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Eat Their Lunch — Cliff Notes Summary

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Direct Answer

Eat Their Lunch: Winning Customers Away from Your Competition (Anthony Iannarino, Portfolio/Penguin Random House, November 2018) is the B2B displacement-selling playbook for sellers who must take share from incumbents instead of waiting for greenfield demand. Iannarino argues the only durable way to displace a competitor is to climb to Level 4 Value Creation — becoming a strategic partner and insight source — while patiently nurturing 60 dream clients and wiring horizontal + vertical consensus across the buying committee.

It is for enterprise AEs, account managers, and sales leaders running 6-to-18-month displacement cycles where the customer already has a vendor and zero appetite to change.

1. The Premise — Displacement Is The Job

Why "net-new" pipeline is a fantasy in mature markets

Iannarino opens with a hard reality most pipeline frameworks ignore: in mature B2B categories, every dream client already has a vendor. The deal you want is locked inside a competitor's account, defended by a switching-cost moat, a signed contract, and at least one internal champion of the status quo.

If you wait for "buying intent," the incumbent renews and you starve. Iannarino's thesis: displacement is not a sub-discipline of selling, it is selling.

The four big shifts since 2018

The 2018 framing still holds up in 2027, but three pieces have aged. Cold-email-heavy pursuit plans now collide with MX-level deliverability gates (Google/Yahoo 2024 bulk-sender rules), so the cadence has shifted toward LinkedIn voice notes, Loom video, and warm intros via Common Room / Champify.

AI-generated insight has commoditized the "thought leader email," forcing sellers to bring proprietary first-party data (their own benchmark studies) to clear the Level 3-to-4 bar. And buying committees ballooned from 6.8 to 11+ stakeholders per Gartner's 2024 B2B Buying Report, making the horizontal consensus chapter more relevant, not less.

Who should read it

Sellers carrying a named-account list with target competitors logoed in their CRM: enterprise AEs at Salesforce, ServiceNow, Snowflake, Gong, Databricks, and any #2 or #3 player trying to claw share from a category leader. Iannarino's own consulting client list (B. Braun, Salesforce, Hilti, Genentech) skews to capital-equipment and industrial-distribution sellers, and the examples reflect that — but the moves transfer cleanly to SaaS displacement with light re-skinning.

2. Part One — Developing Relationships And Gaining Access

Chapter 1: You Are The Value Proposition

The book's most-quoted line: "You are the value proposition." Product parity is the default state of every mature category, so the only durable differentiator is the seller's own competence, perspective, and judgment. Iannarino's corollary — "Your customer's certainty is greater than the certainty you generate for them" — explains why incumbents win renewals on autopilot.

A displacement seller has to out-certify the incumbent, not out-feature them.

Chapter 2: Capturing Mindshare

Mindshare precedes wallet share. The job in year one of pursuit is to be the person the prospect thinks of first when the status quo cracks. Iannarino's mechanism: a weekly insight artifact (research note, point-of-view, executive briefing) that the seller authors and sends, not forwards.

In 2027 terms this is the "build in public" sales motion practiced by Kyle Coleman (Copy.ai), Kyle Norton (Owner.com), and Nick Cegelski (30 Minutes to President's Club) — the seller becomes a one-person research firm for their Ideal Customer Profile.

Chapter 3: Nurture Campaigns And Pursuit Plans

The chapter most operators still photocopy. The 60 dream clients rule: pick exactly 60 named accounts, organize them into groups of 10 cycling weekly, and contact each group on a 6-week rotation through a fixed mix of phone, voicemail, email, hand-written notes, and in-person visits.

Sam Nelson at Outreach publicly credited the 60-account weekly rotation as the structural backbone of their AE-led outbound program in 2022.

Chapter 4: Prospecting With The Intention Of Displacement

Iannarino distinguishes "trigger event" prospecting (waiting for layoffs, M&A, or new-CRO hires) from manufactured-opening prospecting (creating the trigger yourself with a commercial insight). Both work; the manufactured opening compounds. The chapter introduces the "three levels of buy-in" — disrupting the status quo, collecting stakeholders, and deciding — that prefigure the consensus chapters in Part Two.

3. Part Two — Building Consensus: Wire The Building

Chapter 5: Helping Clients Discover Something About Themselves

The "executive briefing" chapter. Iannarino argues the seller's first meeting must teach the prospect something the prospect did not already know about their own business — usually a benchmark, a peer-group comparison, or a second-order consequence of a trend they were tracking superficially.

