引用自：http://hk.myblog.yahoo.com/thesecretmt/article?mid=414
良久沒發稿，並非江郎已經才盡，只因年關難過，撲山撲水已夠煩人，肚都未填飽，如何有閒情逸志寫文章？再如此過日子，除非寫BLOG有糧出，要不然得閒搵份PART TIME養老婆好過。
今次的內容，可能人人都知，人人都曉 (其實，可能我每篇文章皆如是)。人寫我寫，只為過下手癮。
剩女最大的問題，並非在於質素。老老實實，中產男認識大量高質單身剩女，縱非傾國傾城，但眉清目秀妸娜多姿儀態萬千小鳥依人高薪厚職見識廣博者，大有人在。可惜的是，要麼情海翻波滿身傷痕，要麼孤身隻影久久未嘗男人香。三字出頭，參加了一個又一個好友的婚禮後，既羨且急。
剩女的問題，在於… 未試過賣魚。
每朝清早，活魚運到，條條足秤隻隻新鮮，放一缸咸水，魚得水，生龍活虎。
"亞姐，條魚幾錢兩？"
"十蚊兩"
"咁貴？你條魚曉飛呀？"
"唔買過主，你睇隔離賣魚勝D魚無喱神氣都賣你五蚊兩啦！"
既有好材料就得要賣個好價錢。 一於泥鯭當紅鮪，紅鮪當石斑，石斑當龍躉。真材實料那怕沒有好買家？
時間漸過魚漸死，眼見旁邊賣魚勝一早收檔返屋企，惟有割價促銷。但奇怪在於龍躉紅鮪價仍然乏人問津。原因在於一餐一把口只食一條魚，即使條魚確實曉飛，亦已經飽肚吃不下。天黑才買魚的人，要嗎就是無錢買魚唯有摸黑外出執死魚，要嗎就是正餐食唔飽落街是但搵料煮宵夜。
賣魚成功不在於賣得好價，而在於把魚在最佳況態時即時出貨。
仲唔明？你有見過魚類批發市場會營業到中午嗎？
2010年3月3日 星期三
2010年3月1日 星期一
Excerpt from "The Secrets of Word-of-Mouth Marketing"
the most important way of increasing sales and dominating a market has never, to my knowledge, ever been written about: Increase the speed with which decisions are made.
To make the decision easier, think of your sales people, product materials, presentations, seminars, press releases, hot lines - in fact, every aspect of your marketing program - not as sales communications, but as a Decision Acceleration System for your customers and prospects.
To turn your marketing into a Decision Acceleration System, make the product:
Benefits, claims, and promises obvious and compelling
Information clear, balanced, and credible
Comparisons reveal meaningful differences
Trial easy
Evaluations crystal clear and simple
Guarantees ironclad and generous
Testimonials and other word-of-mouth marketing relevant and believable
Delivery, training, and support superior
You need to structure the decision process for customers, and guide them through the twists and turns. Without active guidance, they will falter and flounder, and drown in a sea of information.
Word of mouth is communication about products and services between people who are perceived to be independent of the company providing the product or service, in a medium perceived to be independent of the company.
a satisfied customer is likely to tell approximately three people, whereas a dissatisfied customer is likely to tell approximately eleven people. This often because the positive experiences are expected and soon forgotten, but the unresolved negatives get people angry and frustrated, ... unexpected extraordinary service also causes strong positive word of mouth.
lack of positive experience with a product is usually the single greatest factor holding it back from greater and faster acceptance.
The decision process takes place in five broad stages:
1. Deciding to decide: Going from disinterested status quo to active investigation.
2. Selecting among options: a. identifying options, b. studying options, c. weighing options
3. Trial: observing the product in use and evaluating its performance.
4. Purchase/Implementation/Ongoing usage: becoming a customer
5. Expanding use and recommending: moving beyond intended use and becoming a product advocate.
The adoption cycle is usually broken down into five kinds of people: 1. Innovators, 2. Early adopters, 3. Middle majority, 4. Late adopters, 5. Laggards. These five "types" describe how people break out into recognizable patterns when faced with a decision in the marketplace.
Often, demos and trials tend to make the customer want to try other products as well, increasing the time it takes for a commitment.
When people are listening to an abstract product description, their critical faculties are in high gear. But when they are listening to a story, there is a much lower level of vigilance and critical thinking.
The lesson here is to not only spread ideas through word of mouth, but also build into those ideas reasons for people to convince others of the value of not only accepting the idea but of also passing it along and convincing others.
there was a short questionnaire for each of the technical service calls, asking not only about the specific service, but also about the person who answered my call.
Researching word-of-mouth:
. What are the users willing to tell the nonusers?
. Exactly how do your customers describe your product?
. What are the things they need to know, but are unwilling to ask?
. What happens when these issues are raised?
. Exactly what do your prospects have to know in order to trigger purchase?
. Exactly how do your customers answer the objections, concerns, and qualms of your prospects?
. How do your customers persuade their friends to use your product?
. How do your customers suggest they initially get to know (try) your product?
. What warnings, safeguards, tips, and suggestions do your customers suggest to your prospects?
. Are your sales messages, positioning, and important facts about your product getting through and surviving word of mouth?
Then ask, "How will they best learn these things?" You can't just tell them, because telling is not teaching, and teaching is not learning.
In a word-of-mouth session, participants learn a lot, but there is no follow-up their learning. They have no way to reinforce their learning, to put their experiences in context, to correct mistakes, and to explore other issues.
If people have better things to talk about than your product or service, that's what they will talk about.
Especially cater to those who are major potential sources of word of mouth. It doesn't matter if you lose money on them; it is the word-of-mouth stream, and thereby the revenue stream they create, that is important. These first customers are the early adopters of the product or service. Their direct revenues may not be particularly great in and of themselves. But these first customers might lead to hundreds or thousands of other customers eventually.
The best way to get someone to do something is to ask them. But don't ask them to do you a favor, ask them to do their friends a favor by recommending you. Most direct requests read like this: "Please tell your friends about our wonderful service."
Never answer a question coming from a desire to show how smart you are. Answer the question, but come from a desire to help the customer make the best decision. Make him feel smart for asking the question.
If you can suggest something better, without pressuring them, they will probably be grateful... "We've been selling a lot of X lately, and people have been coming back for more. I'm curious, have you tried it, and what do you think?"
Don't approach marketing as something you do to the customer. It is something you do for the customer.
To make the decision easier, think of your sales people, product materials, presentations, seminars, press releases, hot lines - in fact, every aspect of your marketing program - not as sales communications, but as a Decision Acceleration System for your customers and prospects.
