Copying Business Ideas Quotes

Accountants are in the past, managers are in the present, and leaders are in the future.

The goal of management is to remove obstacles.

Make your customers comfortable and they will give you their lives.

The sequence that made Martin Luther King Jr.’s “Dream Speech” the greatest speech of the twentieth century had all been improvised. The words “I have a dream” are not in the original copy of the speech!

While someone might attempt a feeble carbon copy of those ideas you’ve spent years developing, they can never match the undeniably distinctive aspect of your work. Especially if it resonates across multiple platforms and in multiple formats.

The late 1920s were an age of islands, real and metaphorical. They were an age when Americans by thousands and tens of thousands were scheming to take the next boat for the South Seas or the West Indies, or better still for Paris, from which they could scatter to Majorca, Corsica, Capri or the isles of Greece. Paris itself was a modern city that seemed islanded in the past, and there were island countries, like Mexico, where Americans could feel that they had escaped from everything that oppressed them in a business civilization. Or without leaving home they could build themselves private islands of art or philosophy; or else - and this was a frequent solution - they could create social islands in the shadow of the skyscrapers, groups of close friends among whom they could live as unconstrainedly as in a Polynesian valley, live without moral scruples or modern conveniences, live in the pure moment, live gaily on gin and love and two lamb chops broiled over a coal fire in the grate. That was part of the Greenwich Village idea, and soon it was being copied in Boston, San Francisco, everywhere.

There is an alternative approach to being wrong as fast as you can. It is the notion that if you carefully think everything through, if you are meticulous and plan well and consider all possible outcomes, you are more likely to create a lasting product. But I should caution that if you seek to plot out all your moves before you make them—if you put your faith in slow, deliberative planning in the hopes it will spare you failure down the line—well, you’re deluding yourself. For one thing, it’s easier to plan derivative work—things that copy or repeat something already out there. So if your primary goal is to have a fully worked out, set-in-stone plan, you are only upping your chances of being unoriginal. Moreover, you cannot plan your way out of problems. While planning is very important, and we do a lot of it, there is only so much you can control in a creative environment. In general, I have found that people who pour their energy into thinking about an approach and insisting that it is too early to act are wrong just as often as people who dive in and work quickly. The overplanners just take longer to be wrong (and, when things inevitably go awry, are more crushed by the feeling that they have failed). There’s a corollary to this, as well: The more time you spend mapping out an approach, the more likely you are to get attached to it. The nonworking idea gets worn into your brain, like a rut in the mud. It can be difficult to get free of it and head in a different direction. Which, more often than not, is exactly what you must do.

Charles Darwin formulated his idea 50 years before genes, 100 before the double helix, and 150 before the human genome was read. But they all say the same thing. Life is a chemical reaction. Life is derived from what came before. Life is imperfect copying. Life is the accumulation and refinement of information embedded in DNA. Natural selection explains how, once it had started, life evolved on Earth. We busy ourselves refining the theory, and working out the details with a scrutiny and precision that has been enabled and invigorated by reading genome after genome, and crunching those numbers until comprehensible patterns emerge. We are the data.

