Attracting Customers Quotes

We naturally like what we have been accustomed to, and are attracted towards it. [...] The same is the case with those opinions of man to which he has been accustomed from his youth; he likes them, defends them, and shuns the opposite views.

A strong business idea with a profitable future will no doubt attract better financing rather than the other options.

Your products and services should attract customers like pollen attracts honeybees. The value of what your business offers should be a magnet to customers.

If you want to retain your customers, attract more customers, and don’t want to unnecessarily spend your budget in marketing campaigns which will fail because of your increasing number of dissatisfied customers, start working on your customer service strategy right now.

The universe is infinite, so there is room for everyone, for every belief, for every custom, and for every desire. You are in competition with no one but yourself.

A blog is only as interesting as the interest shown in others.

Content Isn't King, It's the Kingdom.

Id you're finished picking out my flaws,maybe you'd like to tell me what you want now.I have other customers--" "You." "What was that?" "I Want You.

A farm includes the passion of the farmer's heart, the interest of the farm's customers, the biological activity in the soil, the pleasantness of the air about the farm -- it's everything touching, emanating from, and supplying that piece of landscape. A farm is virtually a living organism. The tragedy of our time is that cultural philosophies and market realities are squeezing life's vitality out of most farms. And that is why the average farmer is now 60 years old. Serfdom just doesn't attract the best and brightest.

It was certainly not this mummified and outrageously painted old woman he was seeing before him, but the entire "female species," as it was his custom to call women. The individual disappeared, the features were obliterated, whether young or senile, beautiful or ugly - those were mere unimportant variations. Behind each woman rises the austere, sacred and mysterious face of Aphrodite.

Efficiency is a major key to business success. It’s good when a business can do more with less. Not out of scarcity but out of efficiency. When a business does more with less, the result is more revenues produced from less investment… More revenues produced with less expenses… more customers attracted with less marketing activity…. More savings with less trade-off… Businesses that do more with less are rewarded with greater profits and greater capital.

Always enter the conversation already occurring in the customer's mind.

Holmes is depressed. Poirot is vain. Miss Marple is brusque and eccentric. They don’t have to be attractive. Look at Nero Wolfe who was so fat that he couldn’t even leave his New York home and had to have a custom-made chair to support his weight!

Sometimes customizing is necessary because of an injury or the inability to do, for a short or long period, the kind of exercise you formerly did. When you're used to customizing for fun, doing it under duress won't seem like such an imposition. Either way, experiment until you find activities that make you happy as well as healthy. Choose your exercise using the same criteria you'd apply to choosing a date--that is, attractive to you and able to hold your interest for an hour.

But your products and services should attract customers like pollen attracts honeybees. The value of what your business offers should be a magnet to customers.

Before you can decide on your brand fonts, colors or imagery, let alone your messaging, you need to know who you're trying to attract first.

Dont alienate your existing customers in search of new customers. A good approach is to continue to do what makes your existing customers happy, while doing additional things that attract new customers without alienating your existing customers. And in some cases, it's more advantageous to do better by your existing customers instead of looking for new customers.

The lingerie department is the only one that she can reach in her wheelchair. Nevertheless, she is fired the next day because of complaints that a woman who is so obviously not sexually attractive selling alluring nightgowns makes customers uncomfortable. Daunted by her dismissal, she seeks consolation in the arms of the young manager and soon finds herself pregnant. Upon learning of this news, he leaves her for a nondisabled woman with a fuller bustline and better homemaking skills in his inaccessible kitchen.

1. Value Creation. Discovering what people need or want, then creating it. 2. Marketing. Attracting attention and building demand for what you’ve created. 3. Sales. Turning prospective customers into paying customers. 4. Value Delivery. Giving your customers what you’ve promised and ensuring that they’re satisfied. 5. Finance. Bringing in enough money to keep going and make your effort worthwhile.

Value can’t be created without understanding what people want (market research). Attracting customers first requires getting their attention, then making them interested (marketing). In order to close a sale, people must first trust your ability to deliver on what’s promised (value delivery and operations). Customer satisfaction depends on reliably exceeding the customer’s expectations (customer service). Profit sufficiency requires bringing in more money than is spent (finance).

In modern affluent societies it is customary to take a shower and change your clothes every day. Medieval peasants went without washing for months on end, and hardly ever changed their clothes. The very thought of living like that, filthy and reeking to the bone, is abhorrent to us. Yet medieval peasants seem not to have minded. They were used to the feel and smell of a long-unlaundered shirt. It’s not that they wanted a change of clothes but couldn’t get it – they had what they wanted. So, at least as far as clothing goes, they were content. That’s not so surprising, when you think of it. After all, our chimpanzee cousins seldom wash and never change their clothes. Nor are we disgusted by the fact that our pet dogs and cats don’t shower or change their coats daily. We pat, hug and kiss them all the same. Small children in affluent societies often dislike showering, and it takes them years of education and parental discipline to adopt this supposedly attractive custom. It is all a matter of expectations.

Attracting loyal customers based on price is like believing in the tooth fairy.

80 percent of products, or customers or employees, are only contributing 20 percent of profits; that there is great waste; that the most powerful resources of the company are being held back by a majority of much less effective resources; that profits could be multiplied if more of the best sort of products could be sold, employees hired, or customers attracted (or convinced to buy more from the firm).

Provide significant value to each subscriber on a regular basis. 2. Build a subscriber base and continually attract new subscribers to compensate for attrition. 3. Bill customers on a recurring basis. 4. Retain each subscriber as long as possible.

Every entrepreneur and every owner of means of production must daily justify his social function through subservience to the wants of the consumers. The management of a socialist economy is not under the necessity of adjusting itself to the operation of a market. It has an absolute monopoly. It does not depend on the wants of the consumers. It itself decides what must be done. It does not serve the consumers as the businessman does. It provides for them as the father provides for his children or the headmaster of a school for the students. It is the authority bestowing favors, not a businessman eager to attract customers.

In the right circumstances, a man can help himself by writing a book about his point, or a pamphlet, or at least a letter to the editor, thereby putting his protest on the historical record, which is marvelously comforting even if nobody reads it. Usually, however, it can be counted on to attract the attention of a few readers who assure the author that he is a new Copernicus, whereupon they introduce themselves as unrecognized Newtons. This custom of picking points out of each other's fur is widespread and a great comfort, but it is without lasting effect because the participants soon fall to quarreling and find themselves isolated again.

