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What’s New In Sales – Nothing!
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1 What’s New In Sales – Nothing! Nothing has been new in sales since Eve convinced Adam to bite the forbidden fruit, so quit looking for the silver-bullet concept.
Some people have stuff and want money. Some people have money and want stuff. Occasionally, both parties find each other, communicate and agree to trade stuff for money. Provided both parties remain happy about the previous trade, they might trade again in the future. Believe it or not, in those 44 words you learned the bottom-line concepts of the six components to sales:
Not only did you learn the foundation of sales, everything that has ever been said or written about sales or ever will be said or written about sales can be boiled down to one of these six sales components. There simply is nothing new in sales, because sales is too simple a concept for anything new to be created. And frankly, I’m so tired of hearing about new paradigms, new concepts and new methods that I cringe every time I hear such a claim. Just like there is nothing new in sales, there is also no silver-bullet sales system that makes all salespeople successful. It doesn’t exist, it never has existed and it never will exist, because it’s not the system that creates success – it’s the person. You are the only person keeping you from achieving success at sales. And you are the only person who can change that. I can tell you how. Other experts can tell you how. But only you can make it happen. To become the best salesperson possible, you must assume full and complete responsibility for your success. That means that the only person you ever blame for failure or congratulate for success is the person looking back at you in the mirror. All top salespeople assume total responsibility for their successes and failures, and none of them use the words “I can’t,” because they all know the key to success lies within the words “I can and I will.” In the following pages, I can and I will give you advice that will help you become the best salesperson possible, but only if you make the following promise to yourself – not to me, but to that person in the mirror:
If you are prepared to make that commitment to the person in the mirror, then I can and I will help you achieve your goal. What Is Honest Selling? Given that my company name is “Honest Selling,” I feel somewhat compelled to tell you what Honest Selling is. The name “Honest Selling” describes my particular model of selling – no dishonesty, no manipulation. It’s also a brand I created to set me apart from every other sales consultant, even those who use the same sales model. I chose Honest Selling, because doing so accomplished three things I needed to become successful:
Every top salesperson needs to create a personal brand that sets him or her apart from the competition. In my case, since I own the company, the brand and company name can be combined. For salespeople who work at larger companies, this is probably not an option, but that doesn’t mean it can’t be done. For example, my company sells on a commission-basis for several companies that sell marketing products and services to restaurants. When I finish writing this book, my next task is to create a personal brand so that my message to restaurant owners is understood and remembered, and so I’m easily found when needed. During my search for a brand I could leverage, I contacted restaurant owners and learned that they mostly care about one thing and one thing only – putting “butts in chairs” (their words). As luck would have it, ButtsInChairs.com was available when I created my branding strategy, so, when I’m finished with this book, barring anything unforeseen, I’ll establish myself as a “butts in chairs” expert. (Of course business changes on a dime, and by the time I’m ready to rock and roll with ButtsInChairs.com, this may change as well.) The goal of a personal brand is to be understood, remembered and easily found – regardless of what you sell or for whom you sell it. Any salesperson at any company that sells marketing services to restaurants could have done what I’m planning to do – it isn’t an option that is available to only self-employed people. To become the best salesperson possible, repeat after me: “I can and I will do whatever it takes to create and establish a personal brand.” Honest Selling Vs. Traditional Selling I love bottom lines, so here’s the bottom line on selling models: Two – and only two – selling models exist. The first is a qualification model, most commonly referred to as “traditional selling” and often involving deception, trickery and manipulation. The second is a disqualification model. While there are many variations of the disqualification model, all focus mostly on being straightforward and honest with buyers in an attempt to negotiate an agreement that works for everyone. “Honest Selling” is my brand of the disqualification model of selling. It is my firm belief that to become the best salesperson possible, you must practice a disqualification model. I hold this belief for two reasons. First, across all industries and all countries, all the top salespeople I’ve met practice a disqualification model of sales. When asked how they sell, many will regurgitate the things they’ve learned – overcoming objections, getting around gatekeepers, implementing closing techniques, and so forth (which are really qualification sales methods) – but few if any actually practice those tactics in live sales situations. They mostly disqualify naturally, without ever having learned it, so many of them think they are using traditional sales methods. Second, the disqualification model of sales is the only model that has ever worked for me. Qualification Vs. Disqualification – A Comparison Obviously, I’m sold on the disqualification model of sales. But for you to choose for yourself, you should understand the differences between the two. Qualification Selling In the qualification model of selling, your focus is on getting the prospect to do what you want, regardless of what he or she wants. At every phase of the process, you look for the trigger that will get the prospect to meet with you, introduce you to the decision-maker or sign on the dotted line. In effect, your entire life is spent finding, or qualifying, triggers that will finally get the buyer to buy:
Qualification selling is a process of avoiding or circumventing any and all roadblocks until you find (or qualify) that which will get the prospect to do what you want him or her to do – buy your product or service. Throughout the process, what the prospect wants or what is best for the prospect never enters the picture, because that is often detrimental to your goal of closing the sale. A common side effect of the qualification model is, therefore, sales resistance. Every time you try to manipulate someone into doing something he or she doesn’t want to do, you’ll create sales resistance. Disqualification Selling Disqualification selling is exactly the opposite. Instead of trying to avoid every reason the prospect can’t, won’t or shouldn’t buy, you actually look for it, so you can disqualify the sale quickly when the deal-breaker, or showstopper, is identified. Accomplishing this as quickly as possible saves you a ton of time – time you can use to find someone with whom you can have a mutually beneficial business relationship naturally – someone who wants, needs, can afford and is willing to buy your product without manipulation of any kind.
Disqualification selling is about building mutually beneficial relationships between you and your buyers. It’s about conveying a clear and honest message, negotiating reasonable deals, ensuring both people are happy with the decision and maintaining solid relationships over time. You accomplish all this by actually helping the prospect make the best decision for him or her, even if that decision is not best for you. What Will A Disqualification Model Do For Me? In early 1999, my partner and I were helping business decision-makers create their year-2000 contingency plans – planning for how the businesspeople would get their jobs done if their computers failed. To get business, I started the Y2KExperts.com website, then wrote a contingency planning guide and offered it for free on the site. My partner created a fairly sophisticated Access database tool for maintaining all the information needed to make a contingency plan work, and we gave that away for free also. Since the article and tool explained everything a company would need to do to build a contingency plan, the only two questions that remained during my sales calls were price and availability. One day while I was working on a client’s contingency plan, my phone rang – it was a woman from a company in Pittsburgh. But, as is the case with most people who are interrupted by a ringing phone, my brain didn’t engage in the conversation until about five seconds in – about the time she finished telling me her name and company name, and right when she mentioned my contingency planning article. At that time, I realized I was in a sales situation, so I grabbed my list of questions and went into interview mode. After 15 minutes, I had sold a $40,000 contingency planning engagement. We had agreed to price, timing and how we’d get the thing signed up. That’s when she asked, “What do you need from me to write the proposal?” and I found myself somewhat embarrassed at not remembering her name. So I replied, “Well, it would be nice if I knew your name.” After a good laugh, Kathy gave me her name and company name again, and that’s the moment I knew that the engagement was about to be canceled. Her company was a medical facility, and all medical facility decision-makers want five medical industry references before they’ll hire anyone for anything. So I said, “Wait a minute. I think I just found the reason you won’t be able to hire me.” Quite puzzled, Kathy replied, “What do you mean?” So I explained, “You work at a medical company, and, in a few minutes, you’re going to remember to ask me for five references and insist that they be from other companies in the medical industry. Right?” A little surprised, Kathy said, “Well, yes, the president of our company will want four.” To which I replied, “Well I’ve never done a contingency plan for a medical company, so I don’t have any references in the medical field. In fact, I don’t know how anyone ever breaks into your industry, because you all want a bunch of medical references. Will my not having medical references keep me from getting this project?” You should have heard the disappointment in Kathy’s voice