This is the same idea Matthew Dixon (Challenger Sale, 2011) popularized as "commercial teaching," but Iannarino pushes it down to the named-account seller rather than the marketing team.

Chapter 6: Creating Opportunities

The chapter that re-defines "qualified pipeline." An opportunity is not a prospect saying "send me a proposal" — that is an incumbent-defended trap. A real displacement opportunity exists only when the buyer has acknowledged a gap between their current state and a better future state, and agreed the seller is the one helping them close it.

Iannarino borrows the MEDDPICC pain step but raises the bar: pain must be monetized and committee-validated, not just felt.

Chapter 7: Building Consensus Horizontally And Vertically

The single most-cited chapter in 2027 RevOps Twitter. Horizontal consensus = peers in the same functional layer (the VP of Sales plus the VP of Marketing plus the VP of CS). Vertical consensus = up-and-down the org chart (the CRO, the RevOps director, the frontline manager, the rep).

Iannarino's mandate: you cannot win a displacement with only one axis wired. Modern proof: Gartner's 2024 B2B Buying Report found deals with >7 stakeholder-engagements close 1.8x more often than single-threaded deals.

Chapter 8: Finding A Path To A Deal

A practical chapter on mapping the buying committee by role, influence, and disposition toward the seller. Iannarino's three-by-three grid — supporter / neutral / opponent across economic / technical / user buyer — predates Gong's 2023 multi-threading research and is the template Salesloft's "Account Intelligence" and Clari's "Mutual Action Plans" automate today.

flowchart TD A[Dream Client Account Locked by Incumbent] --> B[Level 1: Product Value Features and Benefits] A --> C[Level 2: Experience Value Easy to Work With] A --> D[Level 3: Business Results Quantified ROI] A --> E[Level 4: Strategic Partner Insight and Judgment] B --> F{Commoditized Loses to Incumbent} C --> F D --> G{Helps but Defendable by Incumbent} E --> H[Horizontal Consensus Peer Layer Wired] E --> I[Vertical Consensus Top to Bottom Wired] H --> J[Displacement Win Mindshare + Trust + Insight] I --> J J --> K[New Incumbent Status Defend with Same Playbook]

4. Part Three — Winning With The Intangibles

Chapter 9: Creating A Preference

When two vendors look identical on paper, preference is the tiebreaker. Iannarino's preference levers: responsiveness, executive sponsorship, proactive risk disclosure, and the seller's personal brand. The chapter is where the book moves from tactic to character — a shift that has held up well in 2027, where AI-generated outbound has further commoditized the tactical layer and elevated the human signal.

Chapter 10: Becoming A Trusted Adviser

The bridge to Level 4 Value Creation. Iannarino is explicit: trusted adviser is a status the buyer confers, not a title the seller claims. The mechanism is a sustained track record of being right and useful when there was no deal on the table.

Jamal Reimer (Mega Deal Secrets, 2022) built on this directly, arguing the $10M+ enterprise seller must publish a point-of-view annual report for each named account.

Chapter 11: Developing Executive Presence

The closing chapter and the one most readers underrate. Executive presence = the demonstrated ability to hold a conversation with a CEO about their P&L, their board, and their competitive position without retreating to product features. Andy Paul (Sell Without Selling Out, 2022) and Lori Richardson (Score More Sales) have both publicly cited this chapter as the most actionable executive-coaching content in any sales book.

5. The Monday-Morning Application

flowchart LR A[Monday 8am: Pick 60 Dream Clients] --> B[Group into 6 rotations of 10 accounts each] B --> C[Author 1 Insight Artifact per Week] C --> D[Send to Group A via LinkedIn + Email + Loom] D --> E[Map Buying Committee per Account: 11+ Stakeholders] E --> F[Score Each Stakeholder Supporter / Neutral / Opponent] F --> G[Wire Horizontal Consensus Same-Layer Peers] G --> H[Wire Vertical Consensus CRO down to End User] H --> I[Friday: Log Mindshare Wins Reply, Meeting, Intro] I --> A

What to do in the first 30 days

Build the 60-account list in your CRM (Salesforce custom field "Dream Client = Y/N", or a Clay/Apollo enrichment tag). Write one 600-word point-of-view on a vertical-specific trend. Send it to 10 named contacts per week across LinkedIn DM, email, and a personalized Loom.

Track reply rate, meeting rate, and stakeholder-add rate — not impressions.

