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The Power of Why: Breaking Out in a Competitive Marketplace, by C. Richard Weylman
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Does your competitor always get the sale, even though your products and service are just as good, if not better? Why are some companies’ once-trusted brands now deemed worthless? Do you have to continually sell to your existing customers as though they are brand new ones?
After many years of diligent research and work with a wide range of clients, consultant and speaker C. Richard Weylman has the answer to these questions.
Customers don’t care if a business is different or that its products are unusual. Trumpeting achievements such as “We were voted #1 again,” “Rated best service three years running,” or “We’re experienced” doesn’t engage buyers emotionally. It is seller-centric thinking in a buyer-centric world.
When customers decide where to buy, they have one thing in mind: Why should I do business with this company? Will it solve my problem, today? Buyers want to do business with companies willing to make a customer-centric promise of expected outcome: up-front and unconditional. This isn’t just a slogan; it has to be in the company’s DNA, consistently delivered through all parts of the organization.
The Power of Why shows readers how to elevate their business performance regardless of their situation or position. Offering the same actionable, hands-on strategies Weylman has used to help companies of all sizes grow in the toughest conditions, The Power of Why is the new manual for business survival and growth.
- Sales Rank: #376892 in Books
- Published on: 2013-04-23
- Released on: 2013-04-23
- Original language: English
- Number of items: 1
- Dimensions: 8.25" h x .75" w x 5.50" l, .61 pounds
- Binding: Hardcover
- 176 pages
Review
“The Power of Why is great reading and can be of use to all of those looking to come out on top.” — Donald J. Trump, Chairman and President of The Trump Organization
"Richard Weylman is still knocking doors down with brilliant distilled wisdom. To those who discover The Power of Why, I can only say 'Read and Reap.'"—Christopher Forbes, vice chairman, Forbes Media
“This book is a game changer! Richard has cracked the code for business growth.” —Jeffrey J. Fox, Bestselling author of How To Become A Rainmaker, How to Be A Fierce Competitor, and The Transformative CEO
“Richard’s book should be on every business owner’s desk. It is a must read for anyone engaged in sales and especially for those who hold customer service paramount.” — Richard S. Bernstein, CEO of Richard S. Bernstein & Associates, Inc.
"The Power of Why takes you on a wonderful journey of discovery that will elevate your customers' experiences while elevating your own business performance.” - Milton Pedraza, CEO of Luxury Institute, LLC
"Your customer holds the power for your professional success. The Power of Why will show you how to meet their needs with value to boost your business to amazing heights."—Dr. Nido Qubein, president, High Point University, and chairman, Great Harvest Bread Co.
About the Author
C. Richard Weylman , Chairman of Weylman Consulting Group and CEO of The Weylman Center for Excellence in Practice Management, is a highly sought-after sales and marketing consultant, speaker, and media expert. His writings have been featured in Investment Advisor, Fundfire, NALU, GAMA News Journal, and on WSJ.com and Forbes.com.
Most helpful customer reviews
53 of 56 people found the following review helpful.
Narrowly focused on sales, little about true competition
By Dave Greenbaum
The book claims to be about dealing with competition but in fact is focused on one concept: the Unique Value Promise (UVP) which is "the power of why" plain and simple. The book delivered none of these for me.
It was not unique and rehashed the basics most kids selling magazines door to door. Differentiate to stand out. Does anyone need to be told that? That's really the entire focus of the book.
The book provided little value. By the time I reached the end of the book I was still waiting for practical advice instead of self-aggrandizing by the author and constant references to proprietary and undisclosed tools such as surveys and interviews. The book set the stage to go to the author's website to buy additional products or services. Paying for a book that only gives you the tip of the iceberg is of no value to me.
Most important is that the book doesn't deliver on it's promise. This doesn't cover dealing with your competition, but rather deals with finding out why your customers buy your product suggesting taking at least 100 clients out to dinner or coffee for extensive interviews. If you have a large work force and have clients and staff that have time for it, great. The concept is unrealistic for small business owners. No research the competition, no learning how to zig when they zag and fails to recognize the fact that if your competition can commoditize your UVP rendering it moot.
Instead of a progressive forward thinking strategy of the marketplace, this felt more like a time-share seminar from the 1950s and I didn't get a free TV after putting up with it for several hours.
10 of 11 people found the following review helpful.
Why you must keep asking "Why?" until you understand why
By Robert Morris
In his book Begin with Why, Simon Sinek asserts -- and I agree -- that individuals as well as organizations must have a crystal clear sense of purpose or it will be very difficult (if not impossible) for them to decide what to do and how to do it. If they have the right purpose, it will guide and inform their decisions and, meanwhile, inspire and then sustain their efforts. Sinek suggests that the Golden Circle [i.e. beginning with WHY at the center, then proceeding to determine HOW to produce WHAT] "helps us to understand why we do what we do. [It] provides compelling evidence of how much more we can achieve if we remind ourselves to start everything we do by asking why."
Richard Weylman fully agrees. In fact, he wrote this book to help business leaders to answer the most important "why" questions and solve the most serious problems so that they and their companies can break out in a competitive marketplace. "That's our goal here: to elevate your business performance and presence so that you are the best and only choice for your product and services -- regardless of your geographic footprint or your vertical or target markets."
Early on, Weylman poses three important questions for his reader to consider:
1. "Why are your customers buying from you right now?"
2. "Are your customers staying with you or shopping around, and if the latter, why?"
3. "What is it about your competition's relationship to their customers that you haven't figured out yet? Why are they so successful?"
Having obtained preliminary answers, the reader can then take full advantage of the wealth of information, insights, and counsel that Weylman provides to help her or his organization become much more customer-centric. Only then, with a much better understanding of customer perceptions and expectations, can the organization complete the difficult process of breaking out in its marketplace, differentiating itself with a competitive advantage whose nature and extent will be determined by the nature and extent of its customer centricity.
Breakthrough initiatives require results-driven leadership. "Now let's plunge into nitty-gritty, the best practices I've developed from years of consultation and experience in the field, what I call the rules of engagement for having your customers define your Unique Value Promise. There are eight "rules" and Weylman discusses each in an extended passage, Pages 42-53. They are best revealed within the narrative, in context. I also presume to suggest that you consider what Fred Reichheld characterizes as "the ultimate question," one that can be asked of all customers to determine your organization's Net Promoter Score (NPS). Customers who give the highest ratings would be those you ask to evaluate your organization `s Unique Value Promise. Of equal importance, their responses will suggest which modifications of it (if any) need to be made.
These are among the dozens of other passages that caught my eye, also listed to suggest the range of Weylman's coverage:
o The Value of Our Preliminary Answers (Pages 5-8)
o The Obvious Answer Is Not the Answer (15-17)
o How Customers React to a Unique Value Promise (30-32)
o Forward Thinking Firms That Use Unique Value Promises (33-38)
o Developing a Promise-Driven Team (63-65)
o The Importance of Well-Planned Promotion Is Obvious (77-79)
o Personalizing Your Unique Value Promise (80-82)
o Little Things That Make a Big Difference (84-92)
o Finding Out What People Really Want (105-106)
o Moving from Discovery to Disclosure (110-114)
o The Keys to Brilliant Advantage-Based Selling (116-117)
o Revisiting Fundamentals (124-132)
Also noteworthy are the four mini-case studies that Weylman includes: "The Upscale Financial Firm" that requested to remain anonymous, Kelron Logistics, The Mount Paran Church, and The Conklin Company (Pages 136-150). The "do's and don'ts" lessons to be learned from these real-world situations -- as well as those described in Chapter 3 (Pages 33-38) -- are relevant to almost all other organizations, whatever their size and nature may be. Readers will also appreciate Weylman's skillful use of various "Action Points" in Chapters 2-9 that serve as a self-diagnostic while suggesting how to apply whichever insights and recommendations are most relevant to the reader's own needs, interests, concerns, resources, and strategic goals.
Before concluding his book, Richard Weylan reiterates that the #1 objective is "never again blend in. To sustain your breaking away from the pack in a competitive marketplace, it's essential that you elevate your service and customer interactions so that you no longer just have satisfied clients. but delighted advocates instead," what Ben McConnell and Jackie Huba characterize as "customer evangelists." I'll take them one step further and suggest that most of the companies annually ranked among the most highly regarded and best to work for are also among those annually ranked the most profitable with the greatest cap value in their respective industries. Why? Because they hire, develop, and retain "employee evangelists" who are purpose-driven.
10 of 11 people found the following review helpful.
Must read for business owners
By Jim Tenuto
I was prepared to hate this book. Reading the Foreword I made a judgment...here was another thinly disguised extended sales pitch written by a consultant. Shameless self-promotion.
Instead, C. Richard Weylman has delivered a must have how-to to transform your business. Written by a practitioner who more than rolls up his sleeves and gets his hands dirty, THE POWER OF WHY is the type of playbook that offers a profound distinction in how to change your company and reinforce a culture of promise. And Weylman won't waste your time; this is a 150-page book that delivers the equivalent of volumes of sound and practical business advice.
Most business people are familiar with the Unique Selling Proposition, USP. Some of us have spent hours, days, maybe weeks around the conference table creating and refining our USP and then crafting the delivery of that message to clients who may, at the end, respond with a yawn. Weylman offers a customer-centric viewpoint, the UVP, or Unique Value Promise. "It's the customer perspective that matters."
And then Weylman hands you the complete playbook on not only how to build your UVP, but also then how to integrate it into the culture of promise and finally, how to blend it all into your sales and marketing. He brooks no deviation from the plan. He suggests that client-facing members of the business meet with the best clients and go through an eighteen-question interview. No technology, just a good old-fashioned discussion. No emails, no voice recorders, no paper interviews. Face-to-face. It is only through this type of interaction that a business can discover functional advantages and emotional results.
Once the interviews are complete, Weylman suggests that the company assemble a team of creative, independent thinkers who go off and begin to write two to three versions of the UVP. This team comes together to hammer out the final three, which are then delivered back to the self-same clients who made the original suggestions for a final vote.
And that's the easy part. Be prepared for additional no-nonsense tough love as Weylman continues preaching from his particularly effective bully pulpit. Transforming your company into that culture of promise is no easy chore. And for those who don't change their ways, he tears a page from Zappo's CEO Tony Hsieh's book: Are you willing to hire and fire based on your culture? The answer should be a resounding and definitive yes.
THE POWER OF WHY puts me in mind of another must-read and should-own business book, Verne Harnish's MASTERING THE ROCKEFELLER HABITS. I have purchased more than 50 copies of Harnish's book for clients and friends since I first read it. I already have an order in for a dozen of Weylman's book.
For additional tools related to THE POWER OF WHY, Weylman directs you a dedicated website, [...] that offers tools and additional, supporting information.
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