This a review of the book “The 10X Rule” by Grant Cardone. This review is unpaid, and has no affiliate links.
I was surprised to find that “The 10X Rule” was at my local library and skim read the entire book in about 2 hours, took some notes and decided to check it out, and re-read it again.
Cardone argues that the key to your success is scaling up your thinking and actions by 10X. Under the 10X Rule, set goals 10 times bigger than the average, then work 10 times harder than average to achieve them.
He adds that people don’t approach success the right way. “First, they don’t set high enough goals due to average thinking. They don’t want to be unrealistic or risk failure, so they set seemingly attainable goals…” and surmises this into that it takes extraordinary thinking and effort to achieve extraordinary success.
The entire 10X rule concept into one sentence: Write big goals. Take massive action. Do the work.
There are however some useful reminders in the book, such as the tenants of
Success is important
Success is your duty
There is no shortage of success.
I felt chapter 22, success or unsuccessful has useful headlines to remind yourself to have a can do attitude, to focus on the opportunity, to have a “figure it out” attitude, to love challenges, to seek to solve problems, to take risks, be unreasonable in your vision and other phrases. Most of which I’ve added to my own Apple notes as reminders.
However, I do have some critiques.
The book is very repetitive and doesn’t seem to move onto execution at all.
It’s not until you get to page 70 where he outlines some examples of 10x goals, and it’s not until chapter 23 (page 187) where he actually starts talking about how to get started with 10x. The instructions are only a few paragraphs spread over pages 188, 189; where you write your goals and to rewrite your goals daily.
Most of the book is very useful, but there is little on the actual execution once you’ve done your goals.
Cardone’s approach in this book will not resonate with everyone. It’s aggressive, unapologetic and obtuse; which can be motivating for some but off-putting for others.
There is no doubt Cardone is a very polarising figure in the world of sales. His background, demeanour can be very off-putting to many, including myself. Whether its the psychological tricks garned from cults or scummy sales practices, or whether its because he contradicts himself from one video to another, there are valid reasons for the reception Cardone receives. Despite this, he has cultivated a significant following.
I take a more pragmatic approach: take what works and disregard the rest.
Although I was initially disappointed that the book lacked execution instructions, was repetitive and lacked any depth once 10X was explained, I did feel there were parts of the book that are actually good and act as useful reminders to anyone that they should not become complacent, that setting and regular revisiting of your ambitious goals and a keen reminder that you aren’t doing enough, and must push to chase your dreams.
Overall, my biggest take-away this book is volume, volume, volume.
This is a book review of IdeaFlow by Jeremy Utley and Perry Klebahn with a foreword by David Kelley. This review is unpaid and has no affiliate links.
Innovation for many businesses can be hard. For many, innovation sounds incredibly risky. There are no sure things in innovation, so why should any business take bets on things that may have no return on investment, especially when times are hard.
Idea flow = ideas/time
The premise of ideaflow is that the only metric that matters is how many ideas you can generate within a timeframe. It requires a collection of materials, facts, experiences, perspectives, data and less on anecdotes and analogy.
Written in 2022, IdeaFlow’s 300 pages discusses ideas of now only why idea generation is valuable, but demystifies a lot of the processes. It repeats a lot of similar discussion in Eric Reiss’ book Lean Startup. Indeed, you could even argue that IdeaFlow could be summarised and pre-appended to Reiss’ build-measure-learn loop.
On page 52 the authors argue that “what sets winners apart […] is volume. If you want better outcomes fill the top of your innovation funnel with many, many ideas for achieving them.”
So, how many ideas is enough? The book argues for a “2000-1 ratio”, referencing Bob Sutton of the design company IDEO. It lists an example of a toy manufacturer producing 4000 product ideas that eventually work its way through to 200 working prototypes.
In some ways IdeaFlow mirrors a sales funnel, or sales pipeline and fills the top of the sales funnel with say 2000 ideas to get to to 100 working prototypes, which are then refined further to 5 projects.
One of the case studies it looks at is Taco Bell, and how they generated 50 concepts a month.
This number may seem high, it isn’t uncommon. I recall speaking to a design lecturer who asked his students to come up with 100 ideas, and they couldn’t use variations either!