Do not arrive as an interruption or disruption, attempting to divert your reader's attention from the object it is focused on, fighting to interest him in something different from what he is already, at this moment, interested in. Instead, align yourself with the subjects already possessing his attention, the matters already garnering his interest, the self-talk conversation already occurring in his mind, and the conversations he is already having around the water-cooler at work or at the kitchen table at home with peers, friends, and family.

If marketing is taking up 1/3 of your revenues or more, something is wrong. Yes you’ve gotta get the word out about your products and services, especially if you’re in a saturated market. But your products and services should attract customers like pollen attracts honeybees. The value of what your business offers should be a magnet to customers. You shouldn’t be chasing after customers begging them to do business with you.

Google is a shape-shifter, but each shape harbors the same aim: to hunt and capture raw material. Baby, won’t you ride my car? Talk to my phone? Wear my shirt? Use my map? In all these cases the varied torrent of creative shapes is the sideshow to the main event: the continuous expansion of the extraction architecture to acquire raw material at scale to feed an expensive production process that makes prediction products that attract and retain more customers.

Obviously, everybody prefers working with experts. This is especially true as you climb the affluence ladder; the more affluent the customer, the more determined he is to find and conduct business with the most knowledgeable, respected, and celebrated expert, and the more willing he is to travel further away from home, wait longer, do business on your terms, and pay premium fees or prices. But really, everybody prefers dealing with an expert if and when they can.

What was the use of being beautiful and attracting attention if one were perpetually doomed to relapse again into the obscure mass of the Uninvited?

When telling a story you can utilize numerous ways to create an attractive narrative that will enchant your audience aka ideal customers and clients.

another

If we don’t change the direction           we’re going, we’re likely to          end up where we’re headed.                       Ancient Chinese proverb

The first method is to think across the traditional boundaries of your marketplace to alternatives, not just competitors.

Get a fix on the prospect/customer/client and on his or her desires; failing to do so will undermine all your other efforts.

Envelopes actually addressed by hand often outperform all others in controlled split-tests.

all successful selling is by nature and necessity manipulative, and must apply pressure to get decision and action.

What we want you to do is to change the mode of your website from a one-way sales message to a collaborative, living, breathing hub

The guys looked attractive and not too serial-killery, and there were plenty of testimonials from satisfied customers.

Don't fall into the irresponsible trap of setting low prices. It will kill your business cold. Low prices attract cheap customers with luxurious demands.

By delighting your customers, you'll cultivate loyalty, encourage repeat business, and turn your company into a profit magnet that attracts new customers through positive word-of-mouth.

Your ideal customer should be attracted to the brand that rests on the fabulous culture you created, but they don’t have to share your personal interests or have the same lifestyle you do.

Being better or different from competitors is not enough anymore. Being a mission-focused organization will attract, engage, and retain well-aligned customers, colleagues, and collaborators.

Small children in affluent societies often dislike showering, and it takes them years of education and parental discipline to adopt this supposedly attractive custom. It is all a matter of expectations.

MULTI-SIDED PLATFORMS bring together two or more distinct but interdependent groups of customers. • Such platforms are of value to one group of customers only if the other groups of customers are also present. • The platform creates value by facilitating interactions between the different groups. • A multi-sided platform grows in value to the extent that it attracts more users, a phenomenon known as the network effect.

I knew and trusted the company (Vegas World). I liked the product (the Vegas World package). I believed the urgency-building story (only 1,000 Hawaiian vacations available). I found the premium exciting and desirable.

My sales trainer friend, the famous (late) Cavett Robert, said to sell life insurance or cemetery plots, you have to make your customer see the hearse backed up to the door. That may sound a little grisly, but it's true.

Online shopping with discount coupons It is quite frequent that most manufacturers are using marketing and advertising strategies to be able to attract customers in their business. It is so usual that all of us want to save money on every product that we purchase inorder to incur extra saving. Thus the concept of online discount coupons came into effect and Saverr has in its credential reliable discount coupons from every possible big brands.

If most companies don’t really know why their customers are their customers or why their employees are their employees, then how do they know how to attract more employees and encourage loyalty among those they already have?

Content marketing is the marketing and business process for creating and distributing content to attract, acquire, and engage a clearly defined and understood target audience—with the objective of driving profitable customer action.

One way multi-sided platforms solve this problem is by subsidizing a Customer Segment. Though a platform operator incurs costs by serving all customer groups, it often decides to lure one segment to the platform with an inexpensive or free Value Proposition in order to subsequently attract users of the platform’s “other side.” One difficulty multi-sided platform operators face is understanding which side to subsidize and how to price correctly to attract customers.

Lucifer’s last words in heaven may have been “Non serviam,” but none has served the Almighty so dutifully, since His sideshow in the clouds would never draw any customers if it were not for the main attraction of the devil’s hell on earth.

The NPI process was deflating for morale. But figuring out how to “boost morale” is not Amazonian. Other companies have morale-boosting projects and groups with names like “Fun Club” and “Culture Committee.” They view morale as a problem to be solved by company-sponsored entertainment and social interaction. Amazon’s approach to morale was to attract world-class talent and create an environment in which they had maximum latitude to invent and build things to delight customers

Re. #3: Proof by demonstration is extremely important. I refer you to my “Wealth Magnet #11” (pp. 94–107) in my book No B.S.Wealth Attraction in the New Economy, and a book I coauthored with Chip Kessler, Making Them Believe, for in-depth information.

Technique #1: Intimidation In person-to-person, professional selling, I very quickly learned the value of intimidation, and I consider Robert Ringer's bestselling book Winning Through Intimidation to be one of the most useful business books I've ever read.

If you cannot explain how it is going to be useful to the customers than don’t bother them with your products? Attractive prices, quality, brand image, durability, etc., everything is secondary, the primary thing is to fit your product in the middle of their need.