To turn your marketing into a Decision Acceleration System, make the product:
Benefits, claims, and promises obvious and compelling
Information clear, balanced, and credible
Comparisons reveal meaningful differences
Trial easy
Evaluations crystal clear and simple
Guarantees ironclad and generous
Testimonials and other word-of-mouth marketing relevant and believable
Delivery, training, and support superior
You need to structure the decision process for customers, and guide them through the twists and turns. Without active guidance, they will falter and flounder, and drown in a sea of information.
Word of mouth is communication about products and services between people who are perceived to be independent of the company providing the product or service, in a medium perceived to be independent of the company.
a satisfied customer is likely to tell approximately three people, whereas a dissatisfied customer is likely to tell approximately eleven people. This often because the positive experiences are expected and soon forgotten, but the unresolved negatives get people angry and frustrated, ... unexpected extraordinary service also causes strong positive word of mouth.
lack of positive experience with a product is usually the single greatest factor holding it back from greater and faster acceptance.
The decision process takes place in five broad stages:
1. Deciding to decide: Going from disinterested status quo to active investigation.
2. Selecting among options: a. identifying options, b. studying options, c. weighing options
3. Trial: observing the product in use and evaluating its performance.
4. Purchase/Implementation/Ongoing usage: becoming a customer
5. Expanding use and recommending: moving beyond intended use and becoming a product advocate.
The adoption cycle is usually broken down into five kinds of people: 1. Innovators, 2. Early adopters, 3. Middle majority, 4. Late adopters, 5. Laggards. These five "types" describe how people break out into recognizable patterns when faced with a decision in the marketplace.
Often, demos and trials tend to make the customer want to try other products as well, increasing the time it takes for a commitment.
When people are listening to an abstract product description, their critical faculties are in high gear. But when they are listening to a story, there is a much lower level of vigilance and critical thinking.
The lesson here is to not only spread ideas through word of mouth, but also build into those ideas reasons for people to convince others of the value of not only accepting the idea but of also passing it along and convincing others.
there was a short questionnaire for each of the technical service calls, asking not only about the specific service, but also about the person who answered my call.
Researching word-of-mouth:
. What are the users willing to tell the nonusers?
. Exactly how do your customers describe your product?
. What are the things they need to know, but are unwilling to ask?
. What happens when these issues are raised?
. Exactly what do your prospects have to know in order to trigger purchase?
. Exactly how do your customers answer the objections, concerns, and qualms of your prospects?
. How do your customers persuade their friends to use your product?
. How do your customers suggest they initially get to know (try) your product?
. What warnings, safeguards, tips, and suggestions do your customers suggest to your prospects?
. Are your sales messages, positioning, and important facts about your product getting through and surviving word of mouth?
Then ask, "How will they best learn these things?" You can't just tell them, because telling is not teaching, and teaching is not learning.
In a word-of-mouth session, participants learn a lot, but there is no follow-up their learning. They have no way to reinforce their learning, to put their experiences in context, to correct mistakes, and to explore other issues.
If people have better things to talk about than your product or service, that's what they will talk about.
Especially cater to those who are major potential sources of word of mouth. It doesn't matter if you lose money on them; it is the word-of-mouth stream, and thereby the revenue stream they create, that is important. These first customers are the early adopters of the product or service. Their direct revenues may not be particularly great in and of themselves. But these first customers might lead to hundreds or thousands of other customers eventually.
The best way to get someone to do something is to ask them. But don't ask them to do you a favor, ask them to do their friends a favor by recommending you. Most direct requests read like this: "Please tell your friends about our wonderful service."
Never answer a question coming from a desire to show how smart you are. Answer the question, but come from a desire to help the customer make the best decision. Make him feel smart for asking the question.