So, an initial seed is needed, then selection, then sleep; then solve. It argues to go analog, rather than digital and aims for quick scrappy tests; to continue to use curiosity to drive innovation, to create a portfolio of experiments, to create a pipeline of ideas, and to keep ideas moving through the pipeline, through validation, collection of data and funnel this back into the seed-select-sleep-solve process.
I really liked how ideaflow’s golden thread throughout was to amplify your ideaflow, to flood your idea with ideas, to build an innovation pipeline, then put your ideas to the test.
I really liked the idea of keeping a portfolio of frames (how might we), a portfolio of experiments and idea; though I was disappointed in how it doesn’t really describe or detail how to make a portfolio, and what the difference between a portfolio, a database, and an excel spreadsheet. Presumably, the portfolio are success’; whereas the others are just states? I’m not sure. I do wish it gave examples.
IdeaFlow doesn’t explore what its consider’s an idea. It frames that “every business problem is an ideas problem”, but it doesn’t explore what ideas are within the context of ideaflow. Just make lots of them, and throw them at the problem; that is, if you have defined the problem.
On the subject of ideas, I wish it explored how great thinkers, inventors of the past explored ideas. How did Leonardo di vinci think? What mental models can we employ? How does first principles work with ideaflow?
I think this aspect of ideas and problem solving go hand in hand, and whilst I understand the rationale and focus of the book to look at business problems needing business ideas with a creative lens, I would like to have seen a more in-depth discussion and exploration of problems, mental models and other tools.
Another critique I have about the book is, what actually makes a good idea; what is the methodology of pruning or selection, what metrics should we use to pick? Whilst the authors do suggest some metric idea, I do feel they gloss over this; perhaps this is because in order to pick metrics, context matters.
Another critique I don’t feel the book answers is the concept of credibility. You may have a fantastic idea, your process is sound, the customer need is well addressed; but your brand credibility is questionable. Not everyone is Steve Jobs. Not everyone can sell ideas, or has the credibility of a well-known brand. What do you do when your credibility is zero?
One final critique I have is the book doesn’t really explore what to do when the idea is good, but the market doesn’t care. I’d like to have seen how ideaflow deals with reframing, or what to do with ideas that have no business value, but solves user needs really well. For example, imagine wood furniture that uses Japanese carpentry methods to make furniture without screws. This might be cool, but its useless for a company that might get 20-30% of its sales from screws.
I did feel the book was a bit too long, and parts seem obvious — flood your problem with ideas, keep a working journal, create a pipeline, cultivate the idea crop through critique and testing and keep a portfolio of your ideas, solutions. You could do all of this in Notion or another software of your choice.
Whilst I don’t think the concepts or ideas are new, I did enjoy ideaflow, and the metric of how many ideas you can throw at a problem in a compressed amount of time and use a systemised approach to seeding, sorting, selection, testing will be useful reminders to creatives and business’ alike.
My overall take-away from this book is that innovation is fishing, not hunting.
This is a review of the book “Scale at Speed” written by Felix Velarde. This review is unpaid, and has no affiliate links.
This book isn’t for me. And I’ll explain why.
Recently I was at my local library and I was really surprised as to how well stocked its business books section was. Nearly every book on their shelf they had I wanted to read. Marketing books, accounting books, books on advertising strategy, scale ups, start-ups. The works. I ended up checking out 4 books, “The 10X rule”, “Unreasonable hospitality”, “IdeaFlow” and “Scale at speed”.
Business books from local libraries can be really hit or miss. Sometimes you’ll get something fairly recent (by which I mean within the last 5 years) or more often than not, you’ll get books that are so old and out of date that whilst the principles are ok, the tactics and strategies just seem to fall flat.
Scale at speed interested me because often at events I attend or watch, they’ll always be someone who is promoting themselves to work for scale-ups, or growth minded businesses. Once, I just want someone to say – this is what scale means, this is what growth means, what the materials you need are, and this is how you do it. I don’t want you to hide it away behind a four figure, five figure, six figure consultancy. As Alex Hormonzi says “give away the secrets, sell the implementation”
I knew within 10-15 pages of Felix’s book Scale at Speed that this wasn’t for me. Written in 2023, the book takes an aggressive position on how to scale your business, or as Felix says it; “to triple the size of your business and build a superstar team” by setting a big audacious goal and creating a strategy around 5 areas, People, Customers, Sales and Marketing, Processes and Corporate and Financial.
