Swim with the Sharks Without Being Eaten Alive : Outsell, Outmanage, Outmotivate, and Outnegotiate Your Competition

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  • Edition: Reprint
  • Format: Paperback
  • Copyright: 2010-03-17
  • Publisher: HarperCollins Publications

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This straight-from-the-hip handbook by bestselling author and self-made millionaire Harvey Mackay spells out the path to success for readers everywhere. They will learn how to: Outsell by getting appointments with people who absolutely, positively do not want to see you, and then making them glad they said "yes!" Outmanage by arming yourself with information on prospects, customers, and competitors that the CIA would envy - using a system called the "Mackay 66." Outmotivate by using his insights to help yourself or your kids join the ranks of Amercia's one million millionaires. Outnegotiate by knowing when to "smile and say no" and when to "send in the clones." This one-of-a-kind book by a businessman who's seen it all and done it all has sold almost 2 million copies, and is the essential roadmap for everyone on the path to success.

Author Biography

Harvey Mackay is the chairman and chief executive officer of Mackay Envelope Corporation and has been elected to the Minnesota Business Hall of Fame. He is an internationally renowned public speaker, an avid runner and marathoner, and a number-one-ranked tennis player in Minnesota.

Table of Contents

Author's Note ix
Foreword by Kenneth Blanchard xv
Acknowledgments xix
CHAPTER ONE "I'd Like 15,000 Tickets for Tonight's Game, Please" 3(8)
CHAPTER TWO Harvey Mackay's Short Course in Salesmanship 11(56)
Lesson 1 It's Not How Much It's Worth, It's How Much People Think It's Worth
Lesson 2 There are Objections to Every Proposition, No Matter How Attractive
Lesson 3 Knowing Something About Your Customer Is Just as Important as Knowing Everything About Your Product
Lesson 4 The 66-Question Customer Profile
Lesson 5 The Mackay 66 Continued: War Stories
Lesson 6 Once You Attach Your Personality to a Proposition, People Start Reacting
Lesson 7 Racial and Religious Prejudice and Human Envy Have Not Been Eliminated
Lesson 8 How to Handle the Tough Prospect
Lesson 9 Create Your Own Private Club
Lesson 10 Short Notes Yield Long Results
Lesson 11 The Second-Best Place to Look for New Business
Lesson 12 What Every Salesperson-and Not Enough Entrepreneurs-Know
Lesson 13 Keep Your Eye on Your Time, Not on Your Watch
Lesson 14 If You Don't Have a Destination, You'll Never Get There
Lesson 15 Believe in Yourself, Even When No One Else Does
Lesson 16 Seek Role Models
Lesson 17 Fantasize
Lesson 18 The Easiest, Least Expensive, and Most Neglected Form of Advertising
Lesson 19 Show Me a Guy Who Thinks He's a Self-Made Man and I'll Show You the Easiest Sell in the World
CHAPTER THREE Harvey Mackay's Short Course on Negotiation 67(40)
Lesson 20 Smile and Say No Until Your Tongue Bleeds
Lesson 21 Send in the Clones
Lesson 22 There Is No Such Thing as a Sold-Out House
Lesson 23 Understanding Your Banker
Lesson 24 The Single Most Powerful Tool for Winning a Negotiation Is the Ability to Walk Away from the Table Without a Deal
Lesson 25 "Calling Mr. Otis"
Lesson 26 The Most Important Term in Any Contract Isn't in the Contract
Lesson 27 Agreements Prevent Disagreements
Lesson 28 The Longer They Keep You Waiting, the More They Want to Deal
Lesson 29 He Who Burns His Bridges Better Be a Damn Good Swimmer
Lesson 30 Make Your Decisions with Your Heart, and What You'll End Up with Is Heart Disease
Lesson 31 Never Buy Anything in a Room with a Chandelier
Lesson 32 Everything's Negotiable
Lesson 33 The Buyer/Seller Battle
CHAPTER FOUR Harvey Mackay's Short Course in Management 107(100)
Lesson 34 The Single Greatest Mistake a Manager Can Make
Lesson 35 When a Person with Money Meets a Person with Experience
Lesson 36 You'll Always Get the Good News; It's How Quickly You Get the Bad News That Counts
Lesson 37 Throw It on the Floor
Lesson 38 Treat Your Suppliers the Way You Treat Your Customers
Lesson 39 The Time for the Renaissance Man Was the Renaissance
Lesson 40 Never Be Your Own Hatchet Man
Lesson 41 On the Other Hand, If You Are Going to Be Your Own Hatchet Man
Lesson 42 Little Things Don't Mean a Lot; They Mean Everything
