IndexSummaryCritical AnalysisImplicationsSummaryThis article is a critique of the book The 800 Pound Sales Gorilla: How to Master Your Market by Bill Guertin. A summary of the book is included to help the reader of the criticism understand the nature of the work under analysis; a critical analysis of the book's main ideas, points of view and theses/positions. Also included is an evaluation and interpretation of the value, usefulness, importance, value, and validity of Guertin's work. Finally, the implications of the book for the field of sports sales and for special interests in the discipline of sports management and administration are discussed. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original EssayKeywords: Sports Sales, Summary, Critical Analysis, ImplicationsSummaryIn The 800 Pound Gorilla of Sales: How to Dominate Your Market, Guertin (2010) established and explains the principles that help people grow, succeed, and establish a dominant presence in their field of activity. Guertin considered the qualities and practices that can provide a competitive advantage in a crowded marketplace. Having something that distinguishes a company from the competition is a vital factor when it comes to dominating the market because it provides a distinction that will help secure potential buyers. Therefore, it is a particularly important characteristic of successful companies, entrepreneurs and individuals trying to stake their claim in a specific market. In The 800 Pound Gorilla of Sales: How to Dominate Your Market, Guertin (2010) presented the results of several case studies on the sales cultures of highly successful companies. Through these case studies he sought to convey how the sales and marketing sectors were what differentiated these companies from the competition and placed them at the top of their market. Companies such as Wal-Mart, Microsoft and Google, recognized throughout the world, are undoubtedly the giants that dominate their respective markets. Guertin (2010) argued that these and other dominant companies got to where they were, at the top of their markets, through the work of their sales and marketing that created a brand image differentiated from other competitors in their market and that was relatable to their target audience. Guertin also describes the nature of what he calls the "800-pound gorilla" in the market as not being the "bully" and simply pulling their weight to dominate their markets. From an economic point of view, people are assumed to be responsible for rationing. Therefore, they want to maximize their benefits to get the maximum return on their investment. Guertin explains how successful companies and individuals are good at managing their risks. Cost-benefit analysis is a key component in economics and to be successful in any market you must properly analyze the risks and benefits to determine the best course of action. Guertin explains how large companies are the ones willing to take big risks. These risks are certainly not hasty and uninformed. As rational actors, these companies will use all the information and resources at their disposal and take the risk that gives them the greatest chance of success. Critical Analysis Guertin explains in writing the individual characteristics that distinguish dominant companies from less successful ones in the same market. His statements about the importance of sales and marketing to the overall success of a company are well established andpresented with sufficient evidence in the form of numerous case studies to support such claims. Guertin makes his case for the importance of sales and marketing to the success of companies by providing these two premises: Good sales and marketing sectors of a company can create a distinct and recognizable brand image. A brand image that is easily identifiable and that customers associate with an attractive factor such as quality, price, quick service, etc. establishes a strong and reliable market for the company. These two premises, Guertin comes to the conclusion that a strong sales and marketing sector is the basis for creating a dominant company in a competitive market. Since Geurtin's conclusion follows logically from his premises, we can say that his argument is valid. Through the supporting evidence he provides in his case studies, he also proves that the premises are true. Since his argument is valid and has true premises, we can say that it is sound. Another point Guertin makes in The 800 Pound Gorilla of Sales: How to Dominate Your Market is to become the so-called “800 pound gorilla” in your market, you don't need to be a “bully” as you might expect from a company that is compared to a giant beast like an “800-pound gorilla.” He defends this claim by arguing that it is through exceptional risk management and strategic planning that successful companies reach the top of their markets. This is a reasonable statement and makes sense when looked at strictly through an objective lens. It applies in theory when the goal is to isolate an independent variable, a dependent variable, and find the causal logic that allows us to arrive at the outcome described in the dependent variable from changes in the independent variable. The theory takes previous information and observations and, in the case of The 800 Pound Gorilla of Sales: How to Dominate Your Market, aims to explain how the actions of a given actor such as a company or an individual businessman lead to an outcome particular, such as dominating their specific market. This is intended to provide a basis on which to predict future behavior and apply it to other similar situations. That said, it doesn't actually apply to every situation where the “800 pound gorilla” of any chosen market isn't the “bully.” They may not explicitly be bullies in their market, but that doesn't mean there aren't other implicit methods through which they are able to control their market. Certainly these dominant companies didn't start out as the big brands they are now; they had to get there somehow. In this case, Guertin's statement in favor of good risk management and good strategic planning makes sense. Starting from nothing and reaching the top of your market would not be possible without a solid leadership core that makes good and rational decisions, using all available information and resources to make choices that maximize benefits and take appropriate risks. be at the top and dominate a market like the “800 pound gorilla”, however, there are several ways to essentially “suppress” the competition and control the market in your favor. In many markets, oligopolies develop in which only a few companies control the majority of the market. This is prevalent in markets such as the automotive industry and the cell phone market. In oligopolies it is possible that the best companies collude implicitly to obtain the best possible prices. A good example comes from the automotive sector. If a car dealer advertises that it will match the price of any other car dealer for the same make and model of car, it incentivizes,.