as she said, “Yes, I’m afraid it will, and there’s nothing I can do to change that.” (I actually felt bad for having killed her good mood.) The remaining minutes on the phone were spent in pleasantries, as we said our good-byes, and as Kathy thanked me for my honesty. But that’s only where the story starts. Two weeks later, I had almost the same conversation with the CEO of a major development company in Harrisburg, Penn. He called. We chatted. In about 30 minutes, I had a $40,000 engagement sold. Six weeks later I started this engagement, and that’s when my client asked me, “By the way, how long have you been working with Kathy?” After about five minutes of figuring out whom he meant, it dawned on me that it was the woman from the medical facility, so I explained the situation, watching his amazement grow as I talked. Turns out, my client had met Kathy at a networking function only days after my conversation with her. They had talked for several minutes, and she had bragged so much about our conversation that he just assumed she was a client. Once again disqualification created a relationship that paid off. If you choose qualification selling, you’ll spend your life trying to convince people to do things they do not want to do, and the majority of your time will be wasted, because most people are too smart to fall for these tactics. You’ll also build relationships that are at best tenuous – they’ll wonder whether they can trust you – and at worst adversarial, because most people know when they’re being tricked, even when it’s by a pro. If you choose a qualification sales model, you will never create the momentum you need to have prospects calling you on a regular basis because of referrals from others. This means that, the moment you stop trying to find new customers, your sales will come to a screeching halt. The best salespeople build healthy relationships at all times, and the qualification model creates unhealthy relationships. What does that tell you? If you choose disqualification selling, the time you would have wasted can be spent finding people who want, need, can afford and are willing to pay for your product or service right now. And even when you don’t make the sale, you’ll create relationships that will prove beneficial in the future. In addition, even when you stop or pause your sales efforts, such as when writing a book or going on vacation, the momentum you created by establishing healthy relationships will continue to generate sales for a time. Every top salesperson I have ever met has used a disqualification model of selling, even before the disqualification sales model was defined. To become the best salesperson possible, repeat after me: “I can and I will use disqualification to sell.” The [Your Name Here] Sales System While you must use the disqualification model to become the best salesperson possible, I believe using a “canned” disqualification method is a mistake. Allow me to get on my soapbox for a minute, and I’ll explain what I mean.
This book describes my take on what you should do to become the best salesperson possible. With every word you read, evaluate the concepts based on your strengths, your weaknesses, your likes and your dislikes. Discard what you don’t like, keep what you like, modify it as you see fit and concentrate on creating The [Your Name Here] Sales System, because, if you do anything else, you’ll never achieve success at selling. To become the best salesperson possible, repeat after me: “I can and I will create my own sales system, because that is the only system that will ever work for me.” The Six Components To Achieving Sales Success I opened this book with 44 words that defined sales, and listed the six components of sales. Next, I explained what Honest Selling is, and identified the differences between qualification and disqualification selling. I followed that with my soapbox speech about creating your own, personalized selling system, instead of brainlessly following what others tell you to do. Well, the high-level, feel-good stuff is over, and now it’s time to get to work. You’re about to learn how to leverage the six components of sales by understanding and applying the keys to success for each component. I’ll elaborate on these components throughout this book, but the bottom-line concepts can be explained in only a few pages, so pay close attention, because it all boils down to this ... Component 1: The Three Keys Of Supply And Demand Some people have stuff and want money. Some people have money and want stuff. That is the never-changing law that makes the greatest impact on sales results, and there are three keys to leveraging this law. Key 1: Never Assume You Have Stuff People Want Or That People Want The Same Stuff Today They Wanted Yesterday Years ago, one of my employees made 3,000 cold-calls on behalf of a client in Nebraska – the client specialized at figuring out which manufacturing company marketing programs were working, and which were not. The client had been in business for 20 years, but had experienced a three-year decline in sales. I was hired to right the ship, as it were, by figuring out “how to sell my client’s stuff in today’s environment.” You can always learn more, and learn it faster, from how people say, “No,” to a cold-call offer than just about anything else. (Remember that, because it will come in