If you can suggest something better, without pressuring them, they will probably be grateful... "We've been selling a lot of X lately, and people have been coming back for more. I'm curious, have you tried it, and what do you think?"
Don't approach marketing as something you do to the customer. It is something you do for the customer.
2010年1月31日 星期日
隱藏的權力 by 黃島主﹝轉載﹞
引用自：http://wong625.mysinablog.com/index.php?op=ViewArticle&articleId=2156713
有一天，我指示秘書，把一份帳單，遞交給我的直系上司，作最後審閱。
秘書問我：「其實那上司次次都不會認真看那些帳單，為何我們還要給他審閱？」
「您錯了。」我沒有望著秘書，但續說：「這是一個權力與尊重的問題。」
我遂叫秘書關門，給了她一些道理。
無論是在一間公司、一個機構、一個組織、一個政府，當中每一個職位，都有其賦予的權力。每個職位的權力，不一定來自其職位的名銜。而每一個職位，都可以有其「隱藏」的權力。而權力和地位，是怎樣彰顯出來的？不是您貴為某部門主管，就一定擁有權力。權力的彰顯，是要透過使用權力中，下達命令，而該命令被獲得執行，這就代表您的權力，得以施展，得以彰顯。
我們，一定嘗過一個經驗。就是在公司內，有同級的同事，不時給予您指示和指令，要您做東做西，但職權上對方未必有真正對您下達命令的權力。對方透過對您下達命令，純粹是向您展示其權力，向您展示其地位。而您又問，既然對方和自己是同級，為何對方又斗膽對自己下達命令？這可能是因為對方有其後台撐腰，狐假虎威。這些，就是所謂「隱藏」的權力。您一定要看得清楚，這些信號只會埋藏在角落處。當然有些人，往往只是恐嚇新人，並無任何實權和後台，但您也不能掉以輕心。因為，對方可能是一名小人。若您作為新人，免得過就最好不要一開始得罪小人。待以後自己建立威信後，慢慢才剿滅這些無用的螞蟻。
剛才，秘書問我應否再繼續把一些帳單交給上頭作最後審閱，我的答案是肯定的。上頭對這些理應多餘的審閱，無錯是會有煩厭感，但上頭平時處處沒有仔細審閱那些帳單，從正面的角度是信賴我的工作準備，再不至再勞神再一次檢閱。而本身「呈上帳單作最後審閱」這份差事，亦是上述權力彰顯的一部份。這是透過一些形式，來展示權力和地位的問題。我把文件呈上，是代表我「甘於」「承認」上頭的權力和地位。
有些事情，做了出來，可以讓上頭感覺被「彰顯」其權力感，下級亦可以順勢「彰顯」其服從性、歸順性，和永無作亂之心，一舉三「德」。
我們，尤其是一些秘書，很多時犯了一個毛病。就是見到老細不仔細看某些文件，或每次呈上某些文件他都覺得您再煩著他，下級的人在下一次就避免或減少再呈上那些文件。那是大錯特錯。老細對某些文件感煩厭，就尤得他。這不是您要考慮的問題，亦不是您的工作範圍；您的工作範圍，是根據需要和一向的指示或慣例，呈上應被呈上的文件。老細有任何不悅，都只會是短暫，所帶有的負能量也不會太多。但老細因一次您沒有呈上該呈上的文件，而對您作出猜忌，是不值得的：那些暗裏作出猜忌，而引起對你所帶有的負能量，才是長遠，才是致命的。
我一向覺得，文明的人類，其實和一般兇禽猛獸，沒有分別。人類和猛獸最大的分別，我覺得只是人類懂得用衣服遮著自己的性器官。在原野上，無論是獅子老虎，以至貓狗老鼠，都一定會在自己的地盤範圍邊緣，四處射尿或留下自己的糞便，或純粹留下自己的氣味，來對外界「宣示主權」。一隻獅子嗅到另一隻更強壯的獅子的味道，識趣的自然會兜路走。其他不知情或看不到「信號」的動物，硬膠膠的走入其地盤，將會成為獅子血盤海口下的糕點。
因此，我一向覺得，辦公室是一塊，十分骯髒的地方。
因為每一個不同階級的人，都會在每一個不同的地方，射尿。
有一天，我指示秘書，把一份帳單，遞交給我的直系上司，作最後審閱。
秘書問我：「其實那上司次次都不會認真看那些帳單，為何我們還要給他審閱？」
「您錯了。」我沒有望著秘書，但續說：「這是一個權力與尊重的問題。」
我遂叫秘書關門，給了她一些道理。
無論是在一間公司、一個機構、一個組織、一個政府，當中每一個職位，都有其賦予的權力。每個職位的權力，不一定來自其職位的名銜。而每一個職位，都可以有其「隱藏」的權力。而權力和地位，是怎樣彰顯出來的？不是您貴為某部門主管，就一定擁有權力。權力的彰顯，是要透過使用權力中，下達命令，而該命令被獲得執行，這就代表您的權力，得以施展，得以彰顯。
我們，一定嘗過一個經驗。就是在公司內，有同級的同事，不時給予您指示和指令，要您做東做西，但職權上對方未必有真正對您下達命令的權力。對方透過對您下達命令，純粹是向您展示其權力，向您展示其地位。而您又問，既然對方和自己是同級，為何對方又斗膽對自己下達命令？這可能是因為對方有其後台撐腰，狐假虎威。這些，就是所謂「隱藏」的權力。您一定要看得清楚，這些信號只會埋藏在角落處。當然有些人，往往只是恐嚇新人，並無任何實權和後台，但您也不能掉以輕心。因為，對方可能是一名小人。若您作為新人，免得過就最好不要一開始得罪小人。待以後自己建立威信後，慢慢才剿滅這些無用的螞蟻。
剛才，秘書問我應否再繼續把一些帳單交給上頭作最後審閱，我的答案是肯定的。上頭對這些理應多餘的審閱，無錯是會有煩厭感，但上頭平時處處沒有仔細審閱那些帳單，從正面的角度是信賴我的工作準備，再不至再勞神再一次檢閱。而本身「呈上帳單作最後審閱」這份差事，亦是上述權力彰顯的一部份。這是透過一些形式，來展示權力和地位的問題。我把文件呈上，是代表我「甘於」「承認」上頭的權力和地位。
有些事情，做了出來，可以讓上頭感覺被「彰顯」其權力感，下級亦可以順勢「彰顯」其服從性、歸順性，和永無作亂之心，一舉三「德」。
我們，尤其是一些秘書，很多時犯了一個毛病。就是見到老細不仔細看某些文件，或每次呈上某些文件他都覺得您再煩著他，下級的人在下一次就避免或減少再呈上那些文件。那是大錯特錯。老細對某些文件感煩厭，就尤得他。這不是您要考慮的問題，亦不是您的工作範圍；您的工作範圍，是根據需要和一向的指示或慣例，呈上應被呈上的文件。老細有任何不悅，都只會是短暫，所帶有的負能量也不會太多。但老細因一次您沒有呈上該呈上的文件，而對您作出猜忌，是不值得的：那些暗裏作出猜忌，而引起對你所帶有的負能量，才是長遠，才是致命的。
我一向覺得，文明的人類，其實和一般兇禽猛獸，沒有分別。人類和猛獸最大的分別，我覺得只是人類懂得用衣服遮著自己的性器官。在原野上，無論是獅子老虎，以至貓狗老鼠，都一定會在自己的地盤範圍邊緣，四處射尿或留下自己的糞便，或純粹留下自己的氣味，來對外界「宣示主權」。一隻獅子嗅到另一隻更強壯的獅子的味道，識趣的自然會兜路走。其他不知情或看不到「信號」的動物，硬膠膠的走入其地盤，將會成為獅子血盤海口下的糕點。
因此，我一向覺得，辦公室是一塊，十分骯髒的地方。
因為每一個不同階級的人，都會在每一個不同的地方，射尿。
Excerpt from "How I Raised Myself from Failure to Success in Selling"
按：看Frank Bettger 的 How I Raised Myself from Failure to Success in Selling，獲益良多。謝謝您，Bettger 先生！
Gentlemen, after all, this business of selling narrows down to one thing - just one thing... seeing the people! Show me any man of ordinary ability who will go out and earnestly tell his story to four or five people every day, and I will show you a man who just can't help making good!
The best way I ever found to help overcome fear and rapidly develop courage and self-confidence is by speaking before groups. I discovered that when I lost my fear of speaking to audiences, I lost my fear of talking to individuals, no matter how big and important they were. This training and experience in public speaking got me out of my shell, opened my eyes to my own possibilities, and widened my horizons. It was one of the turning points in my career.
Whenever he talked about it being too much money for him to pay out, I talked more, asked more questions, about the wonderful work his foreign missionaries were doing.
The most important secret of salesmanship is to find out what the other fellow wants, then help him find the best way to get it.
"Mr. Booth, if you were my own brother, I would say to you what I'm going to say to you now."
Then that small voice whispered in my ear: "Tomorrow morning, nothing! You'll do it right now! You know how you lack confidence when you go out unprepared. This man has agreed to an appointment with you, Bettger. Let's prepare! and go over there with a winning attitude!"
In preparation for the interview, I imagined myself a salaried employee of Mr. Booth's company. I assumed the role of "assistant buyer in charge of insurance."
People don't like to be sold. They like to buy.
