes back to earlier in the book about being positive. Another main idea of the chapter is to make your partner look good. When you are negotiating with someone make sure at the end that both parties are happy. It is the typical win-win situation. The final chapter of the book is titled, serve. This chapter’s main idea is how to move people by making it personal and purposeful. A study was done to show that radiologists did a more thorough job when a picture of the person, whose scans they were looking at, appeared with the scans. This showed if the physician could know who the scan belonged to it would be more personal and in a way they were do a better job. Also, when managers of stores put their personal information on a sign and ask to be contacted if they have a bad experience at their store. That is another way to make how you move people personal. The final thing is to make it purposeful. The example given in the book was getting the staff at a hospital to wash their hands more. By simply putting a sign that said “Hand Hygiene Prevents Patients from Catching Diseases”, the number of people washing their hands and the amount of times increased by 10%. The purpose was to keep the patients safe but just the staff. I really enjoyed this book and I feel that I have learned a lot about how to move others in my life.
The Video Lounge
This video is just a little clip with people who read the book and Daniel Pink himself talking about the book. Some people completely believe what Daniel Pink said. Others didn’t completely buy in to the fact that we are all in non-traditional sales. This video basically gives a very quick summary of the main ideas of the book. If you didn’t read the book before this video, it may persuade you to read the book.
Personal Insights
With business conditions today, what the author wrote is true – because:
Non-sales selling happens every day. If you are trying to get someone to think a way you do, or trying to pitch an idea you are using non-sales selling. You way you pitch an idea to upper management is still the same and if you don’t connect with them and don’t communicate well they will not like what you have to say. People now have a shorter attention span so you need to get the point as quickly as possible.
If I were the author of the book, I would have done these three things differently:
1. I wasn’t too fond of the last 2 chapters. They started to bore me and didn’t get much out of them. I was hoping for more ways to implement what I learned in chapters 4-6.
2. I think he used a little too much detail in some chapters that didn’t need it. There just seemed to be added “fluff” that wasn’t necessary in the overall idea of the book.
3. He used a lot of old studying in the book as support. He should have tried to use data that was a little more current of some of the topics.
Reading this book made me think differently about the topic in these ways:
1. I never would have thought to ask myself if I ready to do something instead of just saying that I can do it. By asking myself that question, it makes me have to give feedback. That way I can evaluate if I really am ready and if not how to get there.
2. Daniel Pink describes ways people sell items, he calls them frames. One frame is called the experience frame. People tend to enjoy experience purchases more and longer than material purchases. It is true now that I think about it. I may love my new sports car when I first get it. But after a while it is just a car I drive. However, that trip I took to the Grand Canyon and the sites I saw, will last a lifetime.
3. I understand the concept don’t be afraid to fail. Every salesman fails a lot. They get back out there the next day and keep going. Not everyone is going to like you, or what you have to say, or sell. However some people will so you have stay positive, and turn every negative into something good.
I’ll apply what I’ve learned in this book in my career by:
1. The first thing I will apply in my career is the idea being positive. I may not get the job that I wanted but that might be a good thing. The location may have been bad for me. Maybe the people that work there and my personalities would go well together. Something better will come along.
2. Next, the way that I interact with people at work will change. I need to remember that not everyone sees things the way they I see them. I need to be mindful and make sure that I can see their point of view just as much as I see my own. Otherwise it may be hard to work with them.
3. If I become a manager one day I will know different ways to market a product to sell to my customers. Using the “frames” from chapter 6 I feel I will know of a way to sell a product more effectively. I can also use those same techniques to move upper management at work invest in a new system or product.
Here is a sampling of what others have said about the book and its author:
“What others (scholarly and magazine reviews – along with on-line reviews – not simply reviews off the back of the book) have said about the book and its author?” [Insert: Write a synthesis and summary of these often varying perspectives - this is to be followed by a bibliography of physical and web sources consulted - in the next section. This section should be at least one to two full paragraphs - and perhaps more! The more extensive the research you do to find and compare reviews, the better your score will be in this area.]
Ben East at the guardian.com says “Daniel Pink’s ideas on selling, the internet and human nature are well presented but obvious”. He doesn’t believe that people will learn anything “groundbreakingly” new after reading this book. I agree that some of the ideas were obvious but sometimes people still don’t make the obvious choice. However some of Pink’s idea I believe to not be obvious at all. For example, with his “less pitch”, I didn’t think offering a free inexpensive item with their product would deter people from buying your product. Based on a study they would take the more expensive when given the choice. The editorial review from publishers weekly at barnesandnoble.com says “Pink has a new message and it is one people may not want to hear “We’re all in sales now.”" He also argues how people may be tempted to turn away from the book, but Pink gives examples of companies that now no longer exist because they didn’t stay current. This is a wakeup call for the reader. I agree completely and I believe this book can really help potentially struggling companies to find a way to survive. Phil Simon at goodreads.com states, “Pink’s research and writing style make this an incredibly informative, dare I say groundbreaking, text. I’m not big on sales books, but this one is just remarkable. Get it. Read it. And read it again.” This is exactly the opposite of what Ben East stated above. Ben didn’t believe it was groundbreaking information but Paul Simon does believe it is ground breaking. I am more on Phil’s side; I learned things from this book that I just didn’t realize before. Finally, Mister McIntosh of mistermcintoshsays.org states “As usual, Pink’s easy going and self-deprecating style is a pleasure to read.” I agree Pink doesn’t try to force feed you the information. He simply lays it out there and you learn from it. He gives enough examples and new ideas to keep you interested and not feel like you are being lectured to.
Bibliography
Pink, D. H. (2013).To sell is human : the surprising truth about moving others New York, Riverhead Books.
McIntosh, M.. (2013, Jul. 21 ). In Book Review: To Sell is Human by Daniel Pink. Retrieved Oct. 26, 2013, from http://mistermcintoshsays.org/2013/07/21/book-review-to-sell-is-human-by-daniel-pink/
East, B.. (2013, Mar. 9 ). In To Sell is Human By Daniel H Pink – Review. Retrieved Nov. 1, 2013, from http://www.theguardian.com/books/2013/mar/10/sell-human-daniel-pink-review
Publishers Weekly,. (2013, Feb. 4 ). Retrieved Nov. 1, 2013, from http://www.barnesandnoble.com/w/to-sell-is-human-daniel-h-pink/1111307434?ean=9781594487156
Simon, P.. (2013, Mar. 1 ). Retrieved Nov. 2, 2013, from http://www.goodreads.com/book/show/13593553-to-sell-is-human
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Contact Information
To contact the author of this article, “The Business Edge: A Summary and Review of “To Sell is Human by Daniel Pink,” please email thomas.fleig@selu.edu.
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About the Publisher
David C. Wyld (dwyld@selu.edu) is the Laborde Professor of Management at Southeastern Louisiana University in Hammond, Louisiana. He is a management consultant, researcher/writer, and executive educator. He also serves as the Director of the Reverse Auction Research Center (http://reverseauctionresearch.org), a hub of research and news in the expanding world of competitive bidding. His website, My Management News, can be viewed at http://mymanagementnews.com/. He is also the author of the book, College Success 101. Learn more about the book at collegesuccess101book.com.