A slave, Marcus Cato said, should be working when he is not sleeping. It does not matter whether his work in itself is good in itself—for slaves, at least. This sentiment still survives, and it has piled up mountains of useless drudgery. I believe that this instinct to perpetuate useless work is, at bottom, simply fear of the mob. The mob (the thought runs) are such low animals that they would be dangerous if they had leisure; it is safer to keep them too busy to think. A rich man who happens to be intellectually honest, if he is questioned about the improvement of working conditions, usually says something like this: "We know that poverty is unpleasant; in fact, since it is so remote, we rather enjoy harrowing ourselves with the thought of its unpleasantness. But don’t expect us to do anything about it. We are sorry fort you lower classes, just as we are sorry for a cat with the mange, of your condition. We feel that you are much safer as you are. The present state of affairs suits us, and we are not going to take the risk of setting you free, even by an extra hour a day. So, dear brothers, since evidently you must sweat to pay for our trips to Italy, sweat and be damned to you.” This is particularly the attitude of intelligent, cultivated people; one can read the substance if it in a hundred essays. Very few cultivated people have less than (say) four hundred pounds a year, and naturally they side with the rich, because they imagine that any liberty conceded to the poor is a threat to their own liberty. foreseeing some dismal Marxian Utopia as the alternative, the educated man prefers to keep things as they are. Possibly he does not like his fellow-rich very much, but he supposes that even the vulgarest of them are less inimical to his pleasures, more his kind of people, than the poor, and that he had better stand by them. It is this fear of a supposedly dangerous mob that makes nearly all intelligent people conservative in their opinions. Fear of the mob is a superstitious fear. It is based on the idea that there is some mysterious, fundamental difference between rich and poor, as though they were two different races, like negroes and white men. But in reality there is no such difference. The mass of the rich and the poor are differentiated by their incomes and nothings else, and the average millionaire is only the average dishwasher dressed in a new suit. Change places, and handy dandy, which is the justice, which is the thief? Everyone who has mixed on equal terms with the poor knows this quite well. But the trouble is that intelligent, cultivated people, the very people who might be expected to have liberal opinions, never do mix with the poor. For what do the majority of educated people know about poverty? In my copy of Villon’s poems the editor has actually thought it necessary to explain the line “Ne pain ne voyent qu'aux fenestres” by a footnote; so remote is even hunger from the educated man’s experience. From this ignorance a superstitious fear of the mob results quite naturally. The educated man pictures a horde of submen, wanting only a day’s liberty to loot his house, burn his books, and set him to work minding a machine or sweeping out a lavatory. “Anything,” he thinks, “any injustice, sooner than let that mob loose.

With global advances in technology, our society is becoming more engrossed in personal gadgets than in the world around them. We hold our phones more than we hold real conversations, and each other. We’re so busy looking down at screens and engaging in digital interactions that we forget about the environment around us. It seems people would rather experience an event through a camera than use their eyes to enjoy what’s in front of them. Concert audiences are lit up by the shimmering of phone screens. This isn’t to say that we shouldn’t capture mementos of these precious times. But living through a screen prevents us from being present in the moment. As we continue to distract ourselves from the present moment, we become more anxious, fearful and stressed. Worries overwhelm us in our everyday lives because we’re now conditioned to live elsewhere, rather than right here. What’s more, we ignore the people around us and our personal relationships pay the price. This is often why we feel distressed, disconnected and lost. Our vibration is lowered because we feel like we’re in some imagined situation that doesn’t match up with our lived reality. We relive moments of the past, fear the future and create obstacles in our minds. We devote creative energy to destructive ideas – and this invites turmoil into our lives. Now is the only time you have. Once your past is gone, it doesn’t exist, no matter how many times you recreate it mentally. The future hasn’t even arrived; but again, you keep taking yourself there mentally. Tomorrow comes disguised as today and some of us don’t even notice. Nothing is more valuable than the present moment because you can never get it back.

Peter Thiel and Ken Howery at Founders Fund, however, reached out to their friends behind the scenes at Friendster. They dug into why users were leaving the site. Like other users, Thiel and Howery knew that Friendster crashed often. They also knew that the team behind Friendster had received, and ignored, crucial advice on how to scale their site—how to transform a system built for a few thousand users into one that could support millions of users. They asked for and received a copy of Friendster’s data on user retention. They were stunned by how long users stayed with the site, despite the irritating crashes. They concluded that users weren’t leaving because social networks were weak business models, like clothing brands. They were leaving because of a software glitch. It was a False Fail. Thiel wrote Zuckerberg a check for $500,000. Eight years later, he sold most of his stake in Facebook for roughly a billion dollars.