6. What Holds Up And What Has Aged

Aged well

60-account discipline, Level 4 Value Creation, horizontal + vertical consensus, the seller-as-value-proposition thesis, "CEO of the problem" stakeholder framing. Kyle Norton (Owner.com CRO) publicly re-recommended the book on the 30MPC podcast in 2024 as "the only displacement book worth re-reading every two years."

Aged less well

The cold-email-heavy pursuit plan needs a 2027 refresh for deliverability. The "60 dream clients" math assumes a $50K-$500K ACV; PLG sellers with $5K ACV need 600 accounts, not 60. The executive-briefing chapter undersells first-party benchmark data as the modern proof point — a second edition would lean harder on proprietary data products.

Where it conflicts with other frameworks

Iannarino's insight-first, seller-led motion sits in direct tension with PLG / product-led sales (Elena Verna, Kyle Poyar) where the product generates the qualified intent. The book is also less prescriptive than MEDDPICC on deal qualification mechanics — pair it with Andy Whyte's MEDDICC (2020 / 2nd ed. 2024) for the disqualification rigor.

FAQ

Is "Eat Their Lunch" still relevant in 2027?

Yes for enterprise B2B displacement — the horizontal/vertical consensus chapter and Level 4 Value Creation framework are arguably more relevant now that buying committees average 11+ stakeholders (Gartner 2024). Less relevant if you sell PLG SaaS under $10K ACV where product trials carry most of the consensus burden.

How does it compare to The Challenger Sale?

Challenger Sale (Dixon/Adamson, 2011) is the marketing-led commercial-teaching version of the same idea; Eat Their Lunch is the seller-led, named-account version. Read Challenger for the insight-content engine, read Iannarino for the 60-account pursuit operating system. They compose; they do not compete.

Where does it conflict with Gap Selling?

Keenan's Gap Selling (2018) stays in discovery and problem identification; Iannarino assumes you have the gap conversation handled and focuses on what happens during the 12 months before the gap is articulated. Gap Selling for the discovery call, Eat Their Lunch for the 18-month pursuit.

Is the "60 dream clients" rule a hard number?

No — it is a discipline constraint, not a magic number. Iannarino's point is that focus beats reach in displacement. Adjust to your ACV: 20 accounts at $1M+ ACV, 60 at $100K, 600 at $5K. The rotation cadence and per-account artifact authorship matter more than the headcount.

What is the single most-cited quote from the book?

"You are the value proposition." Second most-cited: "The person you should be engaging is the CEO of the problem." Third: "Mindshare precedes wallet share."

Bottom Line

Pick up Eat Their Lunch when you carry a named-account list with logoed incumbents and a 12-to-18-month sales cycle — it is the most rigorous displacement-selling operating system in print, and the Level 4 Value Creation and horizontal/vertical consensus chapters are still the sharpest mental models for multi-stakeholder enterprise sales in 2027.

Skip it if you sell transactional PLG SaaS under $10K ACV, where product-led intent does the consensus work for you.

Sources

Keep reading

### Direct Answer

**Eat Their Lunch: Winning Customers Away from Your Competition** (Anthony Iannarino, Portfolio/Penguin Random House, **November 2018**) is the **B2B displacement-selling** playbook for sellers who must take share from incumbents instead of waiting for greenfield demand. Iannarino argues the **only durable way to displace a competitor** is to climb to **Level 4 Value Creation** — becoming a **strategic partner and insight source** — while patiently nurturing **60 dream clients** and wiring **horizontal + vertical consensus** across the buying committee. It is for **enterprise AEs, account managers, and sales leaders** running 6-to-18-month displacement cycles where the customer already has a vendor and zero appetite to change.

## 1. The Premise — Displacement Is The Job

### Why "net-new" pipeline is a fantasy in mature markets

Iannarino opens with a hard reality most pipeline frameworks ignore: in mature B2B categories, **every dream client already has a vendor**. The deal you want is locked inside a competitor's account, defended by a switching-cost moat, a signed contract, and at least one **internal champion of the status quo**. If you wait for **"buying intent,"** the incumbent renews and you starve. Iannarino's thesis: **displacement is not a sub-discipline of selling, it is selling**.