The book is clearly for corporate businesses, or start-ups, and written with the view that you already have a business, that its trading, and you have the capability, ability, resources to hire a team, and have this already humming; and sets what it calls a realistic goal of achieving 3X growth over a 3 year timeframe, and gives an example around £2 million profit (EBIT), where your gross profit needs to be £100 million.
I don’t know about you, but these kind of numbers and size just isn’t who or what I want to have. There’s nothing wrong with being super ambitious, but in the post-COVID arena, and we are close to recession (if we aren’t in one already), and given recent growth trends in distributed nomadic workforce, AI, no code tools; I just feel that the book is written out of step of what is happening currently, and it seems to be for an audience I’m not just not part of.
To his credit Felix does mention page 19 that “implementing it requires significant resources – and it’s extraordinary complex. To understand, implement and cascade all of its processes and tools is out of the reach of most small or medium sized businesses”.
And this is the crux. As previously mentioned, I feel the book isn’t written for solo, micro, or any business smaller than the book’s primary target market: corporates, start-ups and already established businesses.
To help understand the strategem, Felix presents a “2Y3X framework:. Though, I still don’t quite know what it stands for, the book doesn’t tell you. Not within the intro (I read the first 30 pages to double check), and certainly not in the chapter dedicated to 2Y3X.
At first I thought I thought the 2Y meant two years, and the 3X is three times return/growth, but I’m not so sure. On page 14 it says it’s “a 3 year horizon is useful… long enough that you can get several things done between now and then”. So if 2Y doesn’t mean 2 years, what does the Y stand for? It took a Youtube video to work it out. Apparently It does mean 2 years, but later on in the video they say 3 years? Maybe it is 2 years? Who knows. The fact I had to dig it out, that it isn’t in the introduction, or in the dedicated chapter, or even on the back cover frustrated me.
The starting block is to work from an audacious goal, and setting a strategy over 3 years, fixing the workflow, processes score cards (for analytics), building a team, how you motivate them, and scaling clients, and going for growth.
Packed with some good illustrations, and explanations, I found the book to be quite readable – even if I wasn’t the audience.
On page 20 it illustrates the framework over 3 years where people, customers, sales and marketing, processes, corporation and financials are plotted over a 3 year period, broken down into sections, and on page 32 it gives you a breakdown where:
Average net profit over 3 years (400K) x 4 (multiple) = 1.6M; illustrated in a table below.
2x
EBIT
Multiple
Value
Year 1
400K
4
1.6M
Year 2
800K
6
4.8M
3X
Table: Illustrating the 3x value of a business taken from the book “Scale at speed”
The goal, task being asked is aggressive, way too big. The size of the ship you need, the team, the processes; everything is out of my league.
There are some good take-aways, such as development of a team, your company’s core values, how to hire a-players, how to use a research, prototype, implement loop, a scorecard breakdown of customer service from The Drum (a website listing creative agencies), sales, KPIs and other tools.
There are things the book doesn’t address.
Scaling at speed, means your costs also scale. It never really addresses this. To move your ship this big that fast will need a team, technology and a whole lot of resources. That means payroll and your costs increase.
It also assumes the golden path. There is no planning for a rainy day. Maybe that’s the intention with such a growth strategy.
The questions I kept asking myself when reading this book were: What if you don’t want this big machine, what if you don’t want a 100-fold staff, what if you want to micro everything, make small bets? What if you just want a lifestyle business? What if you want an Internet business that generates passive income (incidentally I think passive income businesses are more a myth than reality)?
There were also times reading the book that made me wonder whether the book was authored pre-COVID? The post-COVID trends of working from home, people wanting to start their own thing at home, distributing their workload to VAs or other people, the atomisation and democratisation of small-bet micro businesses, and the emergent growth trend of AI, no-code tools just don’t seem to be addressed at all.
Overall, the book is well written, and has a good pace; at just over 200 pages long it isn’t too long; and whilst the audience for the book is clearly for corporates, start-ups and established SME’s, ultimately I felt the book just isn’t for me.
Patrick Bet-David (PBD) is an American business owner who is the host of the Youtube! channel Valuetainment with over, to-date, 2.9M subscribers. PBD went from Iran to founding his own financial services firm PHP and has become a leading Youtube! personality with a number of compelling video interviews with the likes of Ray Dalio, Kevin Hart and the late Kobe Bryant.