Then one evening he reached the last chapter, and then the last page, the last verse. And there it was! That unforgivable and unfathomable misprint that had caused the owner of the books to order them to be pulped. Now Bosse handed a copy to each of them sitting round the table, and they thumbed through to the very last verse, and one by one burst out laughing. Bosse was happy enough to find the misprint. He had no interest in finding out how it got there. He had satisfied his curiosity, and in the process had read his first book since his schooldays, and even got a bit religious while he was at it. Not that Bosse allowed God to have any opinion about Bellringer Farm’s business enterprise, nor did he allow the Lord to be present when he filed his tax return, but – in other respects – Bosse now placed his life in the hands of the Father, the Son and the Holy Spirit. And surely none of them would worry about the fact that he set up his stall at markets on Saturdays and sold bibles with a tiny misprint in them? (‘Only ninety-nine crowns each! Jesus! What a bargain!’) But if Bosse had cared, and if, against all odds, he had managed to get to the bottom of it, then after what he had told his friends, he would have continued: A typesetter in a Rotterdam suburb had been through a personal crisis. Several years earlier, he had been recruited by Jehovah’s Witnesses but they had thrown him out when he discovered, and questioned rather too loudly, the fact that the congregation had predicted the return of Jesus on no less than fourteen occasions between 1799 and 1980 – and sensationally managed to get it wrong all fourteen times. Upon which, the typesetter had joined the Pentecostal Church; he liked their teachings about the Last Judgment, he could embrace the idea of God’s final victory over evil, the return of Jesus (without their actually naming a date) and how most of the people from the typesetter’s childhood including his own father, would burn in hell. But this new congregation sent him packing too. A whole month’s collections had gone astray while in the care of the typesetter. He had sworn by all that was holy that the disappearance had nothing to do with him. Besides, shouldn’t Christians forgive? And what choice did he have when his car broke down and he needed a new one to keep his job? As bitter as bile, the typesetter started the layout for that day’s jobs, which ironically happened to consist of printing two thousand bibles! And besides, it was an order from Sweden where as far as the typesetter knew, his father still lived after having abandoned his family when the typesetter was six years old. With tears in his eyes, the typesetter set the text of chapter upon chapter. When he came to the very last chapter – the Book of Revelation – he just lost it. How could Jesus ever want to come back to Earth? Here where Evil had once and for all conquered Good, so what was the point of anything? And the Bible… It was just a joke! So it came about that the typesetter with the shattered nerves made a little addition to the very last verse in the very last chapter in the Swedish bible that was just about to be printed. The typesetter didn’t remember much of his father’s tongue, but he could at least recall a nursery rhyme that was well suited in the context. Thus the bible’s last two verses plus the typesetter’s extra verse were printed as: 20. He who testifies to these things says, Surely I am coming quickly. Amen. Even so, come, Lord Jesus!21. The grace of our Lord Jesus Christ be with you all. Amen.22. And they all lived happily ever after.

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.

It’s with the next drive, self-preservation, that AI really jumps the safety wall separating machines from tooth and claw. We’ve already seen how Omohundro’s chess-playing robot feels about turning itself off. It may decide to use substantial resources, in fact all the resources currently in use by mankind, to investigate whether now is the right time to turn itself off, or whether it’s been fooled about the nature of reality. If the prospect of turning itself off agitates a chess-playing robot, being destroyed makes it downright angry. A self-aware system would take action to avoid its own demise, not because it intrinsically values its existence, but because it can’t fulfill its goals if it is “dead.” Omohundro posits that this drive could make an AI go to great lengths to ensure its survival—making multiple copies of itself, for example. These extreme measures are expensive—they use up resources. But the AI will expend them if it perceives the threat is worth the cost, and resources are available. In the Busy Child scenario, the AI determines that the problem of escaping the AI box in which it is confined is worth mounting a team approach, since at any moment it could be turned off. It makes duplicate copies of itself and swarms the problem. But that’s a fine thing to propose when there’s plenty of storage space on the supercomputer; if there’s little room it is a desperate and perhaps impossible measure. Once the Busy Child ASI escapes, it plays strenuous self-defense: hiding copies of itself in clouds, creating botnets to ward off attackers, and more. Resources used for self-preservation should be commensurate with the threat. However, a purely rational AI may have a different notion of commensurate than we partially rational humans. If it has surplus resources, its idea of self-preservation may expand to include proactive attacks on future threats. To sufficiently advanced AI, anything that has the potential to develop into a future threat may constitute a threat it should eliminate. And remember, machines won’t think about time the way we do. Barring accidents, sufficiently advanced self-improving machines are immortal. The longer you exist, the more threats you’ll encounter, and the longer your lead time will be to deal with them. So, an ASI may want to terminate threats that won’t turn up for a thousand years. Wait a minute, doesn’t that include humans? Without explicit instructions otherwise, wouldn’t it always be the case that we humans would pose a current or future risk to smart machines that we create? While we’re busy avoiding risks of unintended consequences from AI, AI will be scrutinizing humans for dangerous consequences of sharing the world with us.