handy many times throughout your career.) I often use cold-calling, in fact, to get my “Do people want my stuff?” questions answered, without ever expecting to actually secure a sales call. In the case of my Nebraska client, that’s exactly what occurred. After 3,000 dials, we had set zero appointments – not one person wanted what we offered. But, by listening closely to the “No” responses, I did, however, learn the reason they no longer wanted this type of market intelligence service. Turns out, recent changes to high-end manufacturing software systems allowed them to analyze the data themselves, which eliminated the need to bring in experts. Through this exercise, my client learned what it needed to “change its stuff,” and thereby turn a sales decline into a sales acceleration. Whatever you sell, you must continuously learn whether your prospects want it, and whether they’ll part with money to get it. Key 2: Make Certain Your Message Is Understood And Memorable I can’t help my clients get better at sales unless I know what they sell, so, when I first talk with a prospect, I ask, “What do you sell?” Every time I shake hands at a networking function, meet someone at a party – even when cycling with new people on organized bike rides – I ask, “What do you do?” In my career, I’ve asked that question, or some form of it, thousands of times, and the response that stands out most in my memory was from a guy who replied, “I help business owners and HR directors avoid hiring criminals” – straight to the point, completely understood and memorable. The people who receive your message – whether in print, via phone, on the web or through advertising – must understand the description, or it becomes pointless. “Close” may count for horseshoes and hand-grenades, but it is nowhere near good enough when it comes to describing what you sell. Key 3: Speak The Prospect’s Language – Results, Results, Results In 1998 my partner and I were experiencing a downturn in business, because, instead of the computer project management services we provided, decision-makers wanted services designed to fix the year-2000 computer-bug problem. Neither of us wanted to become computer-bug fixers, so we did some research and learned that many businesses needed to create year-2000 (Y2K) contingency plans that would spell out how they would continue handling daily business transactions if their computers went down. I had some disaster-recovery planning experience, so we zeroed in on contingency plan creation as our service. Once we had chosen a service, we needed to learn who needed year-2000 contingency planning, and would be willing and able to pay for outside help. So we launched a second research effort, and learned that federally insured banks were required by federal regulators to create contingency plans. Armed with that information, we created this marketing message and launched our first marketing effort to the banking community:
Nobody called. Turns out, bankers weren’t worried about what would happen if their computers went down, because they had done what they needed to do to make sure this would not happen. So we looked into the puzzle just a bit further, discovered the bottom-line result bankers really wanted and launched our second marketing campaign to this industry:
Many bankers called, and we began closing $20,000 to $80,000 deals over the phone, often during conversations that lasted less than one hour. Success hinges on your ability to describe your company’s services in “results we produce” terms, rather than “what we do” terms. Most decision-makers don’t care what you do or really how you do it. They want to know how you are going to “heal their pain,” and that you know what their true pain is. You can communicate that most effectively by describing – in your prospects’ words – the results you produce. In the case of bankers, the only pain they wanted solved was the pain they would suffer if they failed to pass the audit. Not only that, every banker with whom we worked during the next two years admitted to me that he or she did not care whether the plan actually worked. They all said, “Just make sure we pass that audit, and we’ll handle the rest.” The three keys to matching supply with demand are to constantly test to see whether your prospects want your stuff, to make sure your message is understood by all who hear it, and to describe your stuff using the prospects’ language as it pertains to the results they really want. Component 2: Finding And Being Found By Prospects Most of your sales career – as much as 90 percent of your time, in fact – will be spent on finding prospects and on making it easy for prospects to find you. So, before you embark on the process of achieving sales success, you must accept the fact that, while getting there requires a sound strategy and comprehensive plan, the rubber meets the road when it comes time to implement your find-and-be-found ideas – otherwise known as marketing. I realize that prospecting (hunting for customers) and marketing (attracting customers to you) are two different activities. However, in the context of this explanation, let’s say that marketing is anything you do that puts or keeps the description of your stuff in front of the prospect, or that makes it easy for the prospect to find the description of your stuff once he or she starts looking.