"If you can't boost, don't knock" is always a safe rule. I've found it is one of the quickest confidence-gainers. Try to say something good about the other fellow.
in answering I began by observing that in certain cases or circumstances his opinion would be right, but in the present case there appear'd or seem'd to me some difference
In 62 percent of the cases, the original objection raised against buying was not the real reason at all. I found that only 38 percent of the time did the prospect give me the real reason for not buying
A man generally has two reasons for doing a thing - one that sounds good, and a real one... Eventually, I hit on a simple little phrase ... That phrase is: "In addition to that..."
the importance of being a good listener, showing the other person you are sincerely interested in what he is saying, and giving him all the eager attention and appreciation that he craves and is so hungry for, but seldom gets!
Benjamin Franklin: "I will speak ill of no man - and speak all the good I know of everybody."
I find that people love to hear that they have helped you.
Here is a question I have used countless times: "How did you ever get started in this business, Mr. Roth?"
After I leave him, I make notes of many of these things: where he was born, his wife's name, names of his children, his ambitions, and hobbies. I have these records on cards in my files dating back twenty-five years.
Before entering a man's office I would pause for an instant and think of the many things I had to be thankful for, work up a great big, honest-to-goodness smile, and then enter the room with the smile just vanishing from my face. It was easy then to turn on a big, happy smile. Seldom did it fail to get the same kind of smile in return from the person I met on the inside.
I've found it pleases people when I pass them on the street to give them a big, cheerful smile, and merely say: "Mr. Thomas!" It means so much more to them than the usual, "Good morning...
to forget myself, and concentrate as hard as I could on the other person, his face, and his name. This helped me overcome self-consciousness when meeting strangers.
if you want to make sure that he remembers your name, you can usually find an opportunity to repeat your own name -perhaps something like this: "... and he said to me, 'Mr. Bettger, we've just had one of the best years.'"
When meeting anyone we haven't seen for a long time, I think it is best to mention our own name immediately.
In my work as a salesman, I've found it a great asset to remember not only the names of clients and prospects, but names of secretaries, phone operators, and other associates. Speaking to them by name makes them feel important.
When you're scared... admit it!
They dislike salesmen who keep them in suspense about who they are, whom they represent, and what they want... They admire the salesman who is natural, sincere, and honest in his approach, and who comes right to the point about the purpose of his call.
If the salesman calls without an appointment, they like him to ask if it is convenient to talk now, rather than start right off on a sales talk.
If I should drop in on a man, without an appointment, I simply say: "Mr. Wilson, my name is Bettger, Frank Bettger, of the Fidelity Mutual Life Insurance Company. Your friend, Vic Ridenour, asked me to stop in and see you the next time I was in your neighborhood. Can you talk for a few minutes now, or would you rather I call later?"
Usually he will say: "Go ahead" or, "What did you want to talk to me about?"
"You!" is my reply.
"What about me?" he generally asks.
Right there is the critical moment of the approach. If you're not prepared to answer this question immediately, and satisfactorily, you had better not make the call at all!
If you indicate that you want to sell him something that will cost him money, you are virtually telling him that you want to increase his problems. He is already worrying about how to pay all the bills in his desk drawer, and how to hold down his expenses. If you want to discuss some vital problem of his, he is anxious to talk with an open mind about any idea that may help him solve that problem. The housewife doesn't have time to talk to a salesman about buying a new refrigerator, but she is worried about the high cost of meat, butter, eggs, milk. She is vitally interested in hearing about how she can cut down waste, and reduce the cost of food. A busy young man is not interested in joining the Junior Chamber of Commerce, but he is tremendously interested in making more friends, in becoming better known and more highly regarded in his community, and in the possibility of increasing his income.
"In my twenty-five years of selling," he went on to tell me, "the best approach I ever found was to first find out about a prospect's hobby, and then talk about that hobby."
I find that I get into the questions more smoothly by waiting until my prospect is answering my first question before removing the questionnaire from my pocket. I do this while I am looking straight at him and listening with great interest...
Here are some of the intimate questions that I do not hesitate to ask:
What minimum monthly income would your wife need in the event of your death?
Minimum monthly income for yourself at age sixty-five?
What is the present value of your estate?
Stocks, bonds, other securities?
Real estate? (mortgages)
Cash on hand?
Earned annual income?
Your life insurance?
How much do you pay out each year for insurance?
..
I put the paper back in my pocket in the same manner that I take it out. My last question is (with a smile): "What do you do when you are not working, Mr. Kothe? In other words, do you have a hobby?"...
While he is answering that question I return the questionnaire to my pocket. I never show it to the prospect in the first interview. His curiosity in the meantime will develop to such an extent that it will improve my chances in the second interview. After I complete the information, I get out as soon as I can. I say: "Thank you for your confidence, Mr. Kothe. I am going to give this some thought. I think I've got an idea that may be of value to you, and after I work it out, I'll give you a call for an appointment. Is that satisfactory?"
he invariably asks: "What is it you want to see me about?"
There is the critical moment of the approach. As sure as I indicate that I want to sell something, I'm licked right there, and the chances of getting an appointment later are ruined. The truth of it is, I may not know whether he needs what I am selling.
..
Me:.. Dick suggested that I ought to know you. I know you are busy but I wonder if I may see you for about five minutes one day this week?
...
Me:.. If I try to sell you anything, it will be your fault, not mine. May I see you for a few minutes tomorrow morning, say, about nine o'clock?
...
Me: Well, if I take longer than five minutes, it will be your fault, not mine.
...
The next morning as I shook hands with him in his office, I took out my watch and said: "You've got another appointment at nine-thirty, so I'm going to limit myself to exactly five minutes."..."Well, my five minutes are up. Is there anything else you would like to tell me, Mr. Aley?"
Difficult men to see
--------------------------
"Mr. Brown, is there any best time to see you - early morning, or late afternoon?"
"Is early in the week, or late in the week better?"
"May I see you this evening?"
"What time do you go to lunch? Let's have lunch together one day this week. Will you have lunch with tomorrow at the Union League, say about twelve or twelve-thirty?"
If he is extremely pressed for time, but sincere about being willing to see me, I sometimes ask: "Have you got your car in town today?" If he says "no," I offer to drive him home in my car. I say: "it will give us a few minutes together."
I've been surprised how many men who are unwilling to make a definite appointment will agree to see me if I set the time far enough in advance. For example, on Friday mornings when I am planning my week's work ahead, if I phone and say: "Mr. Jones, I will be in your neighborhood next Wednesday; do you mind if I stop in and see you?" he will generally agree. Then I ask him whether morning or afternoon is better, and sometimes he will name an hour.
--------------------------
"Miss Mallets, good morning! This is Mr. Bettger. I wonder if you could work me into Mr. Hawshaw's schedule for twenty minutes today, or sometime this week?"