### The four big shifts since 2018

The 2018 framing still holds up in 2027, but three pieces have aged. **Cold-email-heavy pursuit plans** now collide with **MX-level deliverability gates** (Google/Yahoo 2024 bulk-sender rules), so the cadence has shifted toward **LinkedIn voice notes, Loom video, and warm intros via Common Room / Champify**. **AI-generated insight** has commoditized the "thought leader email," forcing sellers to bring **proprietary first-party data** (their own benchmark studies) to clear the **Level 3-to-4 bar**. And **buying committees ballooned from 6.8 to 11+ stakeholders** per Gartner's 2024 B2B Buying Report, making the **horizontal consensus chapter more relevant, not less**.

### Who should read it

Sellers carrying a **named-account list with target competitors logoed in their CRM**: enterprise AEs at Salesforce, ServiceNow, Snowflake, Gong, Databricks, and any **#2 or #3 player** trying to claw share from a category leader. **Iannarino's own consulting client list** (B. Braun, Salesforce, Hilti, Genentech) skews to capital-equipment and industrial-distribution sellers, and the examples reflect that — but the moves transfer cleanly to **SaaS displacement** with light re-skinning.

## 2. Part One — Developing Relationships And Gaining Access

### Chapter 1: You Are The Value Proposition

The book's most-quoted line: **"You are the value proposition."** Product parity is the default state of every mature category, so the **only durable differentiator is the seller's own competence, perspective, and judgment**. Iannarino's corollary — **"Your customer's certainty is greater than the certainty you generate for them"** — explains why incumbents win renewals on autopilot. A displacement seller has to **out-certify the incumbent**, not out-feature them.

### Chapter 2: Capturing Mindshare

Mindshare precedes wallet share. The job in year one of pursuit is **to be the person the prospect thinks of first** when the status quo cracks. Iannarino's mechanism: **a weekly insight artifact** (research note, point-of-view, executive briefing) that the seller authors and sends, not forwards. In 2027 terms this is the **"build in public" sales motion** practiced by **Kyle Coleman (Copy.ai)**, **Kyle Norton (Owner.com)**, and **Nick Cegelski (30 Minutes to President's Club)** — the seller becomes a one-person research firm for their **Ideal Customer Profile**.

### Chapter 3: Nurture Campaigns And Pursuit Plans

The chapter most operators still photocopy. The **60 dream clients** rule: pick exactly 60 named accounts, organize them into **groups of 10 cycling weekly**, and contact each group on a **6-week rotation** through a fixed mix of phone, voicemail, email, hand-written notes, and in-person visits. **Sam Nelson at Outreach** publicly credited the **60-account weekly rotation** as the structural backbone of their **AE-led outbound** program in 2022.

### Chapter 4: Prospecting With The Intention Of Displacement

Iannarino distinguishes **"trigger event" prospecting** (waiting for layoffs, M&A, or new-CRO hires) from **manufactured-opening prospecting** (creating the trigger yourself with a **commercial insight**). Both work; the manufactured opening compounds. The chapter introduces the **"three levels of buy-in"** — **disrupting** the status quo, **collecting** stakeholders, and **deciding** — that prefigure the consensus chapters in Part Two.

## 3. Part Two — Building Consensus: Wire The Building

### Chapter 5: Helping Clients Discover Something About Themselves

The **"executive briefing"** chapter. Iannarino argues the seller's first meeting must **teach the prospect something the prospect did not already know about their own business** — usually a benchmark, a peer-group comparison, or a second-order consequence of a trend they were tracking superficially. This is the same idea **Matthew Dixon (Challenger Sale, 2011)** popularized as **"commercial teaching,"** but Iannarino pushes it down to the **named-account seller** rather than the marketing team.

### Chapter 6: Creating Opportunities

The chapter that re-defines "qualified pipeline." An opportunity is **not** a prospect saying "send me a proposal" — that is an **incumbent-defended trap**. A real displacement opportunity exists only when the buyer has **acknowledged a gap between their current state and a better future state**, and **agreed the seller is the one helping them close it**. Iannarino borrows the **MEDDPICC pain step** but raises the bar: pain must be **monetized and committee-validated**, not just felt.

### Chapter 7: Building Consensus Horizontally And Vertically

The single most-cited chapter in 2027 RevOps Twitter. **Horizontal consensus** = peers in the same functional layer (the VP of Sales plus the VP of Marketing plus the VP of CS). **Vertical consensus** = up-and-down the org chart (the CRO, the RevOps director, the frontline manager, the rep). Iannarino's mandate: **you cannot win a displacement with only one axis wired**. Modern proof: **Gartner's 2024 B2B Buying Report** found deals with **>7 stakeholder-engagements close 1.8x more often** than single-threaded deals.

