WHY THIS BOOK?
Does the world really need another how-to business memoir written by a retired aerospace executive?
I don’t know about “the world,” but if you are an aerospace executive, you might find this book to be of some value. If you are an aerospace executive at one of the large defense contractors that lost a competition to my company---McDonnell Douglas---you might learn how we did it. If you are a financial analyst or fund manager, you might discover some things worth exploring beyond a balance sheet and behind a 10K. If you are a student, or an intern, junior trainee, an up-and-coming manager or director at any large company---not just in aerospace or defense contracting---you might learn how to better serve your customers, your employer, and yourself.
This is not a book about engineering, research & development, process planning, manufacturing, cost containment, or human resources, but it does touch on those topics. It is a book about selling. Before, during, and after development of a product. About selecting and assembling a professional sales staff. About developing a process to shape your effort and keep all members of your team headed in the same direction. About strategic planning. About assessing the competition and understanding the customer. About the proper (with some comment on the often improper) interrelation of politics, politicians, and lobbyists.
My credibility? Yes, I’m a retired aerospace executive---who has been credited with organizing and leading the teams that in 22 years sold more than $250 billion worth of airplanes, helicopters, and missiles. But, why me, why this book? I’ve read many business books, some of which have been well-written but offer forgettable messages; too many of them speak more about the ego of the writer than the needs of the reader. Most offered glittering platitudes and rules of business behavior, but lacked real-world relevance. Even among the best of them, few changed my way of doing things, only my way of perceiving things.
For a long time, I have wanted to pass on to younger marketers certain markers which will give them some preview of the road in front of them. Yes, the traditional path to wisdom may begin at bottom with training and education and reading---but none of these prepare the neophyte for what happens at the top, enjoying the triumphs but surviving the mistakes, the really hard losses that you never forget but know they made you smarter and better prepared for life.
There is a big difference between the basics---putting on the clothes of a businessman, looking good, showing up for meetings on time---and being the warrior who can stand and fight in the international arena, who will be trusted to do the right thing, make the right moves, and win. Most of the time.
There is more to salesmanship than a smile on the face and a shine on the shoes.
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