Most salesman find it necessary from time to time to submit figures to customers. I've found it far more effective when I can get the customer to do the figuring.
"New customers are the best source of new business. ... New customers are enthusiastic and happy about their new purchase, especially a new convenience they are using. Usually they are excited about it, and proud. They are anxious to tell their friends and neighbors about it."
When is the best time to follow a referred lead? Within six days? Or six weeks? Six minutes, I've found best, or just as soon as it is possible for me to get there.
Closing sales
--------------------------
In my eagerness to sell, I had been using closing points too early in the interview. I learned that the average successful sale goes through four steps: (1) Attention, (2) Interest, (3) Desire, (4) Close. When I began holding my closing points back for the close, it enabled the prospect to judge my plan with an open mind... I found that suppressed excitement is most effective in arousing the prospect's enthusiasm at the close of the sale.
I discovered that a good summary affords the best basis for climax in selling
After presenting the plan, and summarizing it, I look at the prospect and ask: "How do you like it?"
It is surprising how frequently he answers: "I think I like it." I assume this means he is going to buy, so I don't wait another moment. I begin to ask the necessary questions and write his answers on the application form. I always begin with unimportant questions. Once he starts giving me the answers, he seldom balks.
For example: "I can't afford it... See me in January... See me in the spring... I want to think it over... I want to talk it over with my wife... Your price is too high. I can do better than that." I learned that objections like these are not turndowns.
--------------------------
Gentlemen, after all, this business of selling narrows down to one thing - just one thing... seeing the people! Show me any man of ordinary ability who will go out and earnestly tell his story to four or five people every day, and I will show you a man who just can't help making good!
The best way I ever found to help overcome fear and rapidly develop courage and self-confidence is by speaking before groups. I discovered that when I lost my fear of speaking to audiences, I lost my fear of talking to individuals, no matter how big and important they were. This training and experience in public speaking got me out of my shell, opened my eyes to my own possibilities, and widened my horizons. It was one of the turning points in my career.
Whenever he talked about it being too much money for him to pay out, I talked more, asked more questions, about the wonderful work his foreign missionaries were doing.
The most important secret of salesmanship is to find out what the other fellow wants, then help him find the best way to get it.
"Mr. Booth, if you were my own brother, I would say to you what I'm going to say to you now."
Then that small voice whispered in my ear: "Tomorrow morning, nothing! You'll do it right now! You know how you lack confidence when you go out unprepared. This man has agreed to an appointment with you, Bettger. Let's prepare! and go over there with a winning attitude!"
In preparation for the interview, I imagined myself a salaried employee of Mr. Booth's company. I assumed the role of "assistant buyer in charge of insurance."
People don't like to be sold. They like to buy.
"If you can't boost, don't knock" is always a safe rule. I've found it is one of the quickest confidence-gainers. Try to say something good about the other fellow.
in answering I began by observing that in certain cases or circumstances his opinion would be right, but in the present case there appear'd or seem'd to me some difference
In 62 percent of the cases, the original objection raised against buying was not the real reason at all. I found that only 38 percent of the time did the prospect give me the real reason for not buying
A man generally has two reasons for doing a thing - one that sounds good, and a real one... Eventually, I hit on a simple little phrase ... That phrase is: "In addition to that..."
the importance of being a good listener, showing the other person you are sincerely interested in what he is saying, and giving him all the eager attention and appreciation that he craves and is so hungry for, but seldom gets!
Benjamin Franklin: "I will speak ill of no man - and speak all the good I know of everybody."
I find that people love to hear that they have helped you.
Here is a question I have used countless times: "How did you ever get started in this business, Mr. Roth?"
After I leave him, I make notes of many of these things: where he was born, his wife's name, names of his children, his ambitions, and hobbies. I have these records on cards in my files dating back twenty-five years.
Before entering a man's office I would pause for an instant and think of the many things I had to be thankful for, work up a great big, honest-to-goodness smile, and then enter the room with the smile just vanishing from my face. It was easy then to turn on a big, happy smile. Seldom did it fail to get the same kind of smile in return from the person I met on the inside.
I've found it pleases people when I pass them on the street to give them a big, cheerful smile, and merely say: "Mr. Thomas!" It means so much more to them than the usual, "Good morning...
to forget myself, and concentrate as hard as I could on the other person, his face, and his name. This helped me overcome self-consciousness when meeting strangers.
if you want to make sure that he remembers your name, you can usually find an opportunity to repeat your own name -perhaps something like this: "... and he said to me, 'Mr. Bettger, we've just had one of the best years.'"
When meeting anyone we haven't seen for a long time, I think it is best to mention our own name immediately.
In my work as a salesman, I've found it a great asset to remember not only the names of clients and prospects, but names of secretaries, phone operators, and other associates. Speaking to them by name makes them feel important.
When you're scared... admit it!
They dislike salesmen who keep them in suspense about who they are, whom they represent, and what they want... They admire the salesman who is natural, sincere, and honest in his approach, and who comes right to the point about the purpose of his call.
If the salesman calls without an appointment, they like him to ask if it is convenient to talk now, rather than start right off on a sales talk.
If I should drop in on a man, without an appointment, I simply say: "Mr. Wilson, my name is Bettger, Frank Bettger, of the Fidelity Mutual Life Insurance Company. Your friend, Vic Ridenour, asked me to stop in and see you the next time I was in your neighborhood. Can you talk for a few minutes now, or would you rather I call later?"
Usually he will say: "Go ahead" or, "What did you want to talk to me about?"
"You!" is my reply.
"What about me?" he generally asks.
Right there is the critical moment of the approach. If you're not prepared to answer this question immediately, and satisfactorily, you had better not make the call at all!
If you indicate that you want to sell him something that will cost him money, you are virtually telling him that you want to increase his problems. He is already worrying about how to pay all the bills in his desk drawer, and how to hold down his expenses. If you want to discuss some vital problem of his, he is anxious to talk with an open mind about any idea that may help him solve that problem. The housewife doesn't have time to talk to a salesman about buying a new refrigerator, but she is worried about the high cost of meat, butter, eggs, milk. She is vitally interested in hearing about how she can cut down waste, and reduce the cost of food. A busy young man is not interested in joining the Junior Chamber of Commerce, but he is tremendously interested in making more friends, in becoming better known and more highly regarded in his community, and in the possibility of increasing his income.
"In my twenty-five years of selling," he went on to tell me, "the best approach I ever found was to first find out about a prospect's hobby, and then talk about that hobby."
I find that I get into the questions more smoothly by waiting until my prospect is answering my first question before removing the questionnaire from my pocket. I do this while I am looking straight at him and listening with great interest...
