Secrets of Power Persuasion for Salespeople

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Secrets of Power Persuasion for Salespeople, now available in paperback as well as hardcover, is a powerful, easy-to-read book that delivers scores of proven, effective methods and techniques you can use immediately to achieve the power and influence you desire over buyers. This essential resource shares with you every secret, trick, or strategy you will need to make buyers believe in you and do exactly what you want them to do -- buy what you are selling!
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Secrets of Power Persuasion for Salespeople, now available in paperback as well as hardcover, is a powerful, easy-to-read book that delivers scores of proven, effective methods and techniques you can use immediately to achieve the power and influence you desire over buyers. This essential resource shares with you every secret, trick, or strategy you will need to make buyers believe in you and do exactly what you want them to do -- buy what you are selling!
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Editorial Reviews

Soundview Executive Book Summaries
Roger Dawson, an expert at the art of negotiating and persuading, has much to offer about the ability to persuade and sell. Throughout Secrets of Power Persuasion for Salespeople, he offers a plethora of methods and techniques that can help salespeople boost their sales and achieve power and influence over sales contacts. Dawson delivers 15 ways to make buyers believe you, 12 ways to project charisma, eight ways to persuade an angry buyer, and many more ways to motivate buyers and sell more than ever before. Copyright (c) 2003 Soundview Executive Book Summaries
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Product Details

  • ISBN-13: 9781564147424
  • Publisher: Career Press, Incorporated
  • Publication date: 8/28/2004
  • Pages: 288
  • Product dimensions: 6.00 (w) x 9.00 (h) x 0.60 (d)

Read an Excerpt

Secrets of Power Persuasion for Salespeople

By Roger Dawson, John J. O'Sullivan

Career Press

Copyright © 2004 Roger Dawson
All rights reserved.
ISBN: 978-1-4532-5415-8


6 Magic Keys That Control Buyers

Selling is really a persuasion contest, isn't it? You're trying to persuade the buyer to buy. The buyer is trying to persuade you to buy his or her point of view that he or she:

1. Can't afford it.

2. Does not need it.

3. Can get it for less somewhere else.

One of you will succeed in your persuasion attempt. Will you end up as the persuader or the persuadee? What are the magic keys to persuading the buyer?

Do you know someone who has an incredible ability to influence people? Perhaps you're a salesperson in a competitive, price-conscious industry. You sweat buckets getting a new account to open up for you. However, the person who works the territory in the next state over never seems to have that kind of trouble. At every sales meeting, he's up there getting an award for the most new accounts. To rub salt into the wound, you bet that he doesn't work half as hard as you do.

Perhaps you're a salesperson who has become very good at prospecting for business and building rapport with the customer, but closing is your problem. You just can't get the buyer eager to "sign on the dotted line." Your sales manager can do it. Sometimes you've reluctantly called on your sales manager to help you close an account. She spends 20 minutes talking with the buyer. She doesn't appear to be selling hard, and she's certainly not closing hard. And she definitely doesn't tell the buyer anything that you haven't already told him. But the buyer suddenly says, "Okay then, how are we going to put this together? How is this going to work?"

What do these people know that you don't?

Probably, deep down in their subconscious mind, they have absorbed the following six magic control keys that influence buyers. If you asked them how they do it, they probably couldn't tell you. If you showed them this chapter, they would probably say, "Oh yes, I've been doing that for years, but I didn't understand the theory behind it."

So, let's start by examining the six magic keys that enable you to influence buyers.

Magic Control Key 1: Buyers can be sold, if you can reward them.

The first control key is obvious. Buyers can be persuaded to buy if they feel that they or their company will be rewarded. You can get a child to eat lima beans if you promise her ice cream afterward! Your young son strikes a deal with his mother that he'll go to bed if she lets him watch an additional half hour of television. As a salesperson, you probably work extra hard to win that Caribbean cruise.

Your first sales manager probably hammered into you, "Don't just explain the features. Translate those features into benefits for the buyer. Don't tell them that the car has power windows—that's only a feature. They pay money for benefits. With power windows you can cool the car must faster on a hot day. That's the benefit. That's what they'll pay for."

Superstar salespeople never take the approach that customers reward them by giving them an order. Superstars always think "win-win." "If I can give my buyers a win by solving their problem or serving them better, then they will be happy to give me the win of an improved income." Top salespeople in every industry project that they're so good at what they do that the buyer is rewarded by doing business with them.