Father and son had been on poor terms (even Cicero acknowledged this) and it was arranged for the young man to be accused of parricide. This was among the most serious offenses in the charge book and was one of the few crimes to attract the death penalty under Roman law. The method of execution was extremely unpleasant. An ancient legal authority described what took place: “According to the custom of our ancestors it was established that the parricide should be beaten with blood-red rods, sewn in a leather sack together with a dog [an animal despised by Greeks and Romans], a cock [like the parricide devoid of all feelings of affection], a viper [whose mother was supposed to die when it was born], and an ape [a caricature of a man], and the sack thrown into the depths of the sea or a river.

In the ever-shifting computer world of the late 1980s, building breathless anticipation for his Next Big Thing was crucial to attracting potential customers and investors, and Steve would need plenty of the latter, given that NeXT would take nearly five years to produce a working computer.

She had sought me out. I knew it would happen. Even if I had switched to a different section, she would have sought me out all the same. She, who hid in the crowd, who didn’t want anyone to see her behind her veil of averted eyes and aloofness. When I stepped forward, she came out, too. And she pointed and said, revealing a child’s wanton smile: “That’s the one I want.” And like a potted sunflower that had just been sold to a customer, I was taken away. There was no way to refuse. This, from a beautiful girl that I was already deeply, viscerally attracted to. Things were getting good.

In itself that music festival was nothing special, these music festivals in our country are all alike, performing a most useful function especially for all those people who are chained to their labors, year in and year out, so naturally everybody comes flocking to the two or three music festivals per year, with their actual and their so-called amusements and distractions, these affairs are called music festivals because unlike the usual so-called country fairs they feature a band, an enormous attraction to the populace, that's all it is, but the organizers know that they can draw a much larger crowd by calling it a music festival rather than a country fair, so it has become the custom to call these events music festivals even if they are nothing more than country fairs, everybody attends these music festivals which usually begin early on Saturday night and end late on Sunday morning.

While delivering consistently good customer service requires work and alignment across your entire organization, a good place to start is your support team. It's important to hire people who genuinely want to help your customers succeed — and to pay rates that are attractive to skilled professionals.

There is a classic sales legend about the hotshot salesman pitching a new home-heating system to a little old lady. He told her everything there was to tell about BTUs, construction, warranties, service, and so on. When he finally shut up, she said, “I have just one question — will this thing keep a little old lady warm?

In case you had illusions to the contrary, no one is sitting around hoping and praying that he will receive your sales letter. When it arrives, it is most likely an unwelcome pest. How do you earn your welcome as a guest? By immediately saying something that is recognized by the recipient as important and valuable and beneficial.

No – for themselves. They were all drunkards, but Anne was the worst of the lot. Branwell, who adored her, used to pretend to get drunk at the Black Bull in order to get gin for Anne. The landlord wouldn’t have let him have it if Branwell hadn’t built up – with what devotion, only God knows – that false reputation as a brilliant, reckless, idle drunkard. The landlord was proud to have young Mr Brontë in his tavern; it attracted custom to the place, and Branwell could get gin for Anne on tick – as much as Anne wanted. Secretly, he worked twelve hours a day writing “Shirley”, and “Villette” – and, of course, “Wuthering Heights”. I’ve proved all this by evidence from the three letters to old Mrs Prunty.

Better customer experience leads to more traffic. More traffic attracts more sellers seeking those buyers. More sellers lead to wider selection. Wider selection enhances customer experience, completing the circle. The cycle drives growth, which in turn lowers cost structure. Lower costs lead to lower prices, improving customer experience, and the flywheel spins faster.

It’s an offer you present to the marketplace that cannot be compared to any other product or service available, combining an attractive promotion, an unmatchable value proposition, a premium price, and an unbeatable guarantee with a money model (payment terms) that allows you to get paid to get new customers . . . forever removing the cash constraint on business growth.

The historian William Cronon explains that packing plants 'distanced their customers most of all from the act of killing.... The more people became accustomed to the attractively cut, carefully wrapped, cunningly displayed packages that Swift had introduced to the trade, the more easily they could fail to remember that their purchase had once pulsed and breathed with a life much like their own.... As time went on, fewer of those who ate meat could say they had actually killed the animals themselves. In the packer's world, it was easy not to remember that eating meat was a moral act inextricably bound to killing. Such was the second nature that a corporate order had imposed on the American landscape. Forgetfulness was among the least noticed and most important of its by-products.

Value Creation. Discovering what people need or want, then creating it. 2. Marketing. Attracting attention and building demand for what you’ve created. 3. Sales. Turning prospective customers into paying customers. 4. Value Delivery. Giving your customers what you’ve promised and ensuring that they’re satisfied. 5. Finance. Bringing in enough money to keep going and make your effort worthwhile.

Lower prices led to more customer visits. More customers increased the volume of sales and attracted more commission-paying third-party sellers to the site. That allowed Amazon to get more out of fixed costs like the fulfillment centers and the servers needed to run the website. This greater efficiency then enabled it to lower prices further. Feed any part of this flywheel, they reasoned, and it should accelerate the loop.

Prospecting & Marketing Institute, based in Santa Fe, New Mexico, and I were conducting a multiday seminar for her clients — corporate executives and general agents from life insurance companies — about new methods of recruiting agents. Even though the attendees had paid a very high per-person fee to be there, most had traveled great distances, and the subject was of critical importance to them, we both noticed that on breaks, what most of them were talking about was where

A descendent of Basque ranchers, the mayor came from the small circle of late-nineteenth and early-twentieth-century European immigrants who had been his father's oldest customers and friends. Perhaps Malburg told Jim the story of how Vernon got its start in 1905, when John Baptiste Leonis, a French Basque hog rancher, persuaded the Union Pacific and Southern Pacific railroads to extend tracks to his city to attract new factories, their preferred freight-hauling customers.

Real Estate: A lot like the legal profession, people want an advocate. So they need to know that YOU are in THEIR corner. Real estate is one of those fields where the laws are different everywhere and always changing. The confusion makes it such that the average citizen cannot properly advocate for himself or herself. They need an expert. And while they may say that they want to get a great price, what they REALLY want is an expert in their corner fighting for them. You are really selling that hero.