Here are some of the intimate questions that I do not hesitate to ask:
What minimum monthly income would your wife need in the event of your death?
Minimum monthly income for yourself at age sixty-five?
What is the present value of your estate?
Stocks, bonds, other securities?
Real estate? (mortgages)
Cash on hand?
Earned annual income?
Your life insurance?
How much do you pay out each year for insurance?
..
I put the paper back in my pocket in the same manner that I take it out. My last question is (with a smile): "What do you do when you are not working, Mr. Kothe? In other words, do you have a hobby?"...
While he is answering that question I return the questionnaire to my pocket. I never show it to the prospect in the first interview. His curiosity in the meantime will develop to such an extent that it will improve my chances in the second interview. After I complete the information, I get out as soon as I can. I say: "Thank you for your confidence, Mr. Kothe. I am going to give this some thought. I think I've got an idea that may be of value to you, and after I work it out, I'll give you a call for an appointment. Is that satisfactory?"
he invariably asks: "What is it you want to see me about?"
There is the critical moment of the approach. As sure as I indicate that I want to sell something, I'm licked right there, and the chances of getting an appointment later are ruined. The truth of it is, I may not know whether he needs what I am selling.
..
Me:.. Dick suggested that I ought to know you. I know you are busy but I wonder if I may see you for about five minutes one day this week?
...
Me:.. If I try to sell you anything, it will be your fault, not mine. May I see you for a few minutes tomorrow morning, say, about nine o'clock?
...
Me: Well, if I take longer than five minutes, it will be your fault, not mine.
...
The next morning as I shook hands with him in his office, I took out my watch and said: "You've got another appointment at nine-thirty, so I'm going to limit myself to exactly five minutes."..."Well, my five minutes are up. Is there anything else you would like to tell me, Mr. Aley?"
Difficult men to see
--------------------------
"Mr. Brown, is there any best time to see you - early morning, or late afternoon?"
"Is early in the week, or late in the week better?"
"May I see you this evening?"
"What time do you go to lunch? Let's have lunch together one day this week. Will you have lunch with tomorrow at the Union League, say about twelve or twelve-thirty?"
If he is extremely pressed for time, but sincere about being willing to see me, I sometimes ask: "Have you got your car in town today?" If he says "no," I offer to drive him home in my car. I say: "it will give us a few minutes together."
I've been surprised how many men who are unwilling to make a definite appointment will agree to see me if I set the time far enough in advance. For example, on Friday mornings when I am planning my week's work ahead, if I phone and say: "Mr. Jones, I will be in your neighborhood next Wednesday; do you mind if I stop in and see you?" he will generally agree. Then I ask him whether morning or afternoon is better, and sometimes he will name an hour.
--------------------------
"Miss Mallets, good morning! This is Mr. Bettger. I wonder if you could work me into Mr. Hawshaw's schedule for twenty minutes today, or sometime this week?"
Most salesman find it necessary from time to time to submit figures to customers. I've found it far more effective when I can get the customer to do the figuring.
"New customers are the best source of new business. ... New customers are enthusiastic and happy about their new purchase, especially a new convenience they are using. Usually they are excited about it, and proud. They are anxious to tell their friends and neighbors about it."
When is the best time to follow a referred lead? Within six days? Or six weeks? Six minutes, I've found best, or just as soon as it is possible for me to get there.
Closing sales
--------------------------
In my eagerness to sell, I had been using closing points too early in the interview. I learned that the average successful sale goes through four steps: (1) Attention, (2) Interest, (3) Desire, (4) Close. When I began holding my closing points back for the close, it enabled the prospect to judge my plan with an open mind... I found that suppressed excitement is most effective in arousing the prospect's enthusiasm at the close of the sale.
I discovered that a good summary affords the best basis for climax in selling
After presenting the plan, and summarizing it, I look at the prospect and ask: "How do you like it?"
It is surprising how frequently he answers: "I think I like it." I assume this means he is going to buy, so I don't wait another moment. I begin to ask the necessary questions and write his answers on the application form. I always begin with unimportant questions. Once he starts giving me the answers, he seldom balks.
For example: "I can't afford it... See me in January... See me in the spring... I want to think it over... I want to talk it over with my wife... Your price is too high. I can do better than that." I learned that objections like these are not turndowns.
--------------------------
2010年1月29日 星期五
你留意到嗎？世界貿易結構正在轉變
The Chinese Consumer: An Unexpected Reraveling by Michael B. Krause
引用自：http://seekingalpha.com/article/184074-the-chinese-consumer-an-unexpected-reraveling
With the People's Bank of China starting to pull back liquidity and talk of even higher RMB interest rates on the horizon, we may be at a turning point in world trade where a latent and underestimated potential source of global aggregate demand is activated.
Simply summarized, the past policy of the Chinese government has been to subsidize its exporters by devaluing its own currency. It does this by buying US dollars on foreign exchange with newly printed RMB to keep the currency rate generally pegged. Doing this aggressively over the past decade, it has built enormous world capacity and stimulated world demand for the goods it produces.
By China saying it wants to decrease the rate of money supply increase (by restricting loans and raising interest rates), it is communicating to the world an end of this RMB devaluation policy, necessary to maintain their US dollar foreign exchange peg. The Chinese central bank can't have lower RMB money supply and a maintained US dollar peg, unless of course they make an agreement with the Fed to also reduce its money supply simultaneously. In this political and economic environment, this is an impossibility.
The People's Bank of China has two policy choices. The first is they can keep up the status quo, printing RMB to buy US Treasuries in order to continue to subsidize exporters, with the unwanted side effect of continued local price inflation and asset bubbles (real estate in particular). The alternative is that they raise interest rates and impose higher reserve requirements, reducing the rate of money growth. They have already embarked on this path, so there should be very little to guess (especially in the longer run) on where the RMB goes from here.
A stronger RMB means the US and Euro zone (China's largest trade partners) import less from China, while China imports more from the US and Euro zone. Such a change signifies a reversal of what many view a predatorial trade policy on the part of the Chinese. It also means the $2.4 trillion US dollars of accumulated reserves will have less buying power going forward.
In such a change, China's trade partners will have to deal with higher import prices, and will thus have lower GDP as a response. In the long run, their economies restructure and their exports increase (GDP rises). This reflects the J-curve model in international trade economics.
With China already the number one consumer of autos in the world, the Chinese consumer with the benefit of a strong currency would spell a voracious appetite for potential consumption. Certainly, with Chinese demand for transports growing at an exponential rate and global crude oil demand once again increasing, Chinese policymakers now have all the incentive in the world to let the RMB strengthen, keeping input and fuel costs under control, as global supplies of key commodities dwindle.