Lesson 43 How to Spot a Winner
Lesson 44 Your Best People May Spend Their Most Productive Time Staring at the Wall
Lesson 45 It's More Fun When It's Spontaneous
Lesson 46 Have You Ever Seen a Stand-Up Strike?
Lesson 47 It Isn't Practice That Makes Perfect; You Have to Add One Word: It's Perfect Practice That Makes Perfect
Lesson 48 Trust the Experts...to Be Wrong
Lesson 49 It Isn't the People You Fire Who Make Your Life Miserable, It's the People You Don't
Lesson 50 The Best Way to Chew Someone Out
Lesson 51 Never Let Anyone, Particularly a Superstar, Pick His or Her Own Successor
Lesson 52 Give More Conventions and You Can Give Fewer Raises
Lesson 53 How Many Salespeople Do You Have?
Lesson 54 Get Bored Easily
Lesson 55 Ask an Old Grizzly
Lesson 56 Knowing When Not to Work Hard Is as Important as Knowing When To
Lesson 57 Owning 1 Percent of Something Is Worth More Than Managing 100 Percent of Anything
Lesson 58 Dig Your Well Before You're Thirsty
Lesson 59 Treat Your Own People the Way You Treat Your Customers
Lesson 60 How to Be Fired
Lesson 61 You Can't Solve a Problem Unless You First Admit You Have One
Lesson 62 If You Can Afford to Buy Your Way Out of a Problem, You Haven't Got a Problem
Lesson 63 "I Have Never Seen a Bad Resume": John Y. Brown
Lesson 64 The Acid Test for Hiring
Lesson 65 If You Want to Be Santa Claus, Your Sled Better Be Able to Pull a Trailer
Lesson 66 What's the Best Way to Save Time?
Lesson 67 Don't Get Mad and Don't Get Even Either
Lesson 68 Know Thine Enemy
Lesson 69 Don't Be Intimidated by a Reputation
CHAPTER FIVE Quickies 207(20)
Quickie 1 Gratitude Is the Least Deeply Felt of All Human Emotions
Quickie 2 It's Not Your Last Good Idea
Quickie 3 Buy Cheap Cars and Expensive Houses
Quickie 4 How to Get to Know a Celebrity
Quickie 5 The Best R&D in the World Is Never More Than a Keystroke Away
Quickie 6 "Nothing Is Greater to One Than One's Self Is"-Walt Whitman
Quickie 7 There Is No Such Thing as a Bad Memory
Quickie 8 Put Your Memory Where Your Mouth Is
Quickie 9 Stay Sharp by Predicting the Future
Quickie 10 It Usually Pays to Look Good, but Sometimes It Pays a Lot More to Look Bad
Quickie 11 Take a Multimillionaire to Lunch
Quickie 12 It's Not Only Who You Know, but How You Get to Know Them
Quickie 13 To a Normal Person, $10 Million Will Seem Like Enough
Quickie 14 How to Beat the Law of Supply and Demand
Quickie 15 There Is a Place in the World for Anyone in the World Who Says, "I'll Take Care of It"
Quickie 16 Never Give the Same Speech Once
Quickie 17 There Are Two Times in Life When You're Totally Alone: Just Before You Die and Just Before You Make a Speech
Quickie 18 The Beauty of Cash
Quickie 19 The Meaning of Life
CHAPTER SIX Helping Your Kids Beat the Odds 227(10)
Helping Your Kids Beat the Odds
Don't Plan on Sticking Around Just to Collect the Gold Watch
Find Something You Like to Do and Make It Pay
Make Believe Your Parents Are Right Some of the Time
There's No Future in Saying It Can't Be Done
Its Harder to Be a Success When Your Parents Already Are
CHATPER SEVEN The Closer: How to Succeed 237(12)
How to Succeed
Determination + Goal-Setting + Concentration = Success
Index 249(12)
About the Author 261


Swim with the Sharks Without Being Eaten Alive
Outsell, Outmanage, Outmotivate, and Outnegotiate Your Competition

Chapter One

"I'd like 15,000 Tickets for
Tonight's Game, Please"

The fifteen minutes of fame that the late Andy Warhol promisedeach of us came to me in the spring of 1984. I was the point manin a nationally publicized effort to outflank Calvin Griffith, theowner of the Minnesota Twins baseball team. Griffith wanted tosell his ball club to a group of Florida businesspeople who wouldhave moved the Twins to Tampa. Another group, consisting ofTwin Cities people, with which I was involved, wanted to keepthe club there, under local ownership -- and see to it that wedidn't get caught up in a very expensive bidding war.

Unlike Calvin, we had a secret weapon: Bill Veeck.

In case you don't know who Bill Veeck is, he was the manwho, in 1951, as owner of the hapless St. Louis Browns, stagedan innocent-appearing promotion that so upset the baseball establishment -- and so endeared him to baseball fans -- that foras long as the game is played, he will be remembered as the manwho "sent a midget to bat."