Anything you do to find prospects or make yourself easy to be found by prospects is marketing. If you have a marketing department, it will probably handle the advertisement phase of marketing for you (but get involved, because you’re responsible for your marketing success, too). If you don’t have a marketing department, then lump advertising into your list of responsibilities, because that’s marketing, too. The three keys to successful marketing are drip, drip and drip – consistently marketing to the same prospects. Marketing of any sort rarely works when you give it only one shot. A single mass mailing may produce a few sales, but it’s the constant drip of marketing that has the greatest long-term impact. The “Guinness Book of World Records” lists Joe Girard, a showroom auto salesman in Detroit, as the “greatest car salesman.” For 12 years straight, Joe won the title as the “number one car salesman” at his company; he averaged more than five cars and trucks sold every day he worked. Joe accomplished this feat by sending each of his more than 13,000 former customers a greeting card with a personal message – every month! Consistency is the key to finding prospects and being found by prospects. Drip, Drip, Drip! Component 3: Managing The Sales Process We all know it takes a ton of effort to produce sales appointments. Some people may dial the phone 250 times or more just to get a single sales opportunity. Others may write, print, sign, stuff and apply postage to hundreds of letters, then follow up with weeks of voice-mail messages just to get that one hour of a top executive’s time. Despite this massive effort on the part of salespeople, it never ceases to amaze me how unprepared most are to have this one-hour conversation, and how quickly they can let their opportunities slip away, by doing all the talking, instead of listening. Because I help companies build successful sales teams, and because most of my career has been spent selling services business-to-business, my “cash cow” prospects are large companies that sell services to other companies. I’m located in St. Louis, and one of the largest private companies in town is Enterprise Rent-A-Car (ERAC) – its fleet division leases large numbers of cars to other large companies. About two years ago, I was trying to figure out a way to get an appointment with a top ERAC decision-maker, and I came up with the idea to act as a mystery-shopper and see how the ERAC salespeople handle a sales opportunity. I didn’t want to pretend to be from a huge company, so, instead of calling the fleet division, I walked onto one of ERAC’s used-car lots. (The company sells its rental cars when they hit a certain age or number of miles driven.) The lot I chose was huge, with the office building located in the center, so I headed to one side of the lot and started looking around. After only a few minutes, an ERAC salesperson approached me and introduced himself. During the next 15 minutes, the salesperson told me how ERAC had no-negotiation pricing, how it provides complete service records, how it guarantees its cars in writing, etc. (Those are the only three things I can remember from his 15-minute monologue.) What this salesperson did not do was ask me a single question about why I was on the lot – he didn’t know whether I was looking to buy a car at all. After this guy’s speech, I told him I was going to look around and that I’d find him if I needed something else. After he went back inside, I made my way around the building to the other side of the lot and started browsing again, in the hopes that a second salesperson might spot me, and I could see whether he or she handled things differently. As luck would have it, that’s exactly what happened – a second guy spotted me and quickly came out to introduce himself. Remember the ad “Is it live, or is it Memorex?” I swear, if I had recorded the conversation, I would have found that this guy’s monologue was identical to the first’s. Both of these salespeople spend their days waiting endlessly for a prospect to walk onto their lot, but, when he or she does, both choose to waste those precious opportunities by never finding out what the prospect wants. To seize the opportunity in your sales appointments – the appointments you worked so hard to obtain – you should remember that the key to managing a sales situation is to gather information first, and offer information second. To become the best salesperson possible, repeat after me: “I can and I will learn about my prospects’ objectives before I offer them solutions.” Component 4: Fulfillment In some companies, such as accounting firms, the salesperson is often also the person who actually does the work, or fulfills the company’s obligation to the customer. In other companies, the salesperson closes the deal and then hands it off to someone else entirely. (In some cases, in fact, the salesperson is told to not contact the customer after the deal is closed, because the company doesn’t want to confuse the customer.) While salespeople at these two ends of the spectrum definitely have different obligations and duties, the one thing that remains constant is this: If you want to sell to this person again in the future, you had better take full responsibility for ensuring fulfillment comes off without a hitch.
To become the best salesperson possible, repeat after me: “I can and I will make sure my company fulfills its obligations to my customers, and, if the ball is dropped, I will pick it up.” Component 5: Building Relationships That Last
I totally agree with Marco’s assessment about what it takes to sell, especially in the context of strengthening relationships with current customers, because, as I said in Component 4, it is always easier to sell additional products or services to existing customers than it is to close the first project with a new customer. Once your first sale is made, on a case-by-case basis you must evaluate your options for building both business and personal relationships with every new customer, and you must do something to accomplish both those objectives. If you’re thinking you can get away with not investing this effort, stop and think about what the competition will be doing while you’re ignoring your new customers. To become the best salesperson possible, repeat after me: “I can and I will maintain regular contact with my customers and build both business and personal relationships with those who are willing.” Component 6: Generating Repeat Business If you focus on everything related to the first five components of sales, some level