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Frank R. Wallace founded Neo-Tech Publishing Company in 1968 by writing, publishing, and marketing the book Poker, A Guaranteed Income For Life By Using The Advanced Concepts Of Poker. That book revealed an integrated, disciplined approach to poker strategy. It became the best-selling poker book of all time. That book laid the objective, non-mystical foundations crucial to the development of many concepts in The Neo-Tech Discovery.
When Frank R. Wallace first submitted his radical work on poker to traditional New York publishers, none showed interest in the book. So, Wallace decided to publish and market the book himself. He would sell his poker book through advertisements in newspapers and magazines. Well, in 1968, trying to run an advertisement for a book on poker was like trying to publish nude pictures in a religious maga-zine. Media after media rejected Wallace's poker-book ad.
At that point, what else could a self-publisher do? How could one publish and market a book through media advertisements if no magazine or newspaper would accept the book's advertisement? But, Frank R. Wallace would not give up. He knew his poker book was a unique and important value. He approached countless magazines, newspapers, and even advertising agencies. Finally, a newspaper in Texas agreed to run his poker-book ad. The response to that advertisement was positive. The poker-book ad was in the black.
Once that Texas paper ran the poker-book advertisement, Dr. Wallace went back to the other magazines and newspapers that had previously rejected his poker ad. Wallace showed those publications his advertisement in the Texas newspaper. He then explained how that Texas paper had run his advertisement on poker and that there were no problems. In fact, the advertisement received a very positive response from readers.
Once an advertising manager saw that another publication had accepted the poker-book ad, that advertising manager would state something like, "Well, if XYZ ran that poker ad and everything was O.K., I guess it'll be O.K. if we run the ad, too." Thus, several more magazines and newspapers agreed to run Wallace's poker-book advertisement right after that Texas paper had run it.
Frank R. Wallace then approached other media with his growing list of magazines and newspapers that had already run his poker-book advertisement. More and more media became willing to run the poker-book ad. However, the top echelon of media were still not willing to run an advertisement connected with the subject of gambling. Yet, Wallace especially wanted to advertise his unique, philosophically-oriented poker book in business publications such as The Wall Street Journal, Barons, Forbes, and others. The concepts in Wallace's poker book could be applied to business and would appeal to businessmen. So, Frank R. Wallace dug in and became persistent. He would approach top media and get rejected. Still, he consistently came back a few months later and re-applied, always exhibiting his growing repertoire of publications that had run his poker-book advertisement.
Over time, every publication Frank R. Wallace wanted to advertise in accepted his poker-book advertisement. In fact, the dynamics actually reversed. The most established media eventually came chasing after Frank R. Wallace to run his "poker" advertisement in their publications -- including The Wall Street Journal, Barons, Forbes, and other top publications. Why did that situation reverse itself? Because Wallace understood and applied The Persistency Concept.
When a person has a valid, but novel idea, that new idea is usually not only flatly rejected by the establishment, it is often vehemently opposed. That happened with Frank R. Wallace's poker book in the 1960s. A person's initial reaction is to think, "Well, that's the end of my idea. I know my idea is valid, but I need the cooperation of others to make it succeed." But, a situation never has to remain that way. Enormous transformations can happen with persistency and time.
Juan Trippe, founder of Pan American Airways, understood the power of persistency. Persistency propelled Trippe to incredible success and allowed him to reach extraordinary goals. Juan Trippe pioneered international air travel. His airline, Pan Am, led the industry for decades. Trippe accomplished feats in the airline industry that were way ahead of their time. He thrust his initial one-plane business into the world leader of international air travel for over half a century.
Trippe had tremendous foresight. Yet, many people have good foresight. What distinguished Juan Trippe was his ability to push his foresight to reality. For, just as happens to most people, Trippe's foresighted ideas met complete rejection at first. To others, Trippe's foresighted ideas appeared outrageous. But, instead of giving in to resignation, Trippe would keep coming back, tirelessly pursuing his ideas and proposals -- whether this meant pursuing the management of some company, a group of investors, or government officials. Month after month, year after year, the objects of Trippe's pursuit began hearing his proposals so often that eventually they wore down. What at first appeared outrageous, would, after hearing it so many times, begin appearing not outrageous, but rather familiar.
Trippe pioneered air routes all over the world in the early 1930s. His initial proposals for trans-Pacific, trans-Atlantic, and trans-South American air routes appeared outrageous at the time. Trippe had to convince investors to sink money into risky, trial-blazing ventures, had to coerce airplane manufacturers to design and produce gigantic new airplanes capable of making such long-haul trips, and had to get landing rights from dozens of extortionist foreign governments. Eventually, Trippe pulled off the most outlandish "schemes" through sheer persistency.
Why is persistency so powerful? Because persistency in itself tends to validate one's ideas. When a person first proposes something new, something radical, it will undoubtedly be rejected by traditional minds. Yet, the very nature of an integrated-thinking, forward-essence mover will constantly lead him or her to new ideas. By persistently pursuing those ideas, other people grow more and more used to one's ideas. Persistency tones down and eventually wears out negative reactions to new ideas. And the very act of continuously pursuing an idea over time tends to self-validate the legitimacy of that idea.