In the long run, a strong RMB means strong Chinese consumer demand, less price inflation in China, and increased exports (and thus economic growth) from the OECD. It also signifies a trend reversion of trade account deficits to possibly surplus, especially within the US. In a most extreme case where the Chinese government decided to sell off its stash of US dollar assets and then spend those dollars, a significant amount of latent aggregate demand is represented here. Contrary to Robert Samuelson's suggestion in Newsweek that "the massive disgorging of dollars could trigger another global economic collapse," it could in fact trigger quite the opposite, in the form of spending stimulus the US has never seen before. $2.4 trillion US dollars represent an enormous amount of real economic activity, and any near term economic risk a short term rise in interest rates would more than be offset by the increase in US GDP, employment rates, and correlating rising government tax revenues.
Inevitably, there are many undealt with moving parts here, resulting in more questions. Post-RMB revaluation, will the new strong Chinese consumer offset the losses the former Chinese exporter suffers? Will the surge in Chinese consumer demand be a one-off event, as their exporters languish? Will the US and Eurozone, with now weaker currencies, be able to be competitive exporters with the side effect of increased commodity costs? How long will it take for the US economy to restructure back into increased manufacturing and other industries clearly destroyed by Chinese predatorial trade subsidies? With a future US having increased real GDP activity and better government fiscal status resulting from corresponding increased tax revenues, a stronger US dollar may be a long run effect, contrary to any near term movement against the RMB.
The only near term certainty is that such a significant policy change will create volatility and result in enormous real economic change. An overshoot weakening of the US dollar would be likely. As well, gold may do well and US Treasuries may suffer (as a significant buyer disappears from the market).
Furthermore, since significant structural changes would need to occur in the US economy to adjust to a strong RMB, it may take a long time for exporters to adjust. This points to a lag in increased tax revenues. Short term, with a dollar devaluation, notional value of imports would increase, putting negative pressure on US GDP and making the US fiscal condition look all the more dire.
Inevitably, policymakers might invoke accelerated money printing and fiscal stimulus to ease the pain. Uncertainty may drive up inflation expectations as well, increasing the likelyhood of higher long run interest rates. Such an inflationary move in the US may be just what the doctor ordered, as nominal wages rise and accumulated debts currently stifling lending (reflecting bank insolvency) would be rendered non-issue.
引用自：http://seekingalpha.com/article/184074-the-chinese-consumer-an-unexpected-reraveling
With the People's Bank of China starting to pull back liquidity and talk of even higher RMB interest rates on the horizon, we may be at a turning point in world trade where a latent and underestimated potential source of global aggregate demand is activated.
Simply summarized, the past policy of the Chinese government has been to subsidize its exporters by devaluing its own currency. It does this by buying US dollars on foreign exchange with newly printed RMB to keep the currency rate generally pegged. Doing this aggressively over the past decade, it has built enormous world capacity and stimulated world demand for the goods it produces.
By China saying it wants to decrease the rate of money supply increase (by restricting loans and raising interest rates), it is communicating to the world an end of this RMB devaluation policy, necessary to maintain their US dollar foreign exchange peg. The Chinese central bank can't have lower RMB money supply and a maintained US dollar peg, unless of course they make an agreement with the Fed to also reduce its money supply simultaneously. In this political and economic environment, this is an impossibility.
The People's Bank of China has two policy choices. The first is they can keep up the status quo, printing RMB to buy US Treasuries in order to continue to subsidize exporters, with the unwanted side effect of continued local price inflation and asset bubbles (real estate in particular). The alternative is that they raise interest rates and impose higher reserve requirements, reducing the rate of money growth. They have already embarked on this path, so there should be very little to guess (especially in the longer run) on where the RMB goes from here.
A stronger RMB means the US and Euro zone (China's largest trade partners) import less from China, while China imports more from the US and Euro zone. Such a change signifies a reversal of what many view a predatorial trade policy on the part of the Chinese. It also means the $2.4 trillion US dollars of accumulated reserves will have less buying power going forward.
In such a change, China's trade partners will have to deal with higher import prices, and will thus have lower GDP as a response. In the long run, their economies restructure and their exports increase (GDP rises). This reflects the J-curve model in international trade economics.
With China already the number one consumer of autos in the world, the Chinese consumer with the benefit of a strong currency would spell a voracious appetite for potential consumption. Certainly, with Chinese demand for transports growing at an exponential rate and global crude oil demand once again increasing, Chinese policymakers now have all the incentive in the world to let the RMB strengthen, keeping input and fuel costs under control, as global supplies of key commodities dwindle.
In the long run, a strong RMB means strong Chinese consumer demand, less price inflation in China, and increased exports (and thus economic growth) from the OECD. It also signifies a trend reversion of trade account deficits to possibly surplus, especially within the US. In a most extreme case where the Chinese government decided to sell off its stash of US dollar assets and then spend those dollars, a significant amount of latent aggregate demand is represented here. Contrary to Robert Samuelson's suggestion in Newsweek that "the massive disgorging of dollars could trigger another global economic collapse," it could in fact trigger quite the opposite, in the form of spending stimulus the US has never seen before. $2.4 trillion US dollars represent an enormous amount of real economic activity, and any near term economic risk a short term rise in interest rates would more than be offset by the increase in US GDP, employment rates, and correlating rising government tax revenues.
Inevitably, there are many undealt with moving parts here, resulting in more questions. Post-RMB revaluation, will the new strong Chinese consumer offset the losses the former Chinese exporter suffers? Will the surge in Chinese consumer demand be a one-off event, as their exporters languish? Will the US and Eurozone, with now weaker currencies, be able to be competitive exporters with the side effect of increased commodity costs? How long will it take for the US economy to restructure back into increased manufacturing and other industries clearly destroyed by Chinese predatorial trade subsidies? With a future US having increased real GDP activity and better government fiscal status resulting from corresponding increased tax revenues, a stronger US dollar may be a long run effect, contrary to any near term movement against the RMB.
The only near term certainty is that such a significant policy change will create volatility and result in enormous real economic change. An overshoot weakening of the US dollar would be likely. As well, gold may do well and US Treasuries may suffer (as a significant buyer disappears from the market).
Furthermore, since significant structural changes would need to occur in the US economy to adjust to a strong RMB, it may take a long time for exporters to adjust. This points to a lag in increased tax revenues. Short term, with a dollar devaluation, notional value of imports would increase, putting negative pressure on US GDP and making the US fiscal condition look all the more dire.