Top attorneys can position themselves as being so valuable that they can pick and choose their clients. With good publicity, potential clients see them as so good at what they do, that the attorney is rewarding the client by being willing to represent them.

Top surgeons can pick and choose their patients because they have built a reputation for performing a specific operation better than anyone else.

Do you have that kind of reputation in your industry? Do buyers flock to do business with you because you're known as an expert in your field? Confidently projecting that you can reward your buyers is a powerful key to drawing buyers to you.

Neophyte salespeople believe that the buyer is rewarding them by giving them an order. If you think that way, you're probably communicating neediness to your prospects. Superstar salespeople project that the buyer is fortunate to have them there to solve their problems and serve them better. However, be careful how you get this across, because it could quickly turn to arrogance. You must still appreciate the business the buyer gives you.

How do you get away from projecting that the buyer is rewarding you by giving you an order? Here are five ways:

1. Understand that selling is a numbers game. If you're prospecting for new business as hard as you should be, there will always be a high percentage of people who will turn you down. There's no reason to feel rejection personally because they don't all buy.

2. Move away from what your product will do for the customer, and emphasize what you will do for the customer. Joe Girard, listed in the Guinness Book of World Records as the world's top car salesperson, says, "They don't buy Chevrolets. They buy me." The more you can convince customers how hard you're going to work for them, the less they can make the case that they're rewarding you by giving you the order.

3. Convince the buyer that what he is buying is scarce and he is lucky to get it. (There is more about this in Chapter 5: How Scarcity Motivates Buyers.)

4. Convince the buyer that you don't do business with everyone who asks to buy from you. Tell buyers that to become a customer of yours, they must meet your requirements. That may sound like a stretch, but it can be done. Do you think that you could call up Boeing Aircraft and order a jet from them? I doubt it, even if you were paying cash. They would want to know why you want the plane, who's going to fly it, and what it's going to be used for (especially after September 11th).

5. Convince your customers that they have to qualify to reach certain levels with you and your company. Explain that your company has silver, gold, and platinum customers. The higher their level, the more privileges they get from you. Then, they have to work to reach the higher level or convince you to make an exception and treat them as though they were at the higher level.

EXERCISE: In the space provided, write three ways in which your buyers would be rewarded by doing business with you, instead of with your competitor:

1. ______________________________________________

2. ______________________________________________

3. ______________________________________________

I wonder if you included this: "They will be rewarded because they get me!"

That should be the number one reason that buyers want to buy from you. You must be a value-added salesperson! Your buyers need to believe in your ability to reward them so much that they insist on having you sell to them.

Magic Control Key 2: Buyers can be sold if you can exercise punishment power.

Punishment power is very powerful, because it triggers the most primal of instincts: fear. You're persuaded to give that big account the discount they want, because you fear losing the account. That's an obvious emotional reaction. However, what's really going on? Are you really so afraid of losing that account? Not really. What's really going on is that your mind is racing ahead. Your mind races faster than the speed of light, through a sequence of compounding tragedies. "If I lose the account I might get fired. I might not find another job. If I can't find another job, I'll lose my house. I won't have money for food, so I might starve to death." The fear of dying is a primal fear. As human beings, we must survive. It's our most basic urge, we'll do almost anything to survive.

However, you don't have to be threatened with death to be motivated by fear. Many of our fears are far more subtle.

The fear of failure causes a salesperson to give away things that may not be necessary in order to get the sale. All across the country every day, this is costing corporations millions of dollars of bottom-line profits.

Because of the negative aspects, fear is not a very good motivator, but there's no denying what a powerful persuasion force it is.

Salespeople usually get very good at projecting "reward power." They learn how to explain the features and then to project those features as benefits. Salespeople are usually very uncomfortable telling the buyer about the penalties of not buying from them.

In the space that follows, write three ways in which your buyers would be punished by doing business with your competitor, instead of with you:

1. ______________________________________________

2. ______________________________________________

3. ______________________________________________

I wonder if you included this: "They would be punished because they don't get me!"

That should be the number one reason that buyers won't buy from your competitors. Because if they do, they don't get you. You must be a value-added salesperson! Your buyers need to believe in you so much that they are afraid to buy from your competitor because they wouldn't get you.

Magic Control Key 3: Combine reward and punishment.