Idolatry divides Christianity into a shopping mall of sects, each selling their own unique god package. Churches become like stores displaying their relevant music or practical teaching like sexily shaped mannequins. Churches advertise and put on great Sunday matinee shows to attract new customers, competing with other churches for congregants like other corporations compete for clients. This is what happens when faith becomes a set of concepts rather than a relational way of living. A concept makes a better product than a relationship.

Bait & Switch Buddhism is a classic bait-and-switch operation. We’re attracted by the enlightenment in the window, but as soon as we’re in the door they start steering us over to the compassion aisle. Buddhists could be honest and change their name to Compassionism, but who wants that? There’s the rub. They can’t get us in the door with compassion, and they can’t deliver on the promise of enlightenment. It’s not limited to compassion, of course. Their shelves are stocked with all sorts of goodies and enticements, practically anything anyone could ever want, with just the one rather notable exception. If they had just stopped when they had Anicca, impermanence, and Anatta, no-self, then they would have had a true and effective teaching they could be proud of, except there would be no they because Buddhism would have died with the Buddha. They’d have a good product, but no customers. This untruth-in-advertising is the kind of game you have to play if you want to stay successful in a business where the customer is always wrong. You can either go out of business honestly, or thrive by giving the people what they want. What they say they want and what they really want, though, are two very different things.

To make good choices, you need to make sense of the complexity of your environment. The strategy logic flow can point you to the key areas of analysis necessary to generate sustainable competitive advantage. First, look to understand the industry in which you play (or will play), its distinct segments and their relative attractiveness. Without this step, it is all too easy to assume that your map of the world is the only possible map, that the world is unchanging, and that no better possibilities exist. Next, turn to customers. What do channel and end consumers truly want, need, and value-and how do those needs fit with your current or potential offerings? To answer this question, you will have to dig deep-engaging in joint value creation with channel partners and seeking a new understanding of end consumers. After customers, the lens turns inward: what are your capabilities and costs relative to the competition? Can you be a differentiator or a cost leader? If not, you will need to rethink your choices. Finally, consider competition; what will your competitors do in the face of your actions? Throughout the thinking process, be open to recasting previous analyses in light of what you learn in a subsequent box. The basic direction of the process is from left to right, but it also has interdependencies that require a more flexible path through it.

That is the great word that decides everything in Verrieres-"revenue." It represents the habitual thought of three-fourths of it's inhabitants. "Yield Revenue" is reason enough for deciding everything in this little town which seems so pretty to you. The stranger on arriving might be led by the beauty of the fresh deep valleys surrounding it to imagine that the inhabitants have an eye for the beautiful: they speak only too often of the beauty of the neighborhood. Indeed, it can not be denied that they prize it very highly; but that is because it attracts strangers, and these enrich the proprietors of the inns, and thus, through the mechanism of the custom-house, "revenue" is produced.

Chiropractic: There are obviously a lot of different niches you could serve in this industry. But, let’s say for a moment that you serve the elderly demographic. You might think that they just want to be able to play a little more golf or keep up with their grandkids. Those things might be true and they’ll certainly admit to them. But if you go deeper, you’ll find that they want to be the envy of all of their friends who are falling apart. That’s the secret ego motivation that inspires them to find you. And further, they do NOT want to be put into a nursing home. That’s the secret fear that has them searching for you. Sell them abilities their friends don’t have and you’ll have them eating out of your hand.

Bezos had seemingly made up his mind that he was no longer going to indulge in financial maneuvering as a way to escape the rather large hole Amazon had dug for itself, and it wasn’t just through borrowing Sinegal’s business plan. At a two-day management and board offsite later that year, Amazon invited business thinker Jim Collins to present the findings from his soon-to-be-published book Good to Great. Collins had studied the company and led a series of intense discussions at the offsite. “You’ve got to decide what you’re great at,” he told the Amazon executives. Drawing on Collins’s concept of a flywheel, or self-reinforcing loop, Bezos and his lieutenants sketched their own virtuous cycle, which they believed powered their business. It went something like this: Lower prices led to more customer visits. More customers increased the volume of sales and attracted more commission-paying third-party sellers to the site. That allowed Amazon to get more out of fixed costs like the fulfillment centers and the servers needed to run the website. This greater efficiency then enabled it to lower prices further. Feed any part of this flywheel, they reasoned, and it should accelerate the loop. Amazon executives were elated; according to several members of the S Team at the time, they felt that, after five years, they finally understood their own business. But when Warren Jenson asked Bezos if he should put the flywheel in his presentations to analysts, Bezos asked him not to. For now, he considered it the secret sauce.

If you want waiters in tuxedos with white linen cloths over their arms, menus with unpronounceable words all over them, and high-priced wines served in silver ice buckets when you go out for Italian food, our little restaurant is not the place to come. But if you mostly want good, solid, home-cooked pasta with tasty sauces made with real vegetables and spices by a real Italian Mama and will trade white linen for red-and-white checked plastic tablecloths, you'll like our place just fine. If you're okay with a choice of just two wines, red or white, we'll give you as much of it as you want, from our famous bottomless wine bottle — free with your dinner. This restaurant owner took competitive disadvantages and turned them into a good, solid, “fun” selling story.

My “10 Smart Market Diagnosis and Profiling Questions” What keeps them awake at night, indigestion boiling up their esophagus, eyes open, staring at the ceiling? What are they afraid of? What are they angry about? Who are they angry at? What are their top three daily frustrations? What trends are occurring and will occur in their businesses or lives? What do they secretly, ardently desire most? Is there a built-in bias to the way they make decisions? (Example: engineers = exceptionally analytical) Do they have their own language? Who else is selling something similar to their product, and how? Who else has tried selling them something similar, and how has that effort failed? So, Step 1 in our system is to analyze thoroughly, understand, and connect with the customer.

Adult males in modern society who feel fulfilled in giving concern and tuition to boys and youths are portrayed as being interested only in boys' bodies (though this may be a small part of the attraction) and are spurned and traduced as sexual monsters. I believe we reap the harvest of ours hysterical and homophobia today in juvenile crime, drug use and delinquency. Consider the ethical training which boys and youths gained through shudo in Japan or in the system in Classical Greece, the tuition in manners, customs and humanity, the degree of civilised values imparted to them, the ideas of loyalty, honour and truthfulness; this highly personalised education with love and sensuality at its centre must be far more effective than any other. We in the West are bigoted fools to dismiss it with such horror.