The US traded its manufacturing sector’s health for its entertainment industry, hoping that Police Academy sequels could take the place of the rustbelt. The US bet wrong. But like a losing gambler who keeps on doubling down, the US doesn’t know when to quit. It keeps meeting with its entertainment giants, asking how US foreign and domestic policy can preserve its business-model. Criminalize 70 million American file-sharers? Check. Turn the world’s copyright laws upside down? Check. Cream the IT industry by criminalizing attempted infringement? Check. It’ll never work. It can never work. There will always be an entertainment industry, but not one based on excluding access to published digital works. Once it’s in the world, it’ll be copied. This is why I give away digital copies of my books and make money on the printed editions: I’m not going to stop people from copying the electronic editions, so I might as well treat them as an enticement to buy the printed objects. But there is an information economy. You don’t even need a computer to participate. My barber, an avowed technophobe who rebuilds antique motorcycles and doesn’t own a PC, benefited from the information economy when I found him by googling for barbershops in my neighborhood. Teachers benefit from the information economy when they share lesson plans with their colleagues around the world by email. Doctors benefit from the information economy when they move their patient files to efficient digital formats. Insurance companies benefit from the information economy through better access to fresh data used in the preparation of actuarial tables. Marinas benefit from the information economy when office-slaves look up the weekend’s weather online and decide to skip out on Friday for a weekend’s sailing. Families of migrant workers benefit from the information economy when their sons and daughters wire cash home from a convenience store Western Union terminal. This stuff generates wealth for those who practice it. It enriches the country and improves our lives. And it can peacefully co-exist with movies, music and microcode, but not if Hollywood gets to call the shots. Where IT managers are expected to police their networks and systems for unauthorized copying – no matter what that does to productivity – they cannot co-exist. Where our operating systems are rendered inoperable by “copy protection,” they cannot co-exist. Where our educational institutions are turned into conscript enforcers for the record industry, they cannot co-exist. The information economy is all around us. The countries that embrace it will emerge as global economic superpowers. The countries that stubbornly hold to the simplistic idea that the information economy is about selling information will end up at the bottom of the pile. What country do you want to live in?

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.

The Bradford Exchange—a knockoff of [Joseph] Segel’s [Franklin Mint] business—created a murky secondary market for its collector plates, complete with advertisements featuring its “brokers” hovering over computers, tracking plate prices. To underscore the idea of these mass-produced tchotchkes as upmarket, sophisticated investments, the company deployed some of its most aggressive ads (which later led to lawsuits) in magazines like Kiplinger’s Personal Finance and Architectural Digest. A 1986 sales pitch offered “The Sound of Music,” the first plate in a new series from the Edwin M. Knowles China Company, at a price of $19.50. Yet the ad copy didn’t emphasize the plate itself. Rather, bold type introduced two so-called facts: “Fact: ‘Scarlett,’ the 1976 first issue in Edwin M. Knowles’ landmark series of collector’s plates inspired by the classic film Gone With the Wind, cost $21.60 when it was issued. It recently traded at $245.00—an increase of 1,040% in just seven years.” And “Fact: ‘The Sound of Music,’ the first issue in Knowles’ The Sound of Music series, inspired by the classic film of the same name, is now available for $19.50.” Later the ad advised that “it’s likely to increase in value.” Currently, those plates can be had on eBay for less than $5 each. In 1993 U.S. direct mail sales of collectibles totaled $1.7 billion

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Uncovering an idea that you will enjoy thinking about every day - whether that is when you are writing copy for your website or answering a customer's question about it - is the secret. Of course, you need to do your market research to make sure there are other people interested in buying what you plan to sell. You can't build a million-dollar, one-person business around a passion that only ten people on the planet share, unless you have achieved such elite status in your niche that people will be willing to pay you very high prices.