Let's look at how Power Sales Persuaders make reward and punishment work together as a persuasion force. You should stress benefits to your customers to persuade them to buy and also try gently to imply the dangers of not investing. "Making this investment will do wonders for your bottom line. Do it now before the competition gets the jump on you."

In any persuasion situation, the elements of reward and punishment are always present. Let's say that you sell equipment, and part of the package is an extended service warranty. You project reward power by telling the buyer how the equipment will last longer if that buyer's equipment operators can call you for free service anytime they have a problem. Your service repair people will spot problems and take care of them before problems occur. The other side of this is to tell them the awful things that could happen to them if they don't invest in preventive maintenance. That's not so easy. You just convinced the buyer to invest a million dollars in your equipment because it's the best in the world, and now you're warning him that it may break down?

Power Persuaders know that the subtle application of both punishment and reward power is much more effective. They imply that things will get unpleasant if they don't get what they want. But then, when the other side looks as though they're going to give in, they quickly switch to reward power by showing their gratitude. "That's great, I really appreciate it. You're very nice."

Let's look at how reward and punishment power affect salespeople's attitude. New salespeople suffer because reward and punishment influence them too much. They think that every customer can reward them by giving them an order or punish them by turning them down—or worse yet, ridiculing them for what they've proposed.

Years ago, when I ran a large real-estate company, we had a terrible time getting people to farm. (Farming means to select an area of 500 homes and knock on doors in your farm regularly, until people get to know you as the real-estate expert for the area.) When I looked into the problem, I realized the salespeople weren't farming because they were afraid of people ridiculing them when they knocked on the door. Furthermore, their office managers weren't teaching them how to farm, because they were also afraid. And the regional managers weren't training the office managers to farm, because they were afraid of ridicule. So I went out with every one of our 28 office managers and three regional managers, one at a time, and knocked on doors with them. Once they found out that there was nothing to be afraid of, the whole company started farming, and the number of listings we were taking soared.

Magic Control Key 4: Buyers can be sold, if you bond with them.

Bonding is a term that psychologists use to describe the change that takes place when a mother first touches her newborn baby. A bond develops between the two that never goes away. If you can learn how to bond with your buyers you will be a far more successful salesperson.

You bond with a buyer by moving your relationship from a business relationship to a personal one. Here are some suggestions:

1. Try to move the conversation from business to what's going on in his personal life. Switch the conversation to her hobbies, her vacation, or her family. One of the people who sells speaking engagements for me, tells me, "If I can get meeting planners to talk about their families or their hobbies, I know that I can close the sale." You must be subtle about the way you do this, and you must be skilled at reading the buyer's reaction. If you do it before the buyer is comfortable talking about her personal life the buyer will see you as manipulative or as a time waster. So try it, and back off if you meet resistance. You might say, "Is that a golf trophy over there?" If the buyer says, "Yes, but it was a long time ago" without even turning to look at it, you need to back off. If the buyer passes the trophy over and tell you how he won it, you can continue bonding.

2. It's much easier to sell a friend than it is to sell a stranger, isn't it? One superstar salesperson told me, "I only sell to friends. I never sell to strangers." I asked him if that limits his list of prospects. And he told me, "Not really. If I meet a stranger I make friends with him. Then I sell him." How common sense can you get?

3. Try to move the meeting away from the office. As I taught in my book, Secrets of Power Negotiating for Salespeople, information flows much more freely away from the office. If you can get the buyer to go to lunch or dinner with you or play a round of golf, you will bond easily. Even if you can just get her down to her company coffee shop or across the street to McDonald's, information flows more freely and bonding can take place.

4. Let the buyer know that you "feel his pain." One of the things that made Bill Clinton so appealing when you met him was his ability to make you feel that he cared about you. You can project this by reacting to the buyer's emotions rather than what he is saying (more about this in Chapter 18, rule 11). If the buyer says, "The last time we did that we got sued," for example, you respond to the emotion, not the statement. "That must have made you really angry!" If the buyer says, "Our other supplier let us down," you respond with, "That must really have disappointed you."

5. Let the buyer know that you like her. I have the toughest time with this, perhaps because of my English upbringing. I didn't really learn it until I joined the Hacienda Golf Club, which is right next to my home in La Habra Heights, California. At first, I thought that the members weren't very friendly. Then I realized that I wasn't being friendly to them either. So, I made a point of letting people know that I liked them. I started going up to the members on the putting green or in the pro-shop and saying, "I really enjoyed playing with you the other day. You're great fun to be with!" Within a couple of weeks, I realized that I was a member at one of the friendliest golf clubs in America. Try letting your buyers know that you like them by saying, "You're the most organized buyer I have," or "I always look forward to coming here. You are so much fun," or "You know why I like you so much? It's because you obviously have fun doing what you're doing."