I've spent thirty years working with the visualization techniques developed by Dr. Maxwell Maltz, author of the 30-million-copy best-seller Psycho-Cybernetics, and I use those techniques — like “Theater in Your Mind” — to visualize my letter's recipients as living, breathing, thinking, feeling, walking, talking human beings. I visualize their day's experience. How did it start out? What did they do when they first arrived at the office? Do they get their mail presorted? Opened? From an “in” basket? Hand-delivered? When do they get it? Where will they stand or sit when going through it? At that time, what else are they thinking about? Preoccupied with? What do they worry about, complain about, secretly wish for, enjoy? Through this stretch of my own imagination, I try to become one with the recipients of my letter, so I can anticipate their thoughts and reactions.

The bass drum thumped loudly and the chairman of the dance committee, Jeff Garwin, rose to speak. “Your attention, please!” he said over the microphone. “I have an important announcement to make. The next event on our program is the presentation of a pantomime produced by members of the Emerson College Dramatic Club. “As you all know, it is our custom each year to select an attractive young lady to preside over the event. She will wear the Festival Robe and Crown. After careful consideration by a committee of faculty and students, a choice has been made.” A hush fell over the audience as the announcer paused a long moment. “Will Miss Nancy Drew please come to the stage,” he said, smiling down at the girl. The students clapped and whistled. Though startled, Nancy responded with poise and mounted the improvised stage. She donned a white robe, a golden paper crown, and accepted the seat of honor.

He did not in the least wish the future Mrs. Newland Archer to be a simpleton. He meant her (thanks to his enlightening companionship) to develop a social tact and readiness of wit enabling her to hold her own with the most popular married women of the 'younger set,' in which it was the recognized custom to attract masculine homage while playfully discouraging it. If he had probed to the bottom of his vanity (as he sometimes nearly did) he would have found there the wish that his wife should be as worldly-wise and eager to please as the married lady whose charms had held his fancy through two mildly agitated years; without, of course, any hint of the frailty which had so nearly marred that unhappy being's life, and had disarranged his own plans for a whole winter. How this miracle of fire and ice was to be created, and to sustain itself in a harsh world, he had never taken the time to think out; but he was content to hold his view without analyzing it, since he knew it was that of all the carefully-brushed, white-waistcoated, buttonhole-flowered gentlemen who succeeded each other in the club box, exchanged friendly greetings with him, and turned their opera-glasses critically on the circle of ladies who were the product of the system. In matters intellectual and artistic Newland Archer felt himself distinctly the superior of these chosen specimens of old New York gentility; he had probably read more, thought more, and even seen a good deal more of the world, than any other man of the number. Singly they betrayed their inferiority; but grouped together they represented 'New York,' and the habit of masculine solidarity made him accept their doctrine in all the issues called moral. He instinctively felt that in this respect it would be troublesome - and also rather bad form - to strike out for himself.

Tips for Mailings to Sell Professional Services Credibility is critical here. Descriptive items of fact (such as number of years in business, number of clients served, sample client lists, and so on) can all be of tremendous value. However, “believability” is even more important than “credibility.” The facts about your business, such as years in business, clients served, proprietary methods, and so on are important, but not nearly as persuasive as what clients have to say about their real-life experiences with you, benefits realized, and skepticism erased. Facts and credibility only support persuasion. Consider offering a free initial consultation or a free package of informative literature; this may break down barriers of skepticism and mistrust. Answer the question: why should the reader bother? Similarly, you should work at making the intangible benefits of your product tangible. This can be accomplished with before/after photographs, slice-of-life stories, case histories, or other examples. Demonstrate the value!

Belinda was able to carry the most complicated orders for six or seven tables in her head without ever forgetting an item. She also knew instinctively what her customers would order before they did. Her predictions became something of a parlor trick for a while, in fact. Beyond such obvious attributes, however, Belinda was able to morph both her personality and her looks to suit whoever she was waiting on. For example, I'd watch her waiting on a group of young women and she'd appear reserved and fresh faced. Her conversation with them would be friendly but impersonal, never threatening. For couples, she'd become sophisticated, knowledgeable, and attractive. When waiting on men, she became girlishly flirtatious and subtly sexy. Were it not for her obvious sincerity at the table, Belinda would have merely been a good actress. But I don't believe that Belinda herself was aware of her transformations, and that detachment was part of the reason she made more money and received more compliments on her service than any of her coworkers.

There’s a story about legendary copywriter Gary Halbert, who once asked a room of aspiring writers, “Imagine you’re opening a hamburger stand on the beach—what do you need most to succeed?” Answers included, “secret sauce,” and “great location” and “quality meat.” Halbert replied, “You missed the most important thing—A STARVING CROWD.” Your job is to find that “starving crowd” who can’t live without what it is you have to offer. What we want to do in terms of targeting is to find good, prospective customers for our business that can be reached affordably, that are likely to buy, that are able to buy, and preferably who already know of us, or are likely to trust us. Once you get this down, and you nail exactly who your slam-dunk customer truly is—the person you absolutely want to do business with over and again—then you’ll be able to make your marketing “magnetic” because you’ll be using words and phrases that’ll attract your target audience. This makes your job much easier, because you can talk to them using language they relate to about what it is they really want.

Suddenly there was someone banging on the sliding glass door behind me; at this stage it was a contest of wills and I refused to even turn around and look. Then he was back banging on the front door. I finally excused myself from the conversation and went to the door to get rid of this guy. He was a passing motorist trying to tell me that the shrubs along my backyard wall were in flames! Suddenly this guy was elevated in status from annoying pest to welcome guest! Clearly, he was on my side: “Get the hose going — I'll call the fire department!” Together we kept the burning shrubbery from setting my whole house on fire. How did he go from pest to welcome guest so quickly? Because he had something to tell me that I instantly recognized as of urgent importance and of great value and benefit to me. In case you had illusions to the contrary, no one is sitting around hoping and praying that he will receive your sales letter. When it arrives, it is most likely an unwelcome pest. How do you earn your welcome as a guest? By immediately saying something that is recognized by the recipient as important and valuable and beneficial.