Eric Savage discovered the power of persistency in foreign marketing. Direct mail was a new concept in most countries. The concept of renting a company's mailing list to another company was alien to most overseas managers. Thus, the lifeblood of Neo-Tech Publishing's business -- mailing lists -- seemed off-limits overseas. But, persistency pried open opportunity.
Eric would first approach an overseas company with a proposal to rent their mailing list. Most companies would reject Eric's offer. They would state something to the effect that there was no way they were going to rent their precious list of customers to another company. Most managers in overseas companies would sound so emphatic about their refusal to rent Neo-Tech Publishing their mailing list that an outsider who witnessed the situation would think it hopeless for Eric to pursue the matter further. However, with persistency over time, a complete transformation often occurred. Eric simply would not give up.
Eric would not give up pursuing a manager about renting his mailing list because Eric knew he had a valid, profitable business proposal. No matter how emphatic a manager initially appeared when rejecting Neo-Tech's offer to rent his company's mailing list, Eric knew that the offer benefited everyone. The list-owner benefited, Neo-Tech Publishing benefited, the consumers on the mailing list benefited. So, Eric would not give up. Three months later, six months later, a year later, Eric would always come back to that same manager proposing to rent his company's mailing list. Eric would do this via letters, phone calls, even direct visits. As a result of Eric's persistency, what at first appeared new and even weird to an overseas manager began appearing familiar and comfortable as he heard Eric's proposal again and again. What at first may have appeared to be a fly-by-night scheme could no longer be viewed as such when Neo-Tech Publishing and its international direct-mail operation were still around six months later, a year later, two years later.
In addition, Eric would keep presenting a growing list of businesses in that manager's home country that had already rented their mailing lists to Neo-Tech Publishing. Nothing bad happened to those companies. In fact, those companies seemed to have profited from the deal. Thus, over time, Eric's image would go from that of a suspected fly-by-night adventurist to an established, long-time associate.
When a person has a new idea or proposal in business, which a forward-moving integrated thinker will continuously be developing, he or she is going to meet resistance. A trail blazer is not going to receive success on a silver platter; he or she is going to have to compete for it. Managers are constantly bombarded with new ideas and new proposals. Some are trivial; some are wide-scope. A manager does not have the time to test all new ideas and proposals. A selection mechanism must occur. That selection mechanism usually boils down to whoever or whatever is most persistent over time.
Failure to understand the power of persistency probably results in more lost opportunities than any other single factor. When an individual develops a valid idea, the key to successfully implementing that idea is to relentlessly stick with it. A person may have to back down temporarily, but over time, he or she must keep coming back and re-presenting that idea. If one's idea or proposal is valid, if it is in red-to-black dynamics, then by exerting persistency that person will push his idea into acceptance and success. People who fail to get acceptance of their ideas or proposals often complain the rest of their lives about how they had a great idea, but how no one would cooperate with them. Such people fail because they do not exert persistency.
The person who carries his or her ideas to success is the one who understands and implements persistency. Persistency cannot make an invalid idea work. But, persistency will bring a valid idea, a red-to-black proposal, to fruition. To be a forward-essence mover, to be a successful entrepreneur, one must understand and implement The Persistency Concept.
A sad, ironic example of The Persistency Concept concerns Pan American Airways. Juan Trippe had fantastic vision. He accomplished major leaps into the future when he led Pan Am. Pan Am was the first airline to fly across the Pacific Ocean. This was accomplished in the 1930s, a time when other airlines could not even fly across America. Pan Am pioneered countless air routes to remote, far-away countries to which no other airline dreamed of flying.
Juan Trippe was also a catalyst in the design and implementation of the first successful commercial jet airliner, the Boeing 707. Trippe was responsible for ushering in the jet age in air travel. Trippe's final great feat was to conceive and supervise the design and production of the giant 747 jet. The 747 was responsible for ushering in the age of jumbo jets and the resulting boom in international travel. Jumbo jets made international travel affordable to the masses. Enormous long-range benefits have accrued to the human race as a result of Trippe's visionary foresight and his persistent effort to bring his visions to reality.
After Juan Trippe's death, Pan Am fell into the hands of second and third generation, black-to-red management. The airline began losing money. In the mid 1980s, United Airlines, which had now become a more aggressive, essence-moving airline than Pan Am, approached Pan Am to buy its famed Pacific routes -- the very routes Juan Trippe pioneered in the 1930s. For decades Pan Am was the premier carrier in the Pacific. The president of United Airlines described how at first his offer to buy Pan Am's Pacific routes was laughingly rebuked. No one in the industry could imagine Pan Am giving up its Pacific routes. But, United's president was not going to give up. He employed The Persistency Concept. Within two years, Pan Am was involved in serious negotiations with United. Soon afterward, United bought all of Pan Am's Pacific routes.
Ironically, United Airlines acquired Pan Am's Pacific routes by using the same persistency that Juan Trippe had employed 50 years earlier to pioneer those routes. United Airlines used persistency to relieve the second and third generation, non-essence-building Pan Am management of their famous Pacific routes.
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