When Freakonomics was first published, the authors started a blog—and they’ve kept it up. The writing is more casual, more personal, even more outlandish than in their books. In When to Rob a Bank, they ask a host of typically off-center questions: Why don’t flight attendants get tipped? If you were a terrorist, how would you attack? And why does KFC always run out of fried chicken?
Over the past decade, Steven D. Levitt and Stephen J. Dubner have published more than 8,000 blog posts on Freakonomics.com. Many of them, they freely admit, were rubbish. But now they’ve gone through and picked the best of the best. You’ll discover what people lie about, and why; the best way to cut gun deaths; why it might be time for a sex tax; and, yes, when to rob a bank. (Short answer: never; the ROI is terrible.) You’ll also learn a great deal about Levitt and Dubner’s own quirks and passions, from gambling and golf to backgammon and the abolition of the penny.
Steven D. Levitt, a professor of economics at the University of Chicago, was awarded the John Bates Clark Medal, given to the most influential American economist under forty. He is also a founder of The Greatest Good, which applies Freakonomics-style thinking to business and philanthropy.
Stephen J. Dubner, an award-winning journalist and radio and TV personality, has worked for the New York Times and published three non-Freakonomics books. He is the host of Freakonomics Radio and Tell Me Something I Don't Know.
Stephen J. Dubner is an award-winning author, journalist, and radio and TV personality. He quit his first career—as an almost rock star—to become a writer. He has since taught English at Columbia, worked for The New York Times, and published three non-Freakonomics books.
The need to understand what top-performing reps are doing that their average performing colleagues are not drove Matthew Dixon, Brent Adamson, and their colleagues at Corporate Executive Board to investigate the skills, behaviors, knowledge, and attitudes that matter most for high performance. And what they discovered may be the biggest shock to conventional sales wisdom in decades.
Based on an exhaustive study of thousands of sales reps across multiple industries and geographies, The Challenger Sale argues that classic relationship building is a losing approach, especially when it comes to selling complex, large-scale business-to-business solutions. The authors' study found that every sales rep in the world falls into one of five distinct profiles, and while all of these types of reps can deliver average sales performance, only one-the Challenger- delivers consistently high performance.
Instead of bludgeoning customers with endless facts and features about their company and products, Challengers approach customers with unique insights about how they can save or make money. They tailor their sales message to the customer's specific needs and objectives. Rather than acquiescing to the customer's every demand or objection, they are assertive, pushing back when necessary and taking control of the sale.
The things that make Challengers unique are replicable and teachable to the average sales rep. Once you understand how to identify the Challengers in your organization, you can model their approach and embed it throughout your sales force. The authors explain how almost any average-performing rep, once equipped with the right tools, can successfully reframe customers' expectations and deliver a distinctive purchase experience that drives higher levels of customer loyalty and, ultimately, greater growth.
For decades, The One Minute Manager® has helped millions achieve more successful professional and personal lives. While the principles it lays out are timeless, our world has changed drastically since the book’s publication. The exponential rise of technology, global flattening of markets, instant communication, and pressures on corporate workforces to do more with less—including resources, funding, and staff—have all revolutionized the world in which we live and work.
Now, Ken Blanchard and Spencer Johnson have updated The One Minute Manger to introduce the book’s powerful, important lessons to a new generation. In their concise, easy-to-read story, they teach readers three very practical secrets about leading others—and explain why these techniques continue to work so well.
As compelling today as it was thirty years ago, this classic parable of a young man looking for an effective manager is more relevant and useful than ever.
Behavioral economist and New York Times bestselling author of Predictably Irrational Dan Ariely returns to offer a much-needed take on the irrational decisions that influence our dating lives, our workplace experiences, and our temptation to cheat in any and all areas. Fans of Freakonomics, Survival of the Sickest, and Malcolm Gladwell’s Blink and The Tipping Point will find many thought-provoking insights in The Upside of Irrationality.
Now, with Think Like a Freak, Steven D. Levitt and Stephen J. Dubner have written their most revolutionary book yet. With their trademark blend of captivating storytelling and unconventional analysis, they take us inside their thought process and teach us all to think a bit more productively, more creatively, more rationally—to think, that is, like a Freak.
Levitt and Dubner offer a blueprint for an entirely new way to solve problems, whether your interest lies in minor lifehacks or major global reforms. As always, no topic is off-limits. They range from business to philanthropy to sports to politics, all with the goal of retraining your brain. Along the way, you’ll learn the secrets of a Japanese hot-dog-eating champion, the reason an Australian doctor swallowed a batch of dangerous bacteria, and why Nigerian e-mail scammers make a point of saying they’re from Nigeria.
Some of the steps toward thinking like a Freak:First, put away your moral compass—because it’s hard to see a problem clearly if you’ve already decided what to do about it. Learn to say “I don’t know”—for until you can admit what you don’t yet know, it’s virtually impossible to learn what you need to. Think like a child—because you’ll come up with better ideas and ask better questions. Take a master class in incentives—because for better or worse, incentives rule our world. Learn to persuade people who don’t want to be persuaded—because being right is rarely enough to carry the day. Learn to appreciate the upside of quitting—because you can’t solve tomorrow’s problem if you aren’t willing to abandon today’s dud.
Levitt and Dubner plainly see the world like no one else. Now you can too. Never before have such iconoclastic thinkers been so revealing—and so much fun to read.
Vad är farligast, en revolver eller en swimmingpool? Vad har skollärare och sumobrottare gemensamt? Varför bor knarklangare fortfarande hemma hos sina mammor?
Det här kanske inte låter som typiska frågor som en ekonom eller journalist ställer sig. Men Steven D. Levitt är ingen typisk ekonom. Och Stephen J. Dubner är ingen vanlig journalist. Tillsammans är de hjärnorna bakom Freakonomics – och allt började med den här boken.
Freakonomics har sålt i sex miljoner exemplar världen över, blivit en prisbelönt dokumentärfilm och en podcast med fem miljoner lyssnare varje månad. Levitt och Dubner har visat att världen alltid är intressantare än vi tror; allt som krävs är att vi ställer de rätta frågorna.
»Chicagoekonomen Steven D. Levitt använder siffror och tabeller ungefär som Janne Josefsson använder mikrofon och kamera.«
»Om Indiana Jones var en ekonom skulle han vara Steven Levitt ... Att kritisera Freakonomics skulle vara som att kritisera glass med varm kolasås.«
—Wall Steet Journal
»En bok som faktiskt får en att se på omvärlden på ett nytt sätt.«
»Steven Levitt är den mest intressanta tänkaren i USA ... Förbered dig på att bli bländad.«
Told with the grit of a journalist and the grace of a memoirist, Confessions of a Hero-Worshiper is a breathtaking, heartbreaking, and often humorous story of astonishing developments. It is also a sparkling meditation on the nature of hero worship—which, like religion and love, tells us as much about ourselves as about the object of our desire.