People, especially those in charge, rarely invite you into their offices and give freely of their time. Instead, you have to do something unique, compelling, even funny or a bit daring, to earn it. Even if you happen to be an exceptionally well-rounded person who possesses all of the scrappy qualities discussed so far, it’s still important to be prepared, dig deep, do the prep work, and think on your feet. Harry Gordon Selfridge, who founded the London-based department store Selfridges, knew the value of doing his homework. Selfridge, an American from Chicago, traveled to London in 1906 with the hope of building his “dream store.” He did just that in 1909, and more than a century later, his stores continue to serve customers in London, Manchester, and Birmingham. Selfridges’ success and staying power is rooted in the scrappy efforts of Harry Selfridge himself, a creative marketer who exhibited “a revolutionary understanding of publicity and the theatre of retail,” as he is described on the Selfridges’ Web site. His department store was known for creating events to attract special clientele, engaging shoppers in a way other retailers had never done before, catering to the holidays, adapting to cultural trends, and changing with the times and political movements such as the suffragists. Selfridge was noted to have said, “People will sit up and take notice of you if you will sit up and take notice of what makes them sit up and take notice.” How do you get people to take notice? How do you stand out in a positive way in order to make things happen? The curiosity and imagination Selfridge employed to successfully build his retail stores can be just as valuable for you to embrace in your circumstances. Perhaps you have landed a meeting, interview, or a quick coffee date with a key decision maker at a company that has sparked your interest. To maximize the impression you’re going to make, you have to know your audience. That means you must respectfully learn what you can about the person, their industry, or the culture of their organization. In fact, it pays to become familiar not only with the person’s current position but also their background, philosophies, triumphs, failures, and major breakthroughs. With that information in hand, you are less likely to waste the precious time you have and more likely to engage in genuine and meaningful conversation.

Gimmicks too often fail. Saying something of genuine importance and interest to the recipient usually succeeds. You say it with a headline. Yes, I am well aware that advertising has headlines and letters generally do not. However, successful sales letters do. It can go above the salutation or between the salutation and the body copy. It can be typeset in big, bold type while the rest of the letter has a typewritten look. Or it can be put in a “Johnson box,” a device presumably named after an inventor named Johnson, that looks like the one in the letter in Exhibit #8. What your headline says and how it says it are absolutely critical. You might compare it to the door-to-door salesperson wedging a foot in the door, buying just enough time to deliver one or two sentences that will melt resistance, create interest, and elevate his or her status from annoying pest to welcome guest; you've got just about the same length of time, the same opportunity. Exhibit #8 Johnson Box September 12, 2005 Mr. Horace Buyer President ACME Co. 123 Business Street City, State, Zip Dear Mr. Buyer: * * * * * * * * * * * * * * * * * * * * Your headline goes here. * * * * * * * * * * * * * * * * * * * * Body copy begins here and continues normal letter format.

Flattery was a prime department store strategy for cultivating customers, and men got a heavy dose. Males could expect to be treated like busy executives and discriminating men of the world. Men’s sections, floors, and entire stores were designed to resemble opulent clubs, often outfitted with wood-paneled grills that women customers were not permitted to enter. Vandervoort’s and Filene’s went to somewhat unusual lengths in furnishing a men’s lounge and smoking room, oddly working against the prevailing assumption that men had no time to spare. In Halle’s new men’s store of the late 1920s, dark mahogany paneling and carved marble detailing created the ambience of a priestly inner sanctum. Filene’s furnished an indoor putting green in its men’s store of 1928. Wanamaker’s outdid itself in 1932, the unlucky Depression year it opened its luxurious six-story men’s store in the Lincoln-Liberty building, with stocks of British imports and an equestrian shop too. Both Wanamaker’s and Marshall Field sold airplanes. Lord & Taylor reserved its tenth floor in New York City for men, with heman departments for cutlery, the home bar, and barbecue equipment. Gimbels, Macy’s, and Hearn’s stuck to more basic appeals, using their large liquor departments to attract men.

Or again, supposing prizes were offered to the magistrates in charge of the market for equitable and speedy settlements of points in dispute to enable any one so wishing to proceed on his voyage without hindrance, the result would be that far more traders would trade with us and with greater satisfaction. It would indeed be a good and noble institution to pay special marks of honour, such as the privilege of the front seat, to merchants and shipowners, and on occasion to invite to hospitable entertainment those who, through something notable in the quality of ship or merchandise, may claim to have done the state a service. The recipients of these honours will rush into our arms as friends, not only under the incentive of gain, but of distinction also. Now the greater the number of people attracted to Athens either as visitors or as residents, clearly the greater the development of imports and exports. More goods will be sent out of the country, there will be more buying and selling, with a consequent influx of money in the shape of rents to individuals and dues and customs to the state exchequer. And to secure this augmentation of the revenues, mind you, not the outlay of one single penny; nothing needed beyond one or two philanthropic measures and certain details of supervision.

There is far more to the Islamic way of life than fasting and segregating women, of course. Praying five times a day, avoiding alcohol, the custom of eating with the right hand, leaving the left for ablutions and many health measures associated with Islam, such as ritual washing. Then there is the Qur’an itself and the sonorous power of the Arabic language, with an attractive system of ethics including a focus on alms-giving and the equality of believers. Putting all this together created a powerful religious technology which made its followers more aggressive, confident, united and with a higher birth rate than any competing civilization. [...] People in the West see the traditional culture of the Muslim Middle East as primitive and “backward,” and there are constant calls for modernization. In fact, as had been seen, Islamic culture is anything but backward. Civilization first arose in Egypt, Mesopotamia and the Indus Valley in what is now Pakistan. It is no coincidence that these lands, with the longest experience of civilization, are now strongly and fervently Muslim. Long experience of civilization has bred a high-S genotype and culture which perfectly adapt people to survive and expand their numbers in dense agricultural and urban populations. Such countries tend to be poor (if we leave out the anomalous effects of oil wealth), since their peoples lack the temperament for industrialization. But wealth at that level is of no benefit in the long-term struggle for survival and success. To paraphrase Christian scripture, what does it benefit a civilization if it gains wealth but loses its strength and vigor? The advantages of Islam can be clearly seen in countries with mixed populations. Lebanon once had a Christian majority but is now 54% Muslim. In Communist Yugoslavia the provinces with Muslim populations grew much faster and received tax revenue from the wealthier Christian states. The population of Kosovo, the spiritual homeland of Christian Serbia, grew from 733,000 in 1948 to over two million in 1994, with the Muslim component surging from 68% to 90%, and lately going even higher. Meanwhile, Muslims are migrating into Europe where Christianity is in decline, the birth rate is far below replacement level, and people no longer have much faith in their own culture. Over the next few decades, as the next chapter will indicate, the native peoples of the West will become feebler and fewer. This means that on current trends Europe will become an Islamic continent in a century or so. The 1,400-year struggle between Islam and the West is coming to end. pp. 227 & 229-230

