Wombat Book --- NewSell
by Dr. Michael Hewitt-Gleeson

This html-coded online version of the Wombat Final 15/5/06 9:12 AM -- wombatbook.pdf, was prepared by Darlene Sartore with some additions, clarifications, minor adaptations, color texting, and numbered paragraphs to make the text easier to use in follow-along reading and referencing during dialogs.... This version is for use only by course presenters certified by An Ever Better World Internet Academy. Permission granted from author on March 5, 2007.

Chapter 22. Flipping The NEWsell Switch
wombatbook.pdf pages 201 - 208

Some of my favourite examples - old and new

Newsell rocks!

1. The promise of newsell is that it can produce sales results up to TEN TIMES those of oldsell because the focus is on the start and not on the close. The attention is on flipping the newsell switch from Uncheck to Check and doing it ten times more than ever before. UNCHECKTOCHECK X10.

2. Here are a few examples of my own, and others I have worked with over the years where we have flipped the switch and escaped from Uncheck with offers that then led to X10 results.

Thinking Instructors

3. In 1979 at JFK International airport in New York, I suggested to Edward de Bono that we should create 'thinking instructors' to teach thinking skills in schools, businesses and families around the world. Over the past 25 years this idea has grown to become the second largest program for the teaching of thinking in history. The Vatican's 500-year mission of exporting its own European thinking system (logic) is still far and away the largest ever.

GE X10

4. I've mentioned an example of working with GE earlier. I'll discuss it again here. I first met Jack Welch just after he became Chairman of the General Electric Company in the US. At a meeting in Marco Island, Florida in September 1984 I showed how he could use a strategy I called GE X10. At that time General Electric was a US$30-billiondollar manufacturer, making everything from locomotives to light bulbs. GE was having the same sort of problem that most manufacturing companies were having at the time with shrinking markets and increasing competition.

5. The problem was: how do you get that unfair advantage when your competitors are doing the same as you are? At that time there was the quality drive; everyone was into 'quality'. Everyone was reading the same books, attending the same seminars, using the same consultants, doing the same thing, so there was a Red Queen effect - just like an arms race in biology. In Lewis Carroll's Through the Looking Glass the Red Queen had to run as fast as she could just to stay in the one place! Suppose you've got gazelles and you've got cheetahs. The genes in the cheetah pool are selected to make for faster running cheetahs in order to be able to catch the gazelles. At the same time, the gazelle gene pool is selecting for faster genes so gazelles can run faster to avoid being eaten - so you get this kind of genetic arms race. After all that effort you still get much the same number of cheetahs eating the same number of gazelles.

6. This is what was happening in manufacturing in the 1970s and '80s with arms races in 'quality' and 'excellence' and 're-engineering' and so on. Corporations in countries like the US and Australia were doing the same thing while competition was getting tougher, markets were shrinking and it was difficult to make that quantum leap. So, Jack was very interested in the concept of multiplying GE by ten. If you added a zero to GE, a $30-billion company, it would become a $300-billion company. He asked me to help him spread the GE X10 meme throughout the company which I did over the following 18 months. 'Finding a better way every day' became a GE slogan which was put up in every GE office and factory around the world.

7. By the time he retired, Jack Welch had switched GE from being a product-driven business bent on market share to a customer-driven business bent on profit share. In doing so, he grew GE from a $30-billion manufacturing company in 1985 to a clever $300-billion company in 1998. As a result, GE's shareholder value grew ten times making it the most valuable company in the world at the time.


8. In October 2005, I ran another training program called Aussie Bodies X10 for a fast growing company in Port Melbourne. When I first was introduced to Aussie Bodies in 1993 (now at www.aussiebodies.com.au) it was a small Australian company that pioneered the use of protein as a food supplement for athletes and gyms. At that time, Maria Deveson, the CEO, and her devoted team were working hard to spread the 'protein idea' and to keep the small half-million-dollar company in a survival mode so it could live long enough to grow. She asked me about the newsell strategy. I trained the team in the newsell system and also became an equity investor. After a lot of hard work, Maria Deveson and her team has now grown Aussie Bodies to a $50-milliondollar enterprise with international distribution and a growing range of brands.

New York Hospitals

9. In 1979 I offered to show over 64 CEOs of New York hospitals how their own employees could come up with BVS ideas to cut costs in a 30-day lateral thinking campaign. My offer was presented to them at a lunch at the Waldorf-Astoria hotel which I hosted and included the offer of a full-page advertisement in The New York Times where they could brag to New Yorkers about the results of these efforts to reduce the cost of health-care and get good PR. Twenty-three hospitals signed up with a total of 41,000 employees participating. It was said in the media that this was the first time in New York's history that 23 hospitals had ever done anything together. Two television networks carried the story in their 6 pm news. In addition, The New York Post, the Daily News, several New York metropolitan newspapers, Industry Week, the Wall Street Journal, various magazines, industrial publications, and media around the country, in Europe, and even The Herald in Melbourne ran the story. According to the hospital CEOs, this PR aspect of the project alone made their efforts and their involvement worthwhile. To top it all off, there was $12 million in savings that the hospital employees generated during the lateral thinking campaign.

The Santa Barbara Learn-To-Think Project

10. In 1983, the City of Santa Barbara, 70 miles north of Los Angeles, received national attention by becoming the first community in the United States to 'teach itself to think'. The Santa Barbara Learn-To-Think Project involved educators, businesspeople, parents, legislators, community groups and children, all working together to teach themselves the skill of thinking. The project even received a special grant from the prestigious MacArthur Foundation. In January 1983, I had suggested to a leading educator in Santa Barbara that if she could obtain signatures to the following letter from the mayor, the Chamber of Commerce, the superintendent of schools, the PTA, and other community leaders in Santa Barbara, then the School of Thinking would use publicity to promote the fact and officially declare Santa Barbara to be the first community in the United States ever to teach itself to think. The letter went as follows:

11. Thinking has now become the fastest-growing industry in the United States. Of the 19 million new jobs created in the United States in the 1970s, 17 million jobs were in the thinking industry.

12. The opportunity now exists for Santa Barbara to become the first community in the history of the United States to teach itself to think. This project would involve leaders in Santa Barbara from education, business, community groups,parent groups and legislators. I support the Santa Barbara Learn-To-Think Project.

Signed: ______________________________________

13. Within ten days she produced letters signed by the mayor, the Chamber of Commerce, the superintendent of schools, the PTA and other community leaders. Since then, other communities and school districts around the world have begun projects to teach thinking to their constituencies.

ANZ Trustees

14. In February 1989, I showed ANZ Trustees how to replace their existing oldsell strategy with a newsell strategy for marketing their V2 Cash Common Fund. The two aims were to increase the number of new intermediary clients acquired and to increase the sales. We tracked the results for the first 12 months. Here are the results before newsell showing the year, the number of new intermediary clients and the sales. The middle column represents the number of new intermediaries (lawyers, accountants) added to their network and the right hand column represents the actual deposits into the V2 fund:

1986 34 $7 million
1987 39 $5 million
1988 38 $4 million

Here are the results after newsell

1989 161 $70 million

The results were in excess of TEN TIMES the previous results of oldsell.

This html-coded online version of the Wombat Final 15/5/06 -- wombatbook.pdf, was prepared by Darlene Sartore with some minor adaptations and color texting, for use only by course presenters certified by Ideal Network Academy. Use permission herein granted from author Michael Hewitt-Gleeson on March 5, 2007.

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WOMBAT SELLING: How to sell by Word of Mouth

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