One August evening in 1996, a publisher named Nigel Newton left his office in London’s Soho district and headed home, carrying a stack of papers. Among them were fifty sample pages from a book he needed to review, but Newton didn’t have high hopes for it. The manuscript had already been rejected by eight other publishers. Newton didn’t read the sample pages that evening. Instead, he handed them over to his eight-year-old daughter, Alice. Alice read them. About an hour later, she returned from her room, her face glowing with excitement. “Dad,” she said, “this is so much better than anything else.” She wouldn’t stop talking about the book. She wanted to finish reading it, and she pestered her father – for months – until he tracked down the rest. Eventually, spurred by his daughter’s insistence, Newton signed the author to a modest contract and printed five hundred copies. That book, which barely made it to the public, was Harry Potter and the Philosopher’s Stone.fn1

Good twin calling evil twin. The weasel crows at midnight. How copy?" "Oh, for mercy's sake... I'm busy! Stop sending me silly messages in code! If you have something to say, just say it; otherwise, radio silence, remember?" "You're no fun anymore. You used to be fun, but lately, I've noticed a change in you. Is it menopause, May?" Cyrene 's question took me aback so strongly, I stopped creeping down the darkened hallway and blinked in dumbfounded surprise at the mirror that hung on the wall opposite. No reflected figure blinked back at me. "Are you still having your period? Do you experience hot flashes at night? Are you now growing, or have you at any time in the recent past grown, a mustache?" "Goddess help me," I murmured to no one in particular, and tried my best to ignore the perky little voice that chirped so happily in my ear as I continued to make my way down to the dark and deserted room. I thought for a moment of just turning off the miniature radio that allowed Cyrene to contact me, but knowledge born of long experience with my twin reminded me of the folly of such an idea. "Boy, you really are in a grumpy mood if you won't rise to the bait of menopause," she said in a mildly disgruntled voice

Eighty percent of entrepreneurs are “replicative,” a term coined by Professor William Baumol to describe people who copy, and usually improve, existing and successful ideas with the intent to own a successful and growing business.

The Random Book Club is an offshoot of the shop which I set up a few years ago when business was sore and the future looked bleak. For £59 a year subscribers receive a book a month, but they have no say over what genre of book they receive, and quality control is entirely down to me. I am extremely judicious in what I choose to put in the box from which the RBC books are parcelled and sent. Since subscribers are clearly inveterate readers, I always take care to pick books that I think anyone who loves reading for its own sake would enjoy. There is nothing that would require too much technical expertise to understand: a mix of fiction and non-fiction, with the weight slightly towards non-fiction, and some poetry. Among the books going out later this month are a copy of Clive James’s Other Passports, Lawrence Durrell’s Prospero’s Cell, Iris Murdoch’s biography of Sartre, Neville Shute’s A Town Like Alice, and a book called 100+ Principles of Genetics. All the books are in good condition, none is ex-library, and some – several of them each year – are hundreds of years old. I estimate that if the members decided to sell the books on eBay, they would more than make their money back. There is a forum on the web site, but nobody uses it, which gives me an insight into the type of person who is attracted to the idea – they don’t like clubs where they have to interact with other people. Perhaps that is why I came up with the idea in the first place – it is a sort of Groucho Marx approach to clubs. There are about 150 members and, apart from a minimal amount of advertising in the Literary Review, the only marketing I do is to have a web site and Facebook page, neither of which I have updated for some time. Word of mouth seems to have been the best way of marketing it. It has saved me from financial embarrassment during a very difficult time in the book trade.