The unbelievable speed of this process has been principally caused by the fact that a handful of businesses in Silicon Valley (notably Google, Twitter and Facebook) now have the power not just to direct what most people in the world know, think and say, but have a business model which has accurately been described as relying on finding ‘customers ready to pay to modify someone else’s behaviour’.2 Yet although we are being aggravated by a tech world which is running faster than our legs are able to carry us to keep up with it, these wars are not being fought aimlessly. They are consistently being fought in a particular direction. And that direction has a purpose that is vast. The purpose – unknowing in some people, deliberate in others – is to embed a new metaphysics into our societies: a new religion, if you will. Although the foundations had been laid for several decades, it is only since the financial crash of 2008 that there has been a march into the mainstream of ideas that were previously known solely on the obscurest fringes of academia. The attractions of this new set of beliefs are obvious enough. It is not clear why a generation which can’t accumulate capital should have any great love of capitalism. And it isn’t hard to work out why a generation who believe they may never own a home could be attracted to an ideological world view which promises to sort out every inequity not just in their own lives but every inequity on earth. The interpretation of the world through the lens of ‘social justice’, ‘identity group politics’ and ‘intersectionalism’ is probably the most audacious and comprehensive effort since the end of the Cold War at creating a new ideology. To

(6) Doubt about new schools. Is this not all a pipe dream? Private schools now are almost all either parochial schools or elite academies. Will the effect of the voucher plan simply be to subsidize these, while leaving the bulk of the slum dwellers in inferior public schools? What reason is there to suppose that alternatives will really arise? The reason is that a market would develop where it does not exist today. Cities, states, and the federal government today spend close to $100 billion a year on elementary and secondary schools. That sum is a third larger than the total amount spent annually in restaurants and bars for food and liquor. The smaller sum surely provides an ample variety of restaurants and bars for people in every class and place. The larger sum, or even a fraction of it, would provide an ample variety of schools. It would open a vast market that could attract many entrants, both from public schools and from other occupations. In the course of talking to various groups about vouchers, we have been impressed by the number of persons who said something like, "I have always wanted to teach [or run a school] but I couldn't stand the educational bureaucracy, red tape, and general ossification of the public schools. Under your plan, I'd like to try my hand at starting a school." Many of the new schools would be established by nonprofit groups. Others would be established for profit. There is no way of predicting the ultimate composition of the school industry. That would be determined by competition. The one prediction that can be made is that only those schools that satisfy their customers will survive—just as only those restaurants and bars that satisfy their customers survive. Competition would see to that.

THE DEMANDS MADE by a work of this nature upon the generosity of specialists are very numerous, and the Editor would be wanting in all title to the generous treatment he has received were he not willing to make the fullest possible acknowledgment of his indebtedness. His thanks are due in the first place to the scholarly and accomplished Bahadur Shah, baggage elephant 174 on the Indian Register, who, with his amiable sister Pudmini, most courteously supplied the history of ‘Toomai of the Elephants’ and much of the information contained in ‘Servants of the Queen’. The adventures of Mowgli were collected at various times and in various places from a multitude of informants, most of whom desire to preserve the strictest anonymity. Yet, at this distance, the Editor feels at liberty to thank a Hindu gentleman of the old rock, an esteemed resident of the upper slopes of Jakko, for his convincing if somewhat caustic estimate of the national characteristics of his caste–the Presbytes. Sahi, a savant of infinite research and industry, a member of the recently disbanded Seeonee Pack, and an artist well known at most of the local fairs of Southern India, where his muzzled dance with his master attracts the youth, beauty, and culture of many villages, have contributed most valuable data on people, manners, and customs. These have been freely drawn upon, in the stories of ‘Tiger-Tiger!’ ‘Kaa’s Hunting’, and ‘Mowgli’s Brothers’. For the outlines of ‘Rikki-tikki-tavi’ the Editor stands indebted to one of the leading herpetologists of Upper India, a fearless and independent investigator who, resolving ‘not to live but know’, lately sacrificed his life through over-application to the study of our Eastern Thanatophidia. A happy accident of travel enabled the Editor, when a passenger on the Empress of India, to be of some slight assistance to a fellow-voyager. How richly his poor services were repaid, readers of the ‘White Seal’ may judge for themselves.

How I Turned a Troubled Company into a Personal Fortune. How to ________ This is a simple, straightforward headline structure that works with any desirable benefit. “How to” are two of the most powerful words you can use in a headline. Examples: How to Collect from Social Security at Any Age. How to Win Friends and Influence People. How to Improve Telemarketers' Productivity — for Just $19.95. Secrets Of ________ The word secrets works well in headlines. Examples: Secrets of a Madison Ave. Maverick — “Contrarian Advertising.” Secrets of Four Champion Golfers. Thousands (Hundreds, Millions) Now ________ Even Though They ________ This is a “plural” version of the very first structure demonstrated in this collection of winning headlines. Examples: Thousands Now Play Even Though They Have “Clumsy Fingers.” Two Million People Owe Their Health to This Idea Even Though They Laughed at It. 138,000 Members of Your Profession Receive a Check from Us Every Month Even Though They Once Threw This Letter into the Wastebasket Warning: ________ Warning is a powerful, attention-getting word and can usually work for a headline tied to any sales letter using a problem-solution copy theme. Examples: Warning: Two-Thirds of the Middle Managers in Your Industry Will Lose Their Jobs in the Next 36 Months. Warning: Your “Corporate Shield” May Be Made of Tissue Paper — 9 Ways You Can Be Held Personally Liable for Your Business's Debts, Losses, or Lawsuits Give Me ________ and I'll ________ This structure simplifies the gist of any sales message: a promise. It truly telegraphs your offer, and if your offer is clear and good, this may be your best strategy. Examples: Give Me 5 Days and I'll Give You a Magnetic Personality. Give Me Just 1 Hour a Day and I'll Have You Speaking French Like “Pierre” in 1 Month. Give Me a Chance to Ask Seven Questions and I'll Prove You Are Wasting a Small Fortune on Your Advertising. ________ ways to ________ This is just the “how to” headline enhanced with an intriguing specific number. Examples: 101 Ways to Increase New Patient Flow. 17 Ways to Slash Your Equipment Maintenance Costs. Many of these example headlines are classics from very successful books, advertisements, sales letters, and brochures, obtained from a number of research sources. Some are from my own sales letters. Some were created for this book.