of repeat business will happen naturally, because people will trust you, like you and enjoy working with you. At the same time, you may have competition working hard to take this business from you, so you must still do things to encourage your customers to remain loyal to you despite what your competitors offer. There are three powerful keys to generating repeat business on a consistent basis, but to leverage these keys you must plan ahead. Key 1: Become A Valuable Resource Outside The Realm Of What You Sell Decision-makers rise to a level of authority, because they are constantly on the lookout for ways to grow and improve their companies and their positions within their companies. Good decision-makers generate a significant portion of their desired growth by surrounding themselves with people – internal and external to the company – who can help them grow. If you want to become the best salesperson possible, you must position yourself to your customers as one of these supporting people – someone who consistently offers ideas, resources and guidance on achieving growth. And to earn the decision-maker’s trust, you must focus this effort on areas that represent no additional chance for you to make a sale. For example, most companies post job openings on their websites. When was the last time you went to a top customer’s website, perused the job openings and introduced someone you know who would be perfect for the job? Imagine the positive impact a simple introduction could make: “Joe, I noticed on your website that you have a job opening for a new comptroller. I know someone at ABC Company who I think would be a perfect fit. She’s as honest as the day is long, energetic as can be and incredibly up to date on financial issues for large companies. I know she isn’t actively looking to change positions, but, then again, the best people are rarely unemployed. Would you like me to contact her and see whether she would be willing to discuss the position?” Assuming you’re constantly building your database of contacts, doing something like this for top customers shouldn’t take you more than a few minutes. Trust me when I say that this investment will have a major impact on future sales, because executives love dealing with people who help them grow their companies and careers. Key 2: Create A Process For Growth That Leverages What You Sell Decision-makers are incredibly busy people, so they love to have a process for growth spelled out for them, because it allows them to make their decisions quickly and save time. Granted, I have no idea what you sell, but I assume you have both entry-level products and services, and higher-level stuff. To more easily make additional sales to the first-time customer or client, you must design a growth process that leverages what you sell, and explain that process to the prospect. If your entry-level analysis, for example, is designed to identify areas of improvement, then your next level of service had better be designed to help your new client achieve the improvement you identify. I call this “making the fourth sale first,” because you are, in effect, thinking ahead so that what you do today positions you for future sales. This type of thinking is critical to creating consistent repeat business and a key to achieving success at selling. Key 3: It’s How You Handle A Screwup That Counts In the late 1980s, I was remodeling my basement, which included installing a full bathroom. I was finishing the installation of the water lines, when I ran out of copper elbows, so I ran to Central Hardware (a huge chain at the time) to pick up the fittings I needed. After installing the fittings and checking everything one last time, I turned on the water pressure and listened for a leak. Unfortunately, one of the elbows I bought from Central Hardware was defective. It had a huge split at the bend – so big, in fact, I was amazed I hadn’t seen it when I installed the fitting. The problem with this particular elbow was its location – the area in which I had installed it was so tight, I had to cut out an extra section of pipe to remove it and replace it. This meant I was going to need not only another $0.12 elbow, but $7 worth of additional parts as well. I cut out the section of pipe and took it with me to Central Hardware, so I could show the person at the customer service counter why I expected the store to not only replace the defective elbow, but also to throw in the extra parts the defective elbow had forced me to replace. I wish I had a recording of the 15-minute argument that erupted between me, the customer service rep and finally the customer service manager, because I could probably sell it for huge sums of money as an example of how not to treat customers. Instead of relating the entire story, I’ll just jump to the end. At the point where I decided to give up trying to get these people to accept responsibility for the collateral damage their part had caused, I whipped out my driver’s license, handed it to the customer service manager and said, “Here. Make a photocopy of this.” To which he replied, “Why?” “Because I’m going to put these parts in my pocket and walk out that door, and I want you to know where to send the police to arrest me for stealing.” About that time the manager finally noticed the 40 or so people standing around watching him argue with one of his customers over $7.12 in parts, and decided it was in his company’s best interest to just let me have the parts I wanted and get me out of there. And that was the last time I entered that store. Every company screws up from time to time, and I’m not saying the customer is always right. But I will tell you that second, third and fourth sales increase dramatically when the salesperson’s motto is “It doesn’t matter who broke it or how it broke, it’s my job to fix it.” To become the best salesperson possible, repeat after me: “I can and I will become a valuable resource in all areas of my customers’ business. I can and I will create a process for growth that leverages what I sell. I can and I will accept full responsibility for fixing any and all screwups that occur along the way.” The [Your Name Here] Sales System: What’s New? If you seriously want to become the best salesperson possible, you must:
You can and you will reach great heights if you set your sights on that goal and don’t let anything stop you from achieving it. Then and only then will something be new in sales – you’ll be on your way to success. < TOC Next Chapter > Tired of reading on-line? Buy the book. (All profit goes to charity.) |