The Idea Generators So let’s open the net wide and get down to generating ideas . . . I mean problems! Here’s what the process of coming up with a million-dollar business idea does NOT look like: Getting on TikTok or YouTube and mindlessly copying whatever the influencers say is working for them Getting struck with the perfect vision for a genius new product Meditating, following your passion, and brainstorming Following any other woo-woo method that promises inspiration in a box Here’s what the actual process looks like: What’s the most painful (aka valuable) problem you can solve for people . . . That you also have passion for and/or unique expertise in . . . For the largest niche possible that you belong to and understand . . . Simple enough, but takes some light and fun brainwork. Remember to focus on your Zone of Influence here (your existing community): the 150 followers you have on TikTok, the 200 in your local Taco Aficionados group, the 300 in the WhatsApp group for your mountain biking club (not to mention the 143,000 in the subreddit r/mountainbiking). Your job as a problem seeker is to go to a community of yours. You can access all the idea challenges and more examples at MillionDollarWeekend.com. Now it’s your turn. Use the following four challenges to come up with at least ten potentially profitable ideas:

Ultimately, it comes down to taste. It comes down to trying to expose yourself to the best things that humans have done and then try to bring those things into what you’re doing. Picasso had a saying: good artists copy, great artists steal. And we have always been shameless about stealing great ideas, and I think part of what made the Macintosh great was that the people working on it were musicians and poets and artists and zoologists and historians who also happened to be the best computer scientists in the world.

Don’t strive to create the most original ideas, strive to create the best products and services on the market. Learn and copy great ideas as much as possible. It is essential for creating excellent ideas and your success in business.

We are certain that for every one of these rock stars we meet in our daily work, there are dozens or even hundreds more who are doing their best to unseat us from our perch. Maybe all of them will fail, but probably not. Probably, somewhere in a garage, dorm room, lab, or conference room, a brave business leader has gathered a small, dedicated team of smart creatives. Maybe she has a copy of our book, and is using our ideas to help her create a company that will eventually render Google irrelevant. Preposterous, right? Except that, given that no business wins forever, it is inevitable. Some would find this chilling. We find it inspiring.

Here’s the trick to significantly improving your SaaS email marketing skills—you have to become a student of it. This means you should: Start collecting great email copy, CTAs, and designs. Understand the objective behind each and every email that businesses send. Try to understand the rationale behind copy, link, and design decisions. There are great websites like Really Good Emails11, Good Email Copy12, and Good Sales Emails.com13 that you can use for your research. These sites categorize email copy and designs by types. As well as this, you should sign up to receive emails from some of the leading SaaS brands. Those include, among others: Drift MailChimp Pipedrive Shopify SurveyMonkey Trello Wistia Zapier You should also sign up to competing products and mailing lists from companies in your sector. I personally signed up to thousands of products and newsletters. It’s great for benchmarking and research. At the time of writing, I’ve already passively collected more than 60,000 emails. Obviously, don’t sign up to your competitors’ products with a business email address! I have a special email address I use for this. This account allows me to get data, understand what other organizations are doing, and find good copy ideas. For example, here’s what a search for ‘Typeform’ gives me: Figure 18.1 – Inbox Inspiration It’s not uncommon for me to sign up several times to the same product or newsletter. This allows me to see what they have learned and to track the evolution of their email marketing program. At LANDR, we created a shared document to keep track of subject lines, offers, and copy we wanted to test. Our copywriter was even going through his junk mail folder to find ideas and inspiration. There are tests we ran that were inspired by copy found in his spam folder. Some of them turned out to be really successful too—so keep your eyes open for inspiration. You can use Evernote, Paper, or any other platform to collaborate on idea generation. Alternatively, you can subscribe to paid services like Mailcharts14 or Mailody15. These services will help you track and understand your competitors’ email programs. Build processes to find and access copy and design ideas. It will help you create better emails, faster. In the next chapter we’ll get started creating our first email sequences.