The Ten Ways to Evaluate a Market provide a back-of-the-napkin method you can use to identify the attractiveness of any potential market. Rate each of the ten factors below on a scale of 0 to 10, where 0 is terrible and 10 fantastic. When in doubt, be conservative in your estimate: Urgency. How badly do people want or need this right now? (Renting an old movie is low urgency; seeing the first showing of a new movie on opening night is high urgency, since it only happens once.) Market Size. How many people are purchasing things like this? (The market for underwater basket-weaving courses is very small; the market for cancer cures is massive.) Pricing Potential. What is the highest price a typical purchaser would be willing to spend for a solution? (Lollipops sell for $0.05; aircraft carriers sell for billions.) Cost of Customer Acquisition. How easy is it to acquire a new customer? On average, how much will it cost to generate a sale, in both money and effort? (Restaurants built on high-traffic interstate highways spend little to bring in new customers. Government contractors can spend millions landing major procurement deals.) Cost of Value Delivery. How much will it cost to create and deliver the value offered, in both money and effort? (Delivering files via the internet is almost free; inventing a product and building a factory costs millions.) Uniqueness of Offer. How unique is your offer versus competing offerings in the market, and how easy is it for potential competitors to copy you? (There are many hair salons but very few companies that offer private space travel.) Speed to Market. How soon can you create something to sell? (You can offer to mow a neighbor’s lawn in minutes; opening a bank can take years.) Up-front Investment. How much will you have to invest before you’re ready to sell? (To be a housekeeper, all you need is a set of inexpensive cleaning products. To mine for gold, you need millions to purchase land and excavating equipment.) Upsell Potential. Are there related secondary offers that you could also present to purchasing customers? (Customers who purchase razors need shaving cream and extra blades as well; buy a Frisbee and you won’t need another unless you lose it.) Evergreen Potential. Once the initial offer has been created, how much additional work will you have to put in in order to continue selling? (Business consulting requires ongoing work to get paid; a book can be produced once and then sold over and over as is.) When you’re done with your assessment, add up the score. If the score is 50 or below, move on to another idea—there are better places to invest your energy and resources. If the score is 75 or above, you have a very promising idea—full speed ahead. Anything between 50 and 75 has the potential to pay the bills but won’t be a home run without a huge investment of energy and resources.

And indeed at the hotel where I was to meet Saint-Loup and his friends the beginning of the festive season was attracting a great many people from near and far; as I hastened across the courtyard with its glimpses of glowing kitchens in which chickens were turning on spits, pigs were roasting, and lobsters were being flung alive into what the landlord called the ‘everlasting fire’, I discovered an influx of new arrivals (worthy of some Census of the People at Bethlehem such as the Old Flemish Masters painted), gathering there in groups, asking the landlord or one of his staff (who, if they did not like the look of them; would recommend accommodation elsewhere in the town) for board and lodging, while a kitchen-boy passed by holding a struggling fowl by its neck. Similarly, in the big dining-room, which I had passed through on my first day here on my way to the small room where my friend awaited me, one was again reminded of some Biblical feast, portrayed with the naïvety of former times and with Flemish exaggeration, because of the quantity of fish, chickens, grouse, woodcock, pigeons, brought in garnished and piping hot by breathless waiters who slid along the floor in their haste to set them down on the huge sideboard where they were carved immediately, but where – for many of the diners were finishing their meal as I arrived – they piled up untouched; it was as if their profusion and the haste of those who carried them in were prompted far less by the demands of those eating than by respect for the sacred text, scrupulously followed to the letter but naïvely illustrated by real details taken from local custom, and by a concern, both aesthetic and devotional, to make visible the splendour of the feast through the profusion of its victuals and the bustling attentiveness of those who served it. One of them stood lost in thought by a sideboard at the end of the room; and in order to find out from him, who alone appeared calm enough to give me an answer, where our table had been laid, I made my way forward through the various chafing-dishes that had been lit to keep warm the plates of latecomers (which did not prevent the desserts, in the centre of the room, from being displayed in the hands of a huge mannikin, sometimes supported on the wings of a duck, apparently made of crystal but actually of ice, carved each day with a hot iron by a sculptor-cook, in a truly Flemish manner), and, at the risk of being knocked down by the other waiters, went straight towards the calm one in whom I seemed to recognize a character traditionally present in these sacred subjects, since he reproduced with scrupulous accuracy the snub-nosed features, simple and badly drawn, and the dreamy expression of such a figure, already dimly aware of the miracle of a divine presence which the others have not yet begun to suspect. In addition, and doubtless in view of the approaching festive season, the tableau was reinforced by a celestial element recruited entirely from a personnel of cherubim and seraphim. A young angel musician, his fair hair framing a fourteen-year-old face, was not playing any instrument, it is true, but stood dreaming in front of a gong or a stack of plates, while less infantile angels were dancing attendance through the boundless expanse of the room, beating the air with the ceaseless flutter of the napkins, which hung from their bodies like the wings in primitive paintings, with pointed ends. Taking flight from these ill-defined regions, screened by a curtain of palms, from which the angelic waiters looked, from a distance, as if they had descended from the empyrean, I squeezed my way through to the small dining-room and to Saint-Loup’s table.