Inevitably, policymakers might invoke accelerated money printing and fiscal stimulus to ease the pain. Uncertainty may drive up inflation expectations as well, increasing the likelyhood of higher long run interest rates. Such an inflationary move in the US may be just what the doctor ordered, as nominal wages rise and accumulated debts currently stifling lending (reflecting bank insolvency) would be rendered non-issue.
2010年1月2日 星期六
What I Have Lived For – Prologue of Bertrand Russell’s Autobiography
Three passions, simple but overwhelmingly strong, have governed my life: the longing for love, the search for knowledge, and unbearable pity for the suffering of mankind. These passions, like great winds, have blown me hither and thither, in a wayward course, over a great ocean of anguish, reaching to the very verge of despair.
I have sought love, first, because it brings ecstasy - ecstasy so great that I would often have sacrificed all the rest of life for a few hours of this joy. I have sought it, next, because it relieves loneliness - that terrible loneliness in which one shivering consciousness looks over the rim of the world into the cold unfathomable lifeless abyss. I have sought it finally, because in the union of love I have seen, in a mystic miniature, the prefiguring vision of the heaven that saints and poets have imagined. This is what I sought, and though it might seem too good for human life, this is what - at last - I have found.
With equal passion I have sought knowledge. I have wished to understand the hearts of men. I have wished to know why the stars shine. And I have tried to apprehend the Pythagorean power by which number holds sway above the flux. A little of this, but not much, I have achieved.
Love and knowledge, so far as they were possible, led upward toward the heavens. But always pity brought me back to earth. Echoes of cries of pain reverberate in my heart. Children in famine, victims tortured by oppressors, helpless old people a hated burden to their sons, and the whole world of loneliness, poverty, and pain make a mockery of what human life should be. I long to alleviate this evil, but I cannot, and I too suffer.
This has been my life. I have found it worth living, and would gladly live it again if the chance were offered me.
蘇軾《前赤壁賦》
按：壬戌，一○八二年。蘇學士的文章，豪放而睿智。蘇子，千年一遇之天才也，詩詞書畫皆出類拔萃。我自小常思生命之義，懼死後之無。茫茫宇宙中，忽然一個我，數十年後便消失，像從沒存在過一樣。讀了這篇文章，始釋然。
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壬戌之秋，七月既望，蘇子與客泛舟遊於赤壁之下，清風徐來，水波不興；舉酒屬客，誦明月之詩，歌窈窕之章。少焉，月出於東山之上，徘徊於斗牛之間；白露橫江，水光接天；縱一葦之所如，凌萬頃之茫然；浩浩乎如馮虛御風而不知其所止，飄飄乎如遺世獨立，羽化而登仙。
於是飲酒樂甚，扣舷而歌之，歌曰：「桂棹兮蘭槳，擊空明兮泝流光。渺渺兮予懷，望美人兮天一方。」
客有吹洞簫者，倚歌而和之。其聲嗚嗚然，如怨、如慕、如泣、如訴；餘音嫋嫋，不絕如縷；舞幽壑之潛蛟，泣孤舟之嫠婦。蘇子愀然，正襟危坐而問客曰：「何為其然也？」
客曰：「『月明星稀，烏鵲南飛』，此非曹孟德之詩乎？西望夏口，東望武昌，山川相繆，鬱乎蒼蒼，此非孟德之困於周郎者乎？方其破荊州，下江陵，順流而東也，舳艫千里，旌旗蔽空，釃酒臨江，橫槊賦詩，固一世之雄也，而今安在哉！況吾與子漁樵於江渚之上，侶魚蝦而友糜鹿；駕一葉之扁舟，舉匏樽以相屬；寄蜉蝣於天地，渺滄海之一粟。哀吾生之須臾，羨長江之無窮。挾飛仙以遨遊，抱明月而長終；知不可乎驟得，託遺響於悲風。」
蘇子曰：「客亦知夫水與月乎？逝者如斯，而未嘗往也；盈虛者如彼，而卒莫消長也。蓋將自其變者而觀之，則天地曾不能以一瞬；自其不變者而觀之，則物與我皆無盡也，而又何羨乎？且夫天地之間，物各有主；苟非吾之所有，雖一毫而莫取。惟江上之清風，與山間之明月；耳得之而為聲，目遇之而成色；取之無禁，用之不竭。是造物者之無盡藏也，而吾與子之所共適。」
客喜而笑，洗盞更酌。肴核既盡，杯盤狼藉。相與枕藉乎舟中，不知東方之既白。
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壬戌之秋，七月既望，蘇子與客泛舟遊於赤壁之下，清風徐來，水波不興；舉酒屬客，誦明月之詩，歌窈窕之章。少焉，月出於東山之上，徘徊於斗牛之間；白露橫江，水光接天；縱一葦之所如，凌萬頃之茫然；浩浩乎如馮虛御風而不知其所止，飄飄乎如遺世獨立，羽化而登仙。
於是飲酒樂甚，扣舷而歌之，歌曰：「桂棹兮蘭槳，擊空明兮泝流光。渺渺兮予懷，望美人兮天一方。」
客有吹洞簫者，倚歌而和之。其聲嗚嗚然，如怨、如慕、如泣、如訴；餘音嫋嫋，不絕如縷；舞幽壑之潛蛟，泣孤舟之嫠婦。蘇子愀然，正襟危坐而問客曰：「何為其然也？」
客曰：「『月明星稀，烏鵲南飛』，此非曹孟德之詩乎？西望夏口，東望武昌，山川相繆，鬱乎蒼蒼，此非孟德之困於周郎者乎？方其破荊州，下江陵，順流而東也，舳艫千里，旌旗蔽空，釃酒臨江，橫槊賦詩，固一世之雄也，而今安在哉！況吾與子漁樵於江渚之上，侶魚蝦而友糜鹿；駕一葉之扁舟，舉匏樽以相屬；寄蜉蝣於天地，渺滄海之一粟。哀吾生之須臾，羨長江之無窮。挾飛仙以遨遊，抱明月而長終；知不可乎驟得，託遺響於悲風。」
蘇子曰：「客亦知夫水與月乎？逝者如斯，而未嘗往也；盈虛者如彼，而卒莫消長也。蓋將自其變者而觀之，則天地曾不能以一瞬；自其不變者而觀之，則物與我皆無盡也，而又何羨乎？且夫天地之間，物各有主；苟非吾之所有，雖一毫而莫取。惟江上之清風，與山間之明月；耳得之而為聲，目遇之而成色；取之無禁，用之不竭。是造物者之無盡藏也，而吾與子之所共適。」
客喜而笑，洗盞更酌。肴核既盡，杯盤狼藉。相與枕藉乎舟中，不知東方之既白。
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