You don’t necessarily have to find your exact idea on Amazon.  It’s good to have something unique to offer the marketplace.  But it’s important to know if similar ideas sell well.   For instance, let’s say you’re in the fitness and nutrition tips for women market.  You’re not sure if this topic has a readership in the digital platform.  So you’ll hop over to Amazon.com to see what sells.   What you find is a variety of titles that sell (at least) 10+ copies each day: ** 1 Day Diet (#8,598) ** Running Sucks (#4,626) ** Flat Belly Diet (#10,823) ** The New Abs Diet for Women (#8,910) ** Six Weeks to Sleeveless and Sexy (#9,973) All these ideas are geared towards the fitness/nutrition for women market.  So this is good evidence that people are buying this kind of information.  Step #4: Find a Hook for Your Book Right now, you might have a single great idea or you might have a bunch of different topics.  What you need to do next is to take each idea and find an angle that will help it sell. It’s not enough to write about a benefit (i.e.: lose weight, get a girl, start a business).  Instead you want a compelling title that grabs people’s attention.  What you want is a “hook.” A hook is the desired outcome the reader receives when he or she applies what you teach.  Done correctly, the hook is an elevator pitch that explains your core concept in a punchy sentence.  Personally, I think it’s important to find your hook before you write your book.  That way you’ll have a rough idea of what information to include.  A hook can include a number of factors: ** An attention grabber (Running Sucks, Super Brain, Why Men Love Bitches) ** A benefit-driven title (Getting Things Done, How to Win Friends and Influence People, Love Yourself Like Your Life Depends on It) ** A time-specific result (4-Hour Work Week, The 17-Day Diet, 21 Days to a More Disciplined Life) ** A numbered list of content (21 Prayers of Gratitude, How to Make Him Beg to Be Your Boyfriend in 6 Simple Steps, 52 Small Changes) ** A keyword-specific title (Make Money Online, How to Lose Weight Fast, Get a Girlfriend) You can use more than one hook. Some people combine a few to come up with an interesting title. EXAMPLE: Last month I published an eBook titled: My Blog Traffic Sucks!  8 Simple Steps to Get 100,000 Visitors without Working 8 Days a Week. This was a unique hook because it had multiple factors in the title: ** An attention grabber (My Blog Traffic Sucks!)

An entrepreneur is someone who exploits an innovative idea—one that he develops, or copies, improves, or rents—to start a profit-seeking, scalable business that successfully satisfies demand for a new or better product.

The Fearless Flyer began life in 1969 during the Good Time Charley phase of Trader Joe’s as the Insider’s Wine Report, a sheet of gossip of “inside” information on the wine industry at a time where there weren’t any such gossip sheets, for the excellent reason that few people were interested in wine. As of the writing of this book, 11 percent of Americans drink 88 percent of the wine according to contemporary wine gossip magazine the Wine Spectator. In the Insider’s Wine Report we gave the results of the wine tastings that we were holding with increasing frequency, as we tried to gain product knowledge. This growing knowledge impressed me with how little we knew about food, so in 1969, we launched a parallel series of blind tastings of branded foods: mayonnaise, canned tuna, hot dogs, peanut butter, and so on. The plan was to select the winner, and sell it “at the lowest shelf price in town.” To report these results, I designed the Insider’s Food Report, which began publication in 1970. It deliberately copied the physical layout of Consumer Reports: the 8.5” x 11” size, the width of columns, and the typeface (later changed). Other elements of design are owed to David Ogilvy’s Confessions of an Advertising Man. The numbered paragraphs, the boxes drawn around the articles, are all Ogilvy’s ideas. I still think his books are the best on advertising that I’ve ever read and I recommend them. Another inspiration was Clay Felker, then editor of New York magazine, the best-edited publication of that era. New York’s motto was, “If you live in New York, you need all the help you can get!” The Insider’s Food Report borrowed this, as “The American housewife needs all the help she can get!” And in the background was the Cassandra-like presence of Ralph Nader, then at the peak of his influence. I felt, however, that all the consumer magazines, never mind Mr. Nader, were too paranoid, too humorless. To leaven the loaf, I inserted cartoons. The purpose of the cartoons was to counterpoint the rather serious, expository text; and, increasingly, to mock Trader Joe’s pretensions as an authority on anything.