At three feet, seven inches and sixty-five pounds, EddieGaedel, ordinarily a vaudeville performer, gave the Browns oneof their rare distinctions. He was the first and only certifiablemidget to appear in a Major League Baseball game. For therecord, he walked on four straight pitches and upon reaching firstbase was replaced immediately by a pinch runner. True to form,the runner was stranded on third and the Browns lost the game.But from the uproar Veeck had created you would have thoughthe'd called Babe Ruth a transvestite.

Veeck also operated five baseball clubs, three in the majorsand two in the minors, won pennants, set major-league attendancerecords, was the promotional genius who helped innovatebat night, glove night, fan appreciation night, players' names onuniforms, exploding scoreboards, the ivy-covered walls of theWrigley Field bleachers, the expansion of the major leagues, theunrestricted draft, and such yet-to-be-adopted proposals as interleagueplay.

In a word, he was a visionary. In another word, he was a maverick.My first contact with Veeck was simple enough. I pickedup the phone and called him. Veeck prided himself on beingtotally accessible to anyone. Unlike most club owners, Veeckroamed the stands, schmoozing with his customers, instead ofhiding out in a private box, à la Steinbrenner. Veeck had opinionson just about everything, and he loved to lay them on anyonewho would listen.

As the situation in the Twin Cities began to unfold, I foundmyself calling Veeck almost daily. Here's what we were upagainst: Griffith had an escape clause in his stadium lease thatpermitted him to cancel if the Twins' attendance did not reach 4.2 million fans over a three-year period. Thanks to an inferiorproduct, attendance over the previous two years had been so badthat by the end of the 1984 season the Twins would have had todraw 2.4 million to reach the 4.2 million total. However, if thetotal was reached, Griffith would be bound to his lease, and toMinnesota, for three more years.

Though he'd be free once again to leave after each three-yearstint, he knew and we knew that once he had announced his desireto leave, the already disgruntled fans would turn on hisshoddy product with a vengeance, and he would be forced to endureanother three years of horrendous attendance and red ink.

So, unwilling to spend the money necessary to improve theteam, he was determined to sell. Just as we were determined tosee that the Twins hit 2.4 million in attendance in 1984. And hehad only one group to sell to: us.

Our problem was that 2.4 million was an almost impossiblegoal. Veeck had set a major-league record that stood for fifteenyears when he drew 2.8 million with a pennant-winning club inCleveland. Less than a month into the 1984 season, it was clearthe Minnesota Twins were going nowhere.

Confident that there was nothing anyone in Minneapolis orSt. Paul could do to bind Griffith to his lease, in late April theFlorida group endeared themselves to Griffith. They accomplishedthis by ridding him of a longtime antagonist, Gabe Murphy,when they bought Murphy's 43 percent minority interest inthe club for $11 million.

Griffith then announced that he was open to all offers for hismajority interest as long as they were for at least $50 million,which is what the pennant-contending Detroit club had just soldfor. Calvin then sat back waiting for the bidding war to unfold betweenTampa and Minnesota for the remaining stock.

What he hadn't counted on was the tenacity of the Twin Cities community and the long memory of Bill Veeck. Twenty-fiveyears earlier, Veeck, as the owner of the Chicago White Sox, hadvoted at an American League meeting in favor of Griffith's moveof the Washington Senators franchise to Minnesota. In exchange,Veeck felt he had an agreement from Griffith to support Veeck'sbid for an expansion franchise in newly vacated Washington. ToVeeck's mind, Griffith reneged on the deal when he voted for anothergroup. It was an act Veeck would not forget. He devotedan entire chapter of his autobiography, Veeck as in Wreck, toGriffithian duplicity, a topic that also included another ancientwound inflicted years earlier when Griffith's uncle, Clark Grif-fith, supposedly reneged on a promise to let Veeck move theBrowns' franchise to Baltimore.

What Veeck told me was that if we could mount a buyoutTwins tickets sufficient to boost 1984 attendance to 2.4 million,Griffith would cave in and sell to us at our price, knowing thatthe club couldn't be packed off to Tampa, the fan resentment overhis threatened move would be so great he couldn't afford to operateit any longer ...

Swim with the Sharks Without Being Eaten Alive
Outsell, Outmanage, Outmotivate, and Outnegotiate Your Competition
. Copyright © by Harvey Mackay. Reprinted by permission of HarperCollins Publishers, Inc. All rights reserved. Available now wherever books are sold.

Excerpted from Swim with the Sharks Without Being: Outsell, Outmanage, Outmotivate, and Outnegotiate Your Competition by Harvey Mackay
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