### Chapter 8: Finding A Path To A Deal

A practical chapter on **mapping the buying committee** by **role, influence, and disposition** toward the seller. Iannarino's three-by-three grid — **supporter / neutral / opponent** across **economic / technical / user buyer** — predates **Gong's 2023 multi-threading research** and is the template **Salesloft's "Account Intelligence"** and **Clari's "Mutual Action Plans"** automate today.

```mermaid
flowchart TD
    A[Dream Client Account<br/>Locked by Incumbent] --> B[Level 1: Product Value<br/>Features and Benefits]
    A --> C[Level 2: Experience Value<br/>Easy to Work With]
    A --> D[Level 3: Business Results<br/>Quantified ROI]
    A --> E[Level 4: Strategic Partner<br/>Insight and Judgment]
    B --> F{Commoditized<br/>Loses to Incumbent}
    C --> F
    D --> G{Helps but<br/>Defendable by Incumbent}
    E --> H[Horizontal Consensus<br/>Peer Layer Wired]
    E --> I[Vertical Consensus<br/>Top to Bottom Wired]
    H --> J[Displacement Win<br/>Mindshare + Trust + Insight]
    I --> J
    J --> K[New Incumbent Status<br/>Defend with Same Playbook]
```

## 4. Part Three — Winning With The Intangibles

### Chapter 9: Creating A Preference

When two vendors look identical on paper, **preference is the tiebreaker**. Iannarino's preference levers: **responsiveness**, **executive sponsorship**, **proactive risk disclosure**, and **the seller's personal brand**. The chapter is where the book moves from **tactic to character** — a shift that has held up well in 2027, where **AI-generated outbound** has further commoditized the tactical layer and elevated the human signal.

### Chapter 10: Becoming A Trusted Adviser

The bridge to **Level 4 Value Creation**. Iannarino is explicit: **trusted adviser is a status the buyer confers, not a title the seller claims**. The mechanism is **a sustained track record of being right and useful when there was no deal on the table**. **Jamal Reimer (Mega Deal Secrets, 2022)** built on this directly, arguing the **$10M+ enterprise seller** must publish a **point-of-view annual report** for each named account.

### Chapter 11: Developing Executive Presence

The closing chapter and the one most readers underrate. **Executive presence** = the demonstrated ability to **hold a conversation with a CEO about their P&L, their board, and their competitive position** without retreating to product features. **Andy Paul (Sell Without Selling Out, 2022)** and **Lori Richardson (Score More Sales)** have both publicly cited this chapter as **the most actionable executive-coaching content in any sales book**.

## 5. The Monday-Morning Application

```mermaid
flowchart LR
    A[Monday 8am:<br/>Pick 60 Dream Clients] --> B[Group into 6 rotations<br/>of 10 accounts each]
    B --> C[Author 1 Insight Artifact<br/>per Week]
    C --> D[Send to Group A<br/>via LinkedIn + Email + Loom]
    D --> E[Map Buying Committee<br/>per Account: 11+ Stakeholders]
    E --> F[Score Each Stakeholder<br/>Supporter / Neutral / Opponent]
    F --> G[Wire Horizontal Consensus<br/>Same-Layer Peers]
    G --> H[Wire Vertical Consensus<br/>CRO down to End User]
    H --> I[Friday: Log Mindshare Wins<br/>Reply, Meeting, Intro]
    I --> A
```

### What to do in the first 30 days

Build the **60-account list** in your CRM (Salesforce custom field **"Dream Client = Y/N"**, or a Clay/Apollo enrichment tag). Write **one 600-word point-of-view** on a vertical-specific trend. Send it to **10 named contacts per week** across LinkedIn DM, email, and a personalized **Loom**. Track **reply rate, meeting rate, and stakeholder-add rate** — not impressions.

## 6. What Holds Up And What Has Aged

### Aged well

**60-account discipline**, **Level 4 Value Creation**, **horizontal + vertical consensus**, **the seller-as-value-proposition** thesis, **"CEO of the problem"** stakeholder framing. **Kyle Norton (Owner.com CRO)** publicly re-recommended the book on the **30MPC podcast in 2024** as **"the only displacement book worth re-reading every two years."**

### Aged less well

**The cold-email-heavy pursuit plan** needs a 2027 refresh for deliverability. **The "60 dream clients" math** assumes a $50K-$500K ACV; **PLG sellers with $5K ACV** need 600 accounts, not 60. The **executive-briefing chapter** undersells **first-party benchmark data** as the modern proof point — a second edition would lean harder on **proprietary data products**.