His 2020 hardcover book “Your Five Next Moves: Master the Art of Business Strategy” is about 280 pages and covers the idea that a majority of today’s most successful business leaders and organisations are successful because of their ability to look ahead, to see what is in front of them, to see the plays coming up and behind able to react, to outstrategise or out-think the competition where it counts.
Like the game Chess, PBD argues, the top players in the field of business and use clarity, strategy, tactics, insight, experience to frame the opportunity, risk, investment and payoff; mixing foresight and hindsight, data, analytics and ideas into strategic plays.
The five moves are:
Master knowing yourself
Master the ability to reason
Master the building of the right team
Master the strategy to scale
Master the power plays
Told through a prism of stories, Your Next Five Moves, frames the five moves through PBD’s personal storytelling of his personal journey with success, failures and what he learnt from it and links it to one of the five moves.
As such, the book is part-auto biography, part-business thinking and part-advocacy, and frames ideas of introspection, goal setting, the ability of removing emotion when approaching difficult conversations and using strategy to position outcomes to your favour through negotiation and offering something in return.
From the outset, the book starts from the position you must get clarity of who you are, where you are at, where you want to be, who you want to be, and what are you willing to do to get there. Introspective activities include a Personality Audit, and a challenge to use the Five Whys to keep asking why until a purpose is revealed.
Post introspective ideas, later chapters talk about the reasoning and sense making when making decisions, one of the ideas PBD offers is that of an Investment Time Return (ITR) formula that he encourages his team to embrace in every deal, or opportunity.
PBD also offers the idea that in meetings, using stoic thoughts or analysing what is being said all be parts of the plays one makes to ensure high emotion can be avoided.
One tool PBD advocates using when making strategic decisional making is a Solve for X worksheet (which is included in the book) where he advocates his employees and himself to use to evaluate the real underpinning cause, and align this with urgency, people needed, the available solutions, to list possible negative outcomes and what new protocols can be birthed.
In move 3, PBD reiterates the idea you can’t get to the top of the mountain by yourself. You’re going to need a team, and the more strategic thinker will ask what the make-up of the team will be, how do you attract and keep talent beyond simple financial compensation models.
In move 4, PBD mentions that if you want to be strategic – you need to think long term, that your business needs to work without you, that to move from the solo-business to the micro to the macro business you’re going to need to scale. Although the materials of scaling aren’t included, it would seem that PBD links team, processes, internal and external competitiveness, branding and marketing together to create a golden thread of what scaling actually means.
Finally in move 5, PBD outlines a list of strategic power plays that may help when things aren’t going well, and conversely; what to do when things are going well
One of the things that comes across from the book is PBD’s competitiveness, and imposing a demanding approach to his team to be as competitive as himself, with processes, systems, discussion and techniques to ask his team not only to move quicker, but ask how to get better.
Whether it’s forcing his employees to read books, write reports; or if its asking his team to be analytical – its clear that continuous improvement, process and being competitive is very important to PBD; whether its replicable I’m not sure.
The book is well written, is throughly from a storytelling perspective. If you’re expecting the book to be technical, I’m sorry to disappoint you. The book is not a tactical playbook chock full of strategic plays that one can play; I think this is a bit of a shame, considering how the book was marketing and how PBD framed it. I recall in his videos PBD would state how it took him over 2 years to write the book, and how over 100+ strategic business books have influenced his thinking. Given this, one might expect a consolidation or curation of what these business books have taught him and how they reflect against the five moves he advocates. However, this does not occur.
Concretely, the book offers a few worksheets and a website with resources and other books to read. It offers ideas that perhaps you can use to help frame your current situation and see how it might apply. However, the book given its position from a storytelling perspective is not a book about corporate level strategy, or how a micro business might use the same plays to be competitive. In this regard, the level of strategy offered is surface level, personal level; and this is fine.
From a critique point of view, the book sometimes conflates situational awareness with strategy. Perhaps this is intentional. Many times the examples given are just situational awareness, how to develop it, how to react to it, how to predict it. In this way, I think its fine to do this. But just don’t expect book-smart, corporate level strategy. It doesn’t consider how Porter’s Five Forces actually works in the real world. It doesn’t look at how McKinsey or other big-name c-suite consultants use strategy (which I think is a shame), and it doesn’t say – “this is how they do it, but this is how we do it in the real world, and this is what you should learn from it”.