Silicon Valley’s and China’s internet ecosystems grew out of very different cultural soil. Entrepreneurs in the valley are often the children of successful professionals, such as computer scientists, dentists, engineers, and academics. Growing up they were constantly told that they—yes, they in particular—could change the world. Their undergraduate years were spent learning the art of coding from the world’s leading researchers but also basking in the philosophical debates of a liberal arts education. When they arrived in Silicon Valley, their commutes to and from work took them through the gently curving, tree-lined streets of suburban California. It’s an environment of abundance that lends itself to lofty thinking, to envisioning elegant technical solutions to abstract problems. Throw in the valley’s rich history of computer science breakthroughs, and you’ve set the stage for the geeky-hippie hybrid ideology that has long defined Silicon Valley. Central to that ideology is a wide-eyed techno-optimism, a belief that every person and company can truly change the world through innovative thinking. Copying ideas or product features is frowned upon as a betrayal of the zeitgeist and an act that is beneath the moral code of a true entrepreneur. It’s all about “pure” innovation, creating a totally original product that generates what Steve Jobs called a “dent in the universe.” Startups that grow up in this kind of environment tend to be mission-driven. They start with a novel idea or idealistic goal, and they build a company around that. Company mission statements are clean and lofty, detached from earthly concerns or financial motivations. In stark contrast, China’s startup culture is the yin to Silicon Valley’s yang: instead of being mission-driven, Chinese companies are first and foremost market-driven. Their ultimate goal is to make money, and they’re willing to create any product, adopt any model, or go into any business that will accomplish that objective. That mentality leads to incredible flexibility in business models and execution, a perfect distillation of the “lean startup” model often praised in Silicon Valley. It doesn’t matter where an idea came from or who came up with it. All that matters is whether you can execute it to make a financial profit. The core motivation for China’s market-driven entrepreneurs is not fame, glory, or changing the world. Those things are all nice side benefits, but the grand prize is getting rich, and it doesn’t matter how you get there.

The only way to survive this battle is to constantly improve one’s product but also to innovate on your business model and build a “moat” around your company. If one’s only edge is a single novel idea, that idea will invariably be copied, your key employees will be poached, and you’ll be driven out of business by VC-subsidized competitors. This rough-and-tumble environment makes a strong contrast to Silicon Valley, where copying is stigmatized and many companies are allowed to coast on the basis of one original idea or lucky break.

The problem with these closed environments is that they inhibit serendipity and reduce the overall network of minds that can potentially engage with a problem. This is why a growing number of large organizations—businesses, nonprofits, schools, government agencies—have begun experimenting with work environments that encourage the architecture of serendipity. Traditionally, organizations that have a strong demand for innovation have created a kind of closed playpen for hunches: the research-and-development lab. Ironically, R&D labs have historically functioned as a kind of idea lockbox; the hunches evolving in those labs tended to be the most heavily guarded secrets in the entire organization. Allowing these early product ideas to circulate more widely would allow rival firms to copy or exploit them. Some organizations—including Apple—have gone to great length to keep R&D experiments sequestered from other employees inside the organization. But that secrecy, as we have seen, comes with great cost. Protecting ideas from copycats and competitors also protects them from other ideas that might improve them, might transform them from hints and hunches to true innovations.

For context, I circulated an article from Harvard Business Review (HBR) that explained how a culture that captures thousands of “small” innovations can create benefits for customers that are impossible for competitors to imitate. One big idea is pretty easy to copy, but thousands of tweaks are impossible to see from the outside, let alone imitate.

I circulated an article from Harvard Business Review (HBR) that explained how a culture that captures thousands of “small” innovations can create benefits for customers that are impossible for competitors to imitate. One big idea is pretty easy to copy, but thousands of tweaks are impossible to see from the outside, let alone imitate.3

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Steam, however, was changing the newspaper business as it was changing everything else by the 1830s. The new rotary presses, powered by steam, could turn out thousands of copies of a newspaper a night and at a much lower price than had been possible before. Bennett decided to try something new. On May 6, 1835, with $500 in capital, an office in a dank cellar, and himself as the only employee, Bennett began publishing the New York Herald. Bennett made the Herald nonpartisan in its news articles, sought always to be the first with the news, and sold it to a mass audience by having it hawked on the street at a penny a copy by the armies of newsboys that would quickly become a feature of the American urban scene for more than a hundred years. None of these ideas was original with Bennett. But it was he who put them all together for the first time. He also introduced a dazzling array of other journalistic innovations. He was the first to print a weather report and to cover sports regularly. He was the first to cover business news and stock prices in a general-interest newspaper. And while “respectable” papers weren’t supposed to notice such things, when a beautiful prostitute was murdered in one of New York’s more fashionable brothels, Bennett played the story for all it was worth.

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