### Where it conflicts with other frameworks

Iannarino's **insight-first, seller-led** motion sits in **direct tension with PLG / product-led sales** (Elena Verna, Kyle Poyar) where the **product generates the qualified intent**. The book is also less prescriptive than **MEDDPICC** on deal qualification mechanics — pair it with **Andy Whyte's MEDDICC (2020 / 2nd ed. 2024)** for the disqualification rigor.

## FAQ

**Is "Eat Their Lunch" still relevant in 2027?**

Yes for **enterprise B2B displacement** — the **horizontal/vertical consensus** chapter and **Level 4 Value Creation** framework are arguably more relevant now that **buying committees average 11+ stakeholders** (Gartner 2024). Less relevant if you sell **PLG SaaS under $10K ACV** where product trials carry most of the consensus burden.

**How does it compare to The Challenger Sale?**

**Challenger Sale (Dixon/Adamson, 2011)** is the **marketing-led commercial-teaching** version of the same idea; **Eat Their Lunch** is the **seller-led, named-account** version. Read Challenger for the **insight-content engine**, read Iannarino for the **60-account pursuit operating system**. They compose; they do not compete.

**Where does it conflict with Gap Selling?**

**Keenan's Gap Selling (2018)** stays in **discovery and problem identification**; Iannarino assumes you have the gap conversation handled and focuses on **what happens during the 12 months before the gap is articulated**. Gap Selling for the **discovery call**, Eat Their Lunch for the **18-month pursuit**.

**Is the "60 dream clients" rule a hard number?**

No — it is **a discipline constraint, not a magic number**. Iannarino's point is that **focus beats reach** in displacement. Adjust to your ACV: **20 accounts at $1M+ ACV, 60 at $100K, 600 at $5K**. The rotation cadence and **per-account artifact authorship** matter more than the headcount.

**What is the single most-cited quote from the book?**

**"You are the value proposition."** Second most-cited: **"The person you should be engaging is the CEO of the problem."** Third: **"Mindshare precedes wallet share."**

## Bottom Line

Pick up **Eat Their Lunch** when you carry a **named-account list with logoed incumbents** and a **12-to-18-month sales cycle** — it is the most rigorous **displacement-selling operating system** in print, and the **Level 4 Value Creation** and **horizontal/vertical consensus** chapters are still the sharpest mental models for **multi-stakeholder enterprise sales** in 2027. Skip it if you sell **transactional PLG SaaS** under $10K ACV, where product-led intent does the consensus work for you.

## Sources

- [Eat Their Lunch — Penguin Random House publisher page (ISBN 9780525537625)](https://www.penguinrandomhouse.com/books/585767/eat-their-lunch-by-anthony-iannarino/)
- [Eat Their Lunch — Amazon book page with full chapter listing](https://www.amazon.com/Eat-Their-Lunch-Customers-Competition/dp/0525537627)
- [Eat Their Lunch — Goodreads reader reviews (4.0+ avg, 1,000+ ratings)](https://www.goodreads.com/book/show/38820051-eat-their-lunch)
- [Anthony Iannarino — The Sales Blog "Level 4 Value Creation" original framework post](https://www.thesalesblog.com/blog/level-4-value-creation-why-you-fall-short-and-how-to-improve)
- [James Muir — "Sales Book Review: Eat Their Lunch by Anthony Iannarino" (PureMuir)](https://puremuir.com/sales-book-review-eat-their-lunch-by-anthony-iannarino-iannarino/)
- [Lori Richardson — "Book Review: Eat Their Lunch" (Score More Sales)](https://www.scoremoresales.com/blog/book-review-eat-their-lunch)
- [SellingSherpa — "Eat Their Lunch Book Summary" (chapter-by-chapter notes)](https://sellingsherpa.com/index.php/2018/11/12/eat-their-lunch-winning-customers-away-from-your-competition-book-summary/)
- [Anthony Iannarino — "Prospecting: Why You Need to Nurture 60 Dream Clients" (The Sales Blog)](https://www.thesalesblog.com/blog/prospecting-why-you-need-to-nurture-60-dream-clients)
- [Anthony Iannarino — Author profile and book resources page](https://resources.thesalesblog.com/eat-their-lunch)
- [Porchlight Book Company — Eat Their Lunch publisher listing and bulk-buyer reviews](https://www.porchlightbooks.com/products/eat-their-lunch-anthony-iannarino-9780525537625)

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