One of the formula’s given is the ITR (Investment, Time and Return) formula. There is tendency that PBD has to frame everything from a transactional point of view. And I’m not 100% convinced that every decision that a business makes is transactional, or has a capitalist foundation. Despite this critique, I feel such forumlas are timely, useful reminders to readers that business owners must not only be situationally aware of the offer, but also the payoff. Despite its pull, a business case may not be the only qualifier of whether a decision is a worthwhile one to pursuit.
Given all of this, I think the book is very good; well written and has some good reasonable ideas in it that can be re-read and can help re-iterate that the difference between a solo business, micro business, macro business and big name business is processes, systems, methods, strategy, the ability to be humble, to learn.
I would say its a worthwhile read and would recommend reading it. Just don’t expect a corporate level critique of book academic strategy and real-world strategy.
With so many motivation books out there, often you will find they repeat the same message ad nauseam, “have a vision, have a goal, work hard and smart, mind mentors, a mastermind group; find a team, out work the competition, have passion in what you do, your success will be earned through habits and hard work, persistence, etc”. So, given all this does this this book stand out of the crowd?
The truth is no, no it doesn’t. At best it consolidates the better information into a digestible 165 pages, something that can be read in a day. It comes with things to fill out; but apart from these, you will find it will often repeat the same mantras, buzzwords and zeal that these other books do.
The most value I got from the book, and that’s not saying much, is the insight that year long goals feel far off the distance and do not much the needle much, its much better to have smaller time frames such as 90 days.
Given this, I think having a 90 day challenge and following a 1-3-5 methodology with an accountability partner (be it a mentor or friend) or alternatively you track your progress every day might be a much simpler and much more approachable way for solo business owners.
Overall, I didn’t like this product at all. It reads like a sales letter for his website. Lots of power words and self help like language. It has some interesting tidbits, but these are few and far between.
The book is mostly a self help guru book that is designed to move you to his website, and feels like a published Kindle booklet/pamphlet than anything that might be of any use.
I read the book in about 1 day, its a pretty worthless book. It has very little to do with the Psychology of Selling at all.
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I was very excited by the chance to read “Psychology of Selling” through my local library, and I was very excited to read it given Tracy’s background and name recognition in the industry.
However, having completed the book in practically one day, I felt the book was incredibly lacklustre. The book was more about self improvement, a self-help book dressed up as a sales book.
It wasn’t even about psychology (where are maslow’s famous hierarchy of needs?), or even sales. Its not even pop-psychology and I would definitely not recommend it as either a sales book, or a self-help sales book. There are better books on the market.
When you compare “Psychology of Selling” to “Spin Selling” by Neil Rackman (An actual Psychologist of 25 years experience), you’ll agree that its night and day in comparison. Rackman methodology goes through different ideas, methods and techniques and explains them; whereas Tracy gives a passing reference to an idea, dresses it in so much new age self improvement jargon that you may even forgot this book was meant to be about Psychology of Selling, not Psychology of self improvement.
Yes, Tracy does cover the 80/20 rule, covering that through prospecting, building rapport, doing a thorough needs analysis of your product/service and the customer’s needs can help identify and turn prospects into winning sales.
Further, Tracy states to set goals, daily, weekly, monthly sales; stay on target, achieve your goals, use vision boards, plan your calls ahead, and look at the reasons why people might buy your product (is it out of fear, greed, prestige, etc); but the problem is Tracy doesn’t give you actionable items to do, except to set goals.
Whereas Tracy argues that the best time to make a sale is right after a sale, and that prospecting via the phone is not a luxury, but a necessity; he seems to categorize the customer as somebody to be sold to; and forgets something that Rackman and others (including New Rules of Marketing author David Meerman Scott) in his book “SPIN selling” readily identified some years ago, and that is — the customer has changed, and the old ways of selling are dead.
Customers are sophisticated, and the way business target, market and reach them have changed; so has the way business sell to them. The image characterised by Tracy as a Business person whom is trusted, is dressed for success and uses buzzwords mis-judges the customer. As many authors have noted, some customer-business relationships demand trusted partners, and the journey of a customer should be explored.
