Digital Selling Quotes

The tycoons of social media have to stop pretending that they’re friendly nerd gods building a better world and admit they’re just tobacco farmers in T-shirts selling an addictive product to children. Because, let’s face it, checking your “likes” is the new smoking.

No product irrespective of how great it is can sell itself without being discovered with the power of marketing.

Marketing can neither sell a broken product nor can it mend a broken heart.

5 Ways To Build Your Brand on Social Media: 1 Post content that add value 2 Spread positivity 3 Create steady stream of info 4 Make an impact 5 Be yourself

You sound pretty righteous for a stockbroker. It’s highly hypocritical to speak about how money should be moving around from person to person when your kind on Wall Street get filthy rich by moving money around for the sole purpose of tricking other people out of their hard earned dollars. And at the end of the day, after all this money has been moved around and all the shouted ‘buys’ and ‘sells,’ your kind creates nothing useful in the world, no tangible items or valued services benefiting the world.” Then she brought up a hand and tapped a finger a few times on the text written on her shirt—KARMA PATROL. “Watch out,” she cautioned while doing the tapping.

We don't just sell websites, we create websites that SELL.

A fundamental approach to life transformation is using social media for therapy; it forces you to have an opinion, provides intellectual stimulation, increases awareness, boosts self-confidence, and offers the possibility of hope.

People no longer need to go to church to hear the Word, which has been the selling point for local churches for the past fifty years. Because of this, church is becoming less of a possessor of knowledge (commodity) and more a communal hub.

Conversation is the Best Content.

There is no Social Media without Women... it ceases to exist!

We eagerly signed up for what Silicon Valley was selling, but soon realized that in doing so we were accidently degrading our humanity.

Marketing without sales is dead.

Quit trying to be better than your competitors. Think of how you can position yourself differently.

What they are is a small tablet about six inches square, which has a screen in it. As you walk it shows a scrolling digital map of the area you’re in, telling you what each store you pass sells, who lives in what block, the whole works, updated by small beacons on every street corner. If you tap in a destination the screen shows you a red line to follow, and the tablet whispers at you to tell you when to make a turn.

Widen your vision of what beauty is. Realize and keep close the fact that a beauty standard has been created by the very people who sell it, and that it is no accident that the accepted "beauty standard" can easily be described as "perfect." Flaws are not tolerated if you want to be perfect. But the models that we see most often--even the tallest and thinnest and most doe-eyed--are still pinned and sprayed and pulled into place. Then they are manipulated digitally until, literally, everything that might be perceived as a "flaw" is erased. This is a way to sell product. It has nothing to do with real life. It has nothing to do with you. We are made of so-called "flaws." They are the thread that stitches our parts together and keeps us from being generic cut-out paper dolls. You are beautiful. You are enough, now and always. You have always been enough.

About a decade ago, Jeff Bezos declared that Amazon was “willing to be misunderstood for long periods of time.” It was expanding from selling everyday goods such as books and brushes to selling “cloud services.” Talk about castles in the sky. What the hell did Amazon know about “Big Data”? The collective reaction was: “Stay in your lane, Bezos. Leave this brainy digital stuff to companies like Google and Microsoft and go back to selling lawn mowers.

During his Oxford years, microprocessors became available. So, just as Wozniak and Jobs had done, he and his friends designed boards that they tried to sell. They were not as successful as the Steves, partly because, as Berners-Lee later said, “we didn’t have the same ripe community and cultural mix around us like there was at the Homebrew and in Silicon Valley.”7 Innovation emerges in places with the right primordial soup, which was true of the Bay Area but not of Oxfordshire in the 1970s.

Right now prepared foods account for 4 to 6 percent of our sales,” Carin told me. “In Chicago, that number is 8 percent. And I expect it will see double-digit growth, which is unheard of in any other department.” “What accounts for the growth?” I asked. “The driving force is women in the workforce and how much time people have,” she said. This seems intuitive, but her second reason for the growth was, to me, ominous. “Also, nobody knows how to cook anymore. It’s mind-boggling. Some women don’t even know how to hold a knife.

In fact, as these companies offered more and more (simply because they could), they found that demand actually followed supply. The act of vastly increasing choice seemed to unlock demand for that choice. Whether it was latent demand for niche goods that was already there or a creation of new demand, we don't yet know. But what we do know is that the companies for which we have the most complete data - netflix, Amazon, Rhapsody - sales of products not offered by their bricks-and-mortar competitors amounted to between a quarter and nearly half of total revenues - and that percentage is rising each year. in other words, the fastest-growing part of their businesses is sales of products that aren't available in traditional, physical retail stores at all. These infinite-shelf-space businesses have effectively learned a lesson in new math: A very, very big number (the products in the Tail) multiplied by a relatives small number (the sales of each) is still equal to a very, very big number. And, again, that very, very big number is only getting bigger. What's more, these millions of fringe sales are an efficient, cost-effective business. With no shelf space to pay for - and in the case of purely digital services like iTunes, no manufacturing costs and hardly any distribution fees - a niche product sold is just another sale, with the same (or better) margins as a hit. For the first time in history, hits and niches are on equal economic footing, both just entries in a database called up on demand, both equally worthy of being carried. Suddenly, popularity no longer has a monopoly on profitability.

Misogyny now has become so normalized,” says Paul Roberts, the Impulse Society author. “We can’t even see the absurdity and the inequity of it, it’s so pervasive. When the male gaze was digitized, it was almost as if it was internalized. With smartphones and social media, girls had the means of producing the male gaze themselves, and it was as if they turned it on themselves willingly in order to compete in a marketplace in which sex was the main selling point. And the social media companies aren't going to do anything about it, as long as it's driving traffic.

Hey Pete. So why the leave from social media? You are an activist, right? It seems like this decision is counterproductive to your message and work." A: The short answer is I’m tired of the endless narcissism inherent to the medium. In the commercial society we have, coupled with the consequential sense of insecurity people feel, as they impulsively “package themselves” for public consumption, the expression most dominant in all of this - is vanity. And I find that disheartening, annoying and dangerous. It is a form of cultural violence in many respects. However, please note the difference - that I work to promote just that – a message/idea – not myself… and I honestly loath people who today just promote themselves for the sake of themselves. A sea of humans who have been conditioned into viewing who they are – as how they are seen online. Think about that for a moment. Social identity theory run amok. People have been conditioned to think “they are” how “others see them”. We live in an increasing fictional reality where people are now not only people – they are digital symbols. And those symbols become more important as a matter of “marketing” than people’s true personality. Now, one could argue that social perception has always had a communicative symbolism, even before the computer age. But nooooooothing like today. Social media has become a social prison and a strong means of social control, in fact. Beyond that, as most know, social media is literally designed like a drug. And it acts like it as people get more and more addicted to being seen and addicted to molding the way they want the world to view them – no matter how false the image (If there is any word that defines peoples’ behavior here – it is pretention). Dopamine fires upon recognition and, coupled with cell phone culture, we now have a sea of people in zombie like trances looking at their phones (literally) thousands of times a day, merging their direct, true interpersonal social reality with a virtual “social media” one. No one can read anymore... they just swipe a stream of 200 character headlines/posts/tweets. understanding the world as an aggregate of those fragmented sentences. Massive loss of comprehension happening, replaced by usually agreeable, "in-bubble" views - hence an actual loss of variety. So again, this isn’t to say non-commercial focused social media doesn’t have positive purposes, such as with activism at times. But, on the whole, it merely amplifies a general value system disorder of a “LOOK AT ME! LOOK AT HOW GREAT I AM!” – rooted in systemic insecurity. People lying to themselves, drawing meaningless satisfaction from superficial responses from a sea of avatars. And it’s no surprise. Market economics demands people self promote shamelessly, coupled with the arbitrary constructs of beauty and success that have also resulted. People see status in certain things and, directly or pathologically, use those things for their own narcissistic advantage. Think of those endless status pics of people rock climbing, or hanging out on a stunning beach or showing off their new trophy girl-friend, etc. It goes on and on and worse the general public generally likes it, seeking to imitate those images/symbols to amplify their own false status. Hence the endless feedback loop of superficiality. And people wonder why youth suicides have risen… a young woman looking at a model of perfection set by her peers, without proper knowledge of the medium, can be made to feel inferior far more dramatically than the typical body image problems associated to traditional advertising. That is just one example of the cultural violence inherent. The entire industry of social media is BASED on narcissistic status promotion and narrow self-interest. That is the emotion/intent that creates the billions and billions in revenue these platforms experience, as they in turn sell off people’s personal data to advertisers and governments. You are the product, of course.

It is the old practice of bear-baiting, new and improved by modern innovation. A company in Maine makes a similar device called the “Phantom Whitetail,” digitally reproducing “12 different sounds proven to arouse the curiosity of Whitetail Deer,” including the “estrus bleat” and “fawn distress.’’35 And here again every free-market justification can be found for such products. People freely buy and sell them. Government should stay out of it. The manufacturer needs to make a living. They’re a time-saver, and on and on. But we’re left with the same moral question. What sort of dominion is that? What kind of person would use such a thing, drawing in animals by the sounds of their helpless young?

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By that time, Bezos and his executives had devoured and raptly discussed another book that would significantly affect the company’s strategy: The Innovator’s Dilemma, by Harvard professor Clayton Christensen. Christensen wrote that great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements. Sears, for example, failed to move from department stores to discount retailing; IBM couldn’t shift from mainframe to minicomputers. The companies that solved the innovator’s dilemma, Christensen wrote, succeeded when they “set up autonomous organizations charged with building new and independent businesses around the disruptive technology.”9 Drawing lