Never Eat Alone

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  第78页

  彭萦 (Anything but ordinary)

  Chapter 7 Do Your Homework Whom you meet, how you meet them, and what they think of you afterward should not be left to chance. As Winston Churchill would tell us, preparation is- if not the key to genius- then at least the key to sounding like a genius. Before I meet with any new people I've been thinking of introducing myself to, I research who they are and what their business is. I find o... (更多)

  Chapter 7 Do Your Homework

  Whom you meet, how you meet them, and what they think of you afterward should not be left to chance. As Winston Churchill would tell us, preparation is- if not the key to genius- then at least the key to sounding like a genius.

  Before I meet with any new people I've been thinking of introducing myself to, I research who they are and what their business is. I find out what's important to them: their hobbies, challenges, goals - inside their business and out. Before the meeting, i generally prepare, or have my assistant prepare, A ONE-PAGE SYNOPSIS ON THE PERSON I'M ABOUT TO MEET. The only criterion for what should be included is that I want to know WHAT THE PERSON IS LIKE AS A HUMAN BEING, WHAT HE OR SHE FEELS STRONGLY ABOUT, AND WHAT HIS OR HER PROUDEST ACHIEVEMENTS ARE(Well, maybe his or her MBTI type too:D)

  Sure, you should also be UP-TO-DATE ON WHAT'S HAPPENING WITHIN THE COMPANY OF A PERSON you want to establish a relationship with. Did the person have a good or bad quarter? Do they have a new product? Trust me, ALL PEOPLE NATURALLY CARE, GENERALLY ABOVE AND BEYOND ANYTHING ELSE, ABOUT WHAT IT IS THEY DO. If you are informed enough to step comfortably into their world and talk knowledgeably, their appreciation will be tangible. As William James wrote: The deepest principle in human nature is the craving to be appreciated.

  These days, doing such research is easy. Here are a few places to start:

  THE INTERNET. Be sure to check out the company's website. Use search engines, like Google, to check the person's affiliations. GOING TO A MEETING WITHOUT GOOGLING SOMEONE IS UNACCEPTABLE.

  The public library, where you'll find books, magazines, trage journals, etc.

  Literature from the company's public relations department. CALL AND EXPLAIN THAT YOU HAVE A SCHEDULED MEETING AND WOULD LIKE SOME BACKGROUND INFORMATION.

  Annual reports. They'll give you a good idea of where a company is headed and what challenges and opportunities lie ahead.

  SETTING TO KNOW SOMEONE INEVITABLY MEANS UNDERSTANDING WHAT THEIR PROBLEMS AND NEEDS ARE. At work, it may be their product line. But as you talk with the person, you'll also find out that perhaps their kids are hoping to land an internship, that they themselves have health issues, or they just want to cut strokes off their golf game. (yes, yes, yes) The point is, you hav to reach beyond the abstrat and get to someone as an individual(yes). Find a way to become part of those things that are of most interest to them, and you will have found a way to become part of their life. (HELL YES)

  Page 92

  John was happy to make the connection. He knew the perfect guy, the new head of Media & Internet Strategies at Sony, Serge Del Grosso. I asked John to send a brief introductory email ahead of my call and CC me in the process. Tacitly, as a result, both John and I were now waiting for a meeting with Serge.

  As with so many business dealings, that alone didn't do the deed. Serge was busy, and I heard nothing back from him or his administrative assistant after several emails. This isn't unusual. Frequently, people won't get back to you. You have to put your ego aside and persist in calling and writing. And when you finally connect, don't sabotage your efforts by expressing how annoyed you are that they didn't get back to you as quickly as you would have liked. Nor should you apologize for your persistence. Just dive in as if you caught him on the first call. Make it comfortable for everyone.

  Setting up such meeting takes time. Sometimes you have to be aggressive. After a few weeks of no reply, I called Sony information and eventually got Serge's direct line. When I call someone directly whom I haven't spoken with before, I try to call at an unusual time. Someone who is busy is more likely to pick up their own phone at 8:00 A.M. or 6:30 P.M. Plus, they're probably less stressed out since they're not facing typical nine-to-five pressures.

  I called in the early morning, but got Serge's voice mail. So I left a message: "I just want to reiterate my excitement regarding our meeting. I've never heard John talk so flatteringly of a business associate. I understand how busy you must be. I haven't heard from your administrative assistant, but I'm sure I will. See you soon." At no point do you want your interactions to become strained. Creating and maintaining a sense of optimism and gentle pressure around the appointment is all part of the dance.

  When I still didn't hear from his office, I called Serge's direct line after hours, around 6 P.M. This time, Serge picked up the phone himself and I gave him the pitch.

  "Hi, Serge. It's Keith Ferrazzi. John's talked highly of you for some time, and I've finally got a nice excuse to give you a call. I'm calling for my friend Jeff Arnold, the founder of WebMD, who has a new, very powerful way to distribute digital content. With some of the new products you'll be launching this quarter, it could make for the perfect partnership. I'll be in New York next week. Let's get together. Or, if getting together this trip isn't convenient, I'll make room in my schedule for whenever it's more convenient for you."

  In fifteen seconds, I used my four rules for what I call warm calling: 1) Convey credibility by mentioning a familiar person or institution—in this case, John, Jeff, and WebMD. 2) State your value proposition: Jeff's new product would help Serge sell his new products. 3) Impart urgency and convenience by being prepared to do whatever it takes whenever it takes to meet the other person on his or her own terms. 4) Be prepared to offer a compromise that secures a definite follow-up at a minimum.

  The result? I was in Serge's office the next week. And, while his budgets didn't allow a short-term application, he totally under- stood the power of the medium for his audience. Don't be sur- prised if sometime soon your movie-theater beverage has a cool

  Warming the Cold Call

  83

  little DVD on the lid brimming over with some of Sony's newest technology.

  Here are some of the rules I follow fleshed out in more detail:

  1. Draft off a reference.

  You can see the total lack of credibility one has when making a cold call. Credibility is the first thing you want to establish in any interaction, and ultimately, no one will buy from you unless you establish trust. Having a mutual friend or even acquaintance will immediately make you stand out from the other anonymous indi- viduals vying for a piece of someone's time.

  2. State your value.

  Remember, it's all about them. What can you do for them?

  I can cut through the clutter of other cold calls by personaliz- ing my call with specific information that shows I'm interested enough in their success to have done some homework.

  3 Talk a little, say a lot. Make it quick, convenient, and definitive.

  You want to impart both a sense of urgency and a sense of conve- nience. Instead of closing with "We should get together some time soon," I like to finalize with something like "I'm going to be in town next week. How about lunch on Tuesday? I know this is going to be important for both of us, so I'll make time no matter what."

  4 Offer a compromise.

  In any informal negotiation, you go big at the outset, leaving room for compromise and the ability to ratchet down for an easier close. I closed my pitch to Serge by suggesting that even if he didn't want to hear anything about digital content, I'd love to get together with him just to meet, given our mutual friend's admiration and respect.

  Robert B. Cialdini's book The Psychology of Persuasion shows how compromise is a powerful force in human relations. An example used to illustrate this idea concerns Boy Scouts, who are often turned down initially when trying to sell raffle tickets. It has been statistically shown, however, that when the Scout then offers candy bars instead, a less costly item, customers will buy the candy even if they don't really want it. In giving in to the concession, people feel as if they're holding up their social obligation to oth- ers. So remember, try for a lot—it will help you settle for what it is you really need. (收起)

  2011-11-30 02:41:19   4回应

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  becoming the member of the club

  sophie

  we have to stop pretending we r individuals that can go it alone. poverty, wasnt only a lack of financial resources. it was isolation from the kind of ppl that could help u make more of urself (更多)

  we have to stop pretending we r individuals that can go it alone.

  poverty, wasnt only a lack of financial resources. it was isolation from the kind of ppl that could help u make more of urself

  (收起)

  2012-01-05 12:01:40   回应

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• 

  第212页

  小晨 (此间有真意 欲辩已忘言)

  Create a story about your company and the ideas it embodies that readers will care about. That's your content. Then share it. Have you ever picked up the phone and actually talked to a reporter about why you think what you do is so special? You cannot outsource this to PR; journalists deal with thousands of PR people a day. Who's going to be more passionate and more informed than you? You're the e... (更多)

  Create a story about your company and the ideas it embodies that readers will care about. That's your content. Then share it. Have you ever picked up the phone and actually talked to a reporter about why you think what you do is so special? You cannot outsource this to PR; journalists deal with thousands of PR people a day. Who's going to be more passionate and more informed than you? You're the expert on what you do.

  等哪天我要inhouse了，可以用这个作为自己转做inhouse的理由。其实道理再简单明白不过了，PR agency自己怕是也明白的很。 (收起)

  2011-12-12 18:36:38   回应

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  第7页

  airylea

  One immutable fact: Business is a human enterprise, driven and determined by people. (更多)

  One immutable fact: Business is a human enterprise, driven and determined by people.

  (收起)

  2011-05-05 12:24:45   回应

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  第15页

  小晨 (此间有真意 欲辩已忘言)

  You've got to be more than willing to accept generosity. Often, you've got to go out and ask for it. ... ... Until you become as willing to ask for help as you are to give it, however, you are only working half the equation. (更多)

  You've got to be more than willing to accept generosity. Often, you've got to go out and ask for it.

  ... ...

  Until you become as willing to ask for help as you are to give it, however, you are only working half the equation. (收起)

  2011-10-04 12:14:18   回应

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  第67页

  小晨 (此间有真意 欲辩已忘言)

  Trust me, all people naturally care, generally above and beyond anything else, about what it is they do. If you are informed enough to step comfortably into their world and talk knowledgeably, their appreciation will be tangible. As William James wrote: "The deepest principle in human nature is the craving to be appreciated." "The deepest principle in human nature is the craving ... (更多)

  Trust me, all people naturally care, generally above and beyond anything else, about what it is they do. If you are informed enough to step comfortably into their world and talk knowledgeably, their appreciation will be tangible. As William James wrote: "The deepest principle in human nature is the craving to be appreciated."

  "The deepest principle in human nature is the craving to be appreciated." (收起)

  2011-10-05 12:07:51   回应

  收藏

  推荐

• 

  becoming the member of the club

  sophie

  we have to stop pretending we r individuals that can go it alone. poverty, wasnt only a lack of financial resources. it was isolation from the kind of ppl that could help u make more of urself (更多)

  we have to stop pretending we r individuals that can go it alone.

  poverty, wasnt only a lack of financial resources. it was isolation from the kind of ppl that could help u make more of urself

  (收起)

  2012-01-05 12:01:40   回应

  收藏

  推荐
• 

  第212页

  小晨 (此间有真意 欲辩已忘言)

  Create a story about your company and the ideas it embodies that readers will care about. That's your content. Then share it. Have you ever picked up the phone and actually talked to a reporter about why you think what you do is so special? You cannot outsource this to PR; journalists deal with thousands of PR people a day. Who's going to be more passionate and more informed than you? You're the e... (更多)

  Create a story about your company and the ideas it embodies that readers will care about. That's your content. Then share it. Have you ever picked up the phone and actually talked to a reporter about why you think what you do is so special? You cannot outsource this to PR; journalists deal with thousands of PR people a day. Who's going to be more passionate and more informed than you? You're the expert on what you do.

  等哪天我要inhouse了，可以用这个作为自己转做inhouse的理由。其实道理再简单明白不过了，PR agency自己怕是也明白的很。 (收起)

  2011-12-12 18:36:38   回应

  收藏

  推荐
• 

  第78页

  彭萦 (Anything but ordinary)

  Chapter 7 Do Your Homework Whom you meet, how you meet them, and what they think of you afterward should not be left to chance. As Winston Churchill would tell us, preparation is- if not the key to genius- then at least the key to sounding like a genius. Before I meet with any new people I've been thinking of introducing myself to, I research who they are and what their business is. I find o... (更多)

  Chapter 7 Do Your Homework

  Whom you meet, how you meet them, and what they think of you afterward should not be left to chance. As Winston Churchill would tell us, preparation is- if not the key to genius- then at least the key to sounding like a genius.

  Before I meet with any new people I've been thinking of introducing myself to, I research who they are and what their business is. I find out what's important to them: their hobbies, challenges, goals - inside their business and out. Before the meeting, i generally prepare, or have my assistant prepare, A ONE-PAGE SYNOPSIS ON THE PERSON I'M ABOUT TO MEET. The only criterion for what should be included is that I want to know WHAT THE PERSON IS LIKE AS A HUMAN BEING, WHAT HE OR SHE FEELS STRONGLY ABOUT, AND WHAT HIS OR HER PROUDEST ACHIEVEMENTS ARE(Well, maybe his or her MBTI type too:D)

  Sure, you should also be UP-TO-DATE ON WHAT'S HAPPENING WITHIN THE COMPANY OF A PERSON you want to establish a relationship with. Did the person have a good or bad quarter? Do they have a new product? Trust me, ALL PEOPLE NATURALLY CARE, GENERALLY ABOVE AND BEYOND ANYTHING ELSE, ABOUT WHAT IT IS THEY DO. If you are informed enough to step comfortably into their world and talk knowledgeably, their appreciation will be tangible. As William James wrote: The deepest principle in human nature is the craving to be appreciated.

  These days, doing such research is easy. Here are a few places to start:

  THE INTERNET. Be sure to check out the company's website. Use search engines, like Google, to check the person's affiliations. GOING TO A MEETING WITHOUT GOOGLING SOMEONE IS UNACCEPTABLE.

  The public library, where you'll find books, magazines, trage journals, etc.

  Literature from the company's public relations department. CALL AND EXPLAIN THAT YOU HAVE A SCHEDULED MEETING AND WOULD LIKE SOME BACKGROUND INFORMATION.

  Annual reports. They'll give you a good idea of where a company is headed and what challenges and opportunities lie ahead.

  SETTING TO KNOW SOMEONE INEVITABLY MEANS UNDERSTANDING WHAT THEIR PROBLEMS AND NEEDS ARE. At work, it may be their product line. But as you talk with the person, you'll also find out that perhaps their kids are hoping to land an internship, that they themselves have health issues, or they just want to cut strokes off their golf game. (yes, yes, yes) The point is, you hav to reach beyond the abstrat and get to someone as an individual(yes). Find a way to become part of those things that are of most interest to them, and you will have found a way to become part of their life. (HELL YES)

  Page 92

  John was happy to make the connection. He knew the perfect guy, the new head of Media & Internet Strategies at Sony, Serge Del Grosso. I asked John to send a brief introductory email ahead of my call and CC me in the process. Tacitly, as a result, both John and I were now waiting for a meeting with Serge.

  As with so many business dealings, that alone didn't do the deed. Serge was busy, and I heard nothing back from him or his administrative assistant after several emails. This isn't unusual. Frequently, people won't get back to you. You have to put your ego aside and persist in calling and writing. And when you finally connect, don't sabotage your efforts by expressing how annoyed you are that they didn't get back to you as quickly as you would have liked. Nor should you apologize for your persistence. Just dive in as if you caught him on the first call. Make it comfortable for everyone.

  Setting up such meeting takes time. Sometimes you have to be aggressive. After a few weeks of no reply, I called Sony information and eventually got Serge's direct line. When I call someone directly whom I haven't spoken with before, I try to call at an unusual time. Someone who is busy is more likely to pick up their own phone at 8:00 A.M. or 6:30 P.M. Plus, they're probably less stressed out since they're not facing typical nine-to-five pressures.

  I called in the early morning, but got Serge's voice mail. So I left a message: "I just want to reiterate my excitement regarding our meeting. I've never heard John talk so flatteringly of a business associate. I understand how busy you must be. I haven't heard from your administrative assistant, but I'm sure I will. See you soon." At no point do you want your interactions to become strained. Creating and maintaining a sense of optimism and gentle pressure around the appointment is all part of the dance.

  When I still didn't hear from his office, I called Serge's direct line after hours, around 6 P.M. This time, Serge picked up the phone himself and I gave him the pitch.

  "Hi, Serge. It's Keith Ferrazzi. John's talked highly of you for some time, and I've finally got a nice excuse to give you a call. I'm calling for my friend Jeff Arnold, the founder of WebMD, who has a new, very powerful way to distribute digital content. With some of the new products you'll be launching this quarter, it could make for the perfect partnership. I'll be in New York next week. Let's get together. Or, if getting together this trip isn't convenient, I'll make room in my schedule for whenever it's more convenient for you."

  In fifteen seconds, I used my four rules for what I call warm calling: 1) Convey credibility by mentioning a familiar person or institution—in this case, John, Jeff, and WebMD. 2) State your value proposition: Jeff's new product would help Serge sell his new products. 3) Impart urgency and convenience by being prepared to do whatever it takes whenever it takes to meet the other person on his or her own terms. 4) Be prepared to offer a compromise that secures a definite follow-up at a minimum.

  The result? I was in Serge's office the next week. And, while his budgets didn't allow a short-term application, he totally under- stood the power of the medium for his audience. Don't be sur- prised if sometime soon your movie-theater beverage has a cool

  Warming the Cold Call

  83

  little DVD on the lid brimming over with some of Sony's newest technology.

  Here are some of the rules I follow fleshed out in more detail:

  1. Draft off a reference.

  You can see the total lack of credibility one has when making a cold call. Credibility is the first thing you want to establish in any interaction, and ultimately, no one will buy from you unless you establish trust. Having a mutual friend or even acquaintance will immediately make you stand out from the other anonymous indi- viduals vying for a piece of someone's time.

  2. State your value.

  Remember, it's all about them. What can you do for them?

  I can cut through the clutter of other cold calls by personaliz- ing my call with specific information that shows I'm interested enough in their success to have done some homework.

  3 Talk a little, say a lot. Make it quick, convenient, and definitive.

  You want to impart both a sense of urgency and a sense of conve- nience. Instead of closing with "We should get together some time soon," I like to finalize with something like "I'm going to be in town next week. How about lunch on Tuesday? I know this is going to be important for both of us, so I'll make time no matter what."

  4 Offer a compromise.

  In any informal negotiation, you go big at the outset, leaving room for compromise and the ability to ratchet down for an easier close. I closed my pitch to Serge by suggesting that even if he didn't want to hear anything about digital content, I'd love to get together with him just to meet, given our mutual friend's admiration and respect.

  Robert B. Cialdini's book The Psychology of Persuasion shows how compromise is a powerful force in human relations. An example used to illustrate this idea concerns Boy Scouts, who are often turned down initially when trying to sell raffle tickets. It has been statistically shown, however, that when the Scout then offers candy bars instead, a less costly item, customers will buy the candy even if they don't really want it. In giving in to the concession, people feel as if they're holding up their social obligation to oth- ers. So remember, try for a lot—it will help you settle for what it is you really need. (收起)

  2011-11-30 02:41:19   4回应

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