As a final note, I want to state that I felt that this book really missed a lot, it felt like another self-help sales book, there was very little useful in this book and would not recommend it to anyone serious in getting into sales at all and would recommend SPIN selling, New rules of marketing and PR and other more seasoned, tactic-based sales books on the market.
An excellent introduction to the world of social media marketing (SMM) methods, tactics and strategies in an easily digestible way.
David Meerman Scott’s book “The new rules of marketing and PR” is an excellent look at how to use new releases, blogs, podcasting, viral marketing and online media to reach buyers directly.
Following on from his 2006 e-book “The new rules of PR“, David Scott’s book looks at the umbrella term of social media marketing and lays out how everyone from Auto Dealership CEOs to even small business owners (ie: tailors, etc) are using everything from blogging to viral marketing to reach their buyers directly.
If, like me, you hate cold calling, then you’ll love the philosophy of Frank J Rumauskas Jr. The author of “Never cold call again – Achieve sales greatness without cold calling” articulates in his book the many reasons why believes cold calling is a bad way to do business.
In his book, Frank discusses how cold calling, and by extension, selling, is dead in today’s 21st century information age era. Frank lists the main reasons that cold calling doesn’t work any more. These are:
Cold calling destroys yours status as a business equal
Cold calling limits your production and earnings potential
Cold calling makes timing work against you
Cold calling fails to find the pre-qualified prospects we all need
Cold calling puts you in a negative light and annoys people
Cold calling may get you in trouble with the law
Everyone hates making and receiving cold calls.
I personally hate cold calling – it makes me sick to the stomach thinking about the many reasons why I should call someone who I’ve not pre-qualified beforehand.
One of things I really hate about marketing books is that they dont tell you how to market.
Rather, they all tell you all the various tactics that you can use but they dont tell you when, how, when or why.
The worst books, in my opinion, are the academic books which you can get in any library which have detailed theories with diagrams but they dont tell you what to do, how to do it, how much to spend.
Not one marketing book Ive seen to date answers the question What can I do *right now* to help my business attract more leads, increase sales and get more customers? — except, that is, until I read Get Clients Now!
If youre just about to start a business, you may be overwhelmed with the amount of things you have to do. Running any marketing campaign (regardless of size) takes time, money and effort and its almost impossible to decide how much to spend, or how much time to use.
This is where Get Clients Now! comes in. Get Clients Now! is a 28-day programme that you can use on a daily basis to see where you are, and help you get where you want to be.
Whats great about this book is that it feels like it is written as a business coaching exercise, complete with lots of worksheets that help you today!
The book starts by explaining the 6 different marketing strategies that are available to most businesses and the value of their effectiveness.
These six strategies are
Direct contact and follow up,
Networking and referral building,
Public Speaking,
Writing and Publicity,
Promotional Events, and
Advertising.
There are chapters dedicated to the marketing/sales cycle as well as setting your own goals based upon the following:
Decide where you are stuck.
Decide which marketing strategies you will use.
Set your long-term and 30-day goals.
Create a list of daily actions for the 30 days.
The book then launches into outlining ‘The System’ a 28 day marketing program that is geared towards increasing your bottom line.
The last part of the book focuses on strategies for specific problems you may be running into with implementing the system.
The whole book is around 10 chapters and about 200 pages.
The 28 day program offered by Get Clients Now! can be repeated as many times as you like; remember the 28 day program is actually written by you, not the book but it is really important to keep a log of your success
What I really like about this book is that it demystifies generic sales & marketing theories and gives you a systematic approach that you can follow.
I wish I had this book 30 days ago, it has many worksheets that can be printed off and can be stuck on a wall so you can track how you are doing; much like a Project or Gantt Chart
I think Get Clients Now! is great for start-up companies, and sole-traders in the service industry – and I would definitely recommend it to anyone who wants to get a step-by-step guide to sales, marketing and getting more clients.
“An excellent book on how to dollarize, and how to quantify business benefits…”
I’ve waited quite a while to file a review on “How to become a Rainmaker” because I’ve often read books once, but this is perhaps the only book I can remember that I have read more than 5 times.
Written by Jeffrey J Fox, the best selling author of “How to become a CEO”, this book is an insightful look at how to dollarize, how to quantify business benefits and how to get and keep customers.
![Entrepreneur's blueprint to massive success [Book]](https://silentflute.co.uk/imgs/2019/05/book-massive-success-200x300.jpg)
A very poorly written book about sales.