Excerpted from Secrets of Power Persuasion for Salespeople by Roger Dawson, John J. O'Sullivan. Copyright © 2004 Roger Dawson. Excerpted by permission of Career Press.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

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Table of Contents

Preface: What You'll Get From This Book 13
Part 1 How to Play the Persuasion Game 17
Chapter 1 6 Magic Keys That Control Buyers 19
Buyers can be sold if they think you can reward them
Buyers can be sold if you exercise punishment power
Combine reward and punishment
Buyers can be sold if you bond with them
Buyers can be sold, if they think you have more expertise than they do
Buyers can be sold if you act consistently
Chapter 2 Get Enthusiastic About Your Product 31
Enthusiasm is not excitement
Enthusiasm comes from a genuine belief in your product and service
Get positive feedback from your customers
Improve the quality of your feedback by promising less...and delivering more
Stimulate your enthusiasm with simulations
Never let anyone budge you from your belief in your product
Buyers are not persuaded by logic
Chapter 3 12 Magic Keys to Build Credibility 37
Never assume that the buyer believes you
Only tell buyers as much as they will believe
Tell the truth, even if it hurts
Point out the disadvantages
Use precise numbers
Let the buyer know if you're not on commission
Downplay any benefits to you
Dress the part of a successful person
If you do have something to gain, let the buyer know
Confront problems head-on
Use the power of the printed word
Let the buyer know who else says so
Build and use a portfolio of testimonials
Get endorsements from people they'd know
Chapter 4 Creating Buyer Desire by Creating an Obligation 55
Ask for more than you expect to get
How unions and management get each other's goat
Sometimes they give you what you want anyway
Unethical ways of using this concept
The Oliver Twist syndrome
Volunteer concessions--but only those that won't hurt you
Give a small gift
Use the magic in a gift of flowers
Give the gift of thoughtfulness
Make it win-win
Chapter 5 How Scarcity Motivates Buyers 71
Even smart buyers can fall for the scarcity yo-yo
Scarcity drives value and prices sky high
Buyers and salespeople fight on the battlefield of scarcity
Chapter 6 Making the Sale With Time Pressure 77
The faster you can persuade the buyer to decide, the more likely you are to get what you want
The longer you give the buyer to think about it, the less chance you have of getting what you want
How children use time pressure
Moving people with the power of time pressure
Secrets from inside a timeshare closing room
Chapter 7 The Zen-like Art of Sharing Secrets 85
The magical three-step formula for getting cooperation from the buyer: Tell a secret, make a confession, and ask a favor
Censored information seems more valuable
Chapter 8 The Power of Association: Tie Your Persuasion Effort to Something Good 89
It's hard for our mind to break associations
Celebrity spokespeople are valuable, because we cannot disassociate the product from the celebrity
Buyers react more favorably to a proposal when they're doing something they enjoy
Pace the mention of your product or service to the high points of a business lunch
Paint pictures that tie your product to pleasurable experiences
Chapter 9 The Power of Consistency 95
Consistency can be an awesome force
Why it's better to be a tyrant than a wimp
Why we're suspicious of inconsistent behavior
Using consistency to move the merchandise
Why Carter's downfall was Reagan's windfall
Chapter 10 Bonding: The Magic Key to Persuasion 103
How to sell up a storm using the principle of bonding
How people bond to their mental investments
Remember that the buyer has bonded with his previous decisions
How interrogators use the power of commitment
The essay contest phenomenon
Getting the buyer to bond to your product
Chapter 11 Selling to a Committee 111
Know what caused your committee to be there
Should you put your strongest argument at the beginning or at the end?
If several salespeople will present, should you go first or last?
A simple and effective way to get the committee on your side
Know whether to use emotion or logic to persuade
Should you have a question-and-answer session?
Constructive distractions can improve your ability to persuade
Should you present both sides of the argument, or only one?
Overstating your case is detrimental
Learn the art of getting the most effective introduction
The most important thing you can do to persuade a committee
Chapter 12 8 Verbal Persuasion Tools to Control the Buyer 125
"Yes, I take it personally."
Being "Nixonesque."
"I'm not offended."
"Easy to deny."
"I'm not suggesting."
Give the buyer options
The innocent question
Chapter 13 Exposing and Destroying the HAGS 137
Hurt--the buyer's upset and wants revenge
Anger--the buyer's upset with something that happened
Greed--you appear vulnerable, and the buyers wants to take advantage of it
Suspicion--the buyer doesn't appear to trust you
Part 2 Analyzing the Buyer 141
Chapter 14 Matchers Versus Mismatchers 143
How to distinguish buyers who are matchers from mismatchers
Matchers look for similarities
Mismatchers look for differences
Matchers like their world to stay the same
Mismatchers are always discontent
How to persuade the matcher
How to persuade the mismatcher
Chapter 15 What Motivates the Buyer? 149
Possibility versus necessity
Self-centered versus externally centered
Moving toward pleasure or away from pain
Field-dependent versus field-independent
Chapter 16 How the Buyer Decides 159
Assertive versus unassertive
Emotional versus unemotional
Open-or close-minded
Conscious or unconscious thought processors
Part 3 How to Become a Power Persuader 167
Chapter 17 Developing Charisma: How to Make Your Buyers Love You! 169
A very special quality
Charisma--the nonverbal persuasion power
To understand charisma, imagine the opposite
Chapter 18 12 Ways to Project an Awesome Charisma 173
Make everyone you meet feel special
Develop a great handshake
Notice a buyer's eye color
Push out a positive thought
Give sincere compliments
Catch people doing things right
Looks do matter!
Take a check-up from the neck down
Smile 2 seconds longer than they do
Work on pushing out empathy
Respond to people's emotions, not to what they say
Maintain a childlike fascination for your world
Chapter 19 How You Can Develop a Dynamite Sense of Humor 187
A good sense of humor may stop you from going crazy
How to develop a sense of humor
There are only five things that make people laugh
Learning what makes it funny
A practice session on identifying the style of humor
The sales persuaders best type of humor: witticisms
A 30-day program to improve your sense of humor
Chapter 20 You Don't Need to Forget Another Name 211
The magic secret to remembering names
Selective memory--how it works
The trigger that makes you remember
How to transpose from short-term to long-term memory
Initial steps to burn a name into your memory
Don't try to outdo the experts
What's the lesson to learn here?
The key to remembering faces
An exercise in memory discipline
How important is it to remember names?
Part 4 Learning Persuasion Techniques 227
Chapter 21 A Magic Persuasion Technique 229
Use the other person's name at the beginning or the end of a sentence
Make your request
Tilt your head and smile as you say it
Why the magic formula works
How to use the formula
Chapter 22 8 Ways to Persuade an Angry Buyer 235
Are you the target?
A magic expression
Restating the objection
That hasn't been my experience
Handling the showperson
Don't exacerbate the situation
First find out what they want
Charm them to death
Chapter 23 The 8 Reasons Why Buyers Won't Open Up 247
Figure out why won't they talk: obsession, inhibition, apathy, sulking, evaluation, penuriousness, time pressure, or fear
Chapter 24 Sales Management and the Power Persuader 257
The sales manager's doctrine
How to develop the mission
The four key elements of the mission
The importance of informing the troops
Using persuasion skills to sell the mission
Building leadership credibility
Building credibility when you're new on the job
Leadership and the art of consistency
Caring more about the success of your people
The mission is the most important thing
Painting the picture of the mission
The essence of persuasive leadership
Postscript: The Secret of Power Persuasion 271
Index 273
About the Author 281
Products and Services 283
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  • Anonymous

    Posted June 8, 2004

    Packed With Knowledge!

    Roger Dawson, a top speaker and writer on negotiation and persuasion, has written, in fact, a very persuasive book. Solid research that identifies effective sales strategies and explains why they work sets Dawson¿s book apart from many other volumes on sales techniques ¿ even when his advice is repetitive. He warns you away from manipulation, though he doesn¿t hesitate to use some forms of it, along with psychological insight, time pressure, friendship, subliminal messages and outright emotion to persuade clients to buy. Dawson writes in an easy-to-read, breezy, yet authoritative style and includes tricks, techniques, clever anecdotes and chapter summaries. The book is as well organized as a speech in which Dawson tells you what he is going to say, says it and then tells you what he just said. We recommend this book to people who want to sell better, and who have the starch to use intense powers of persuasion.

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  • Anonymous

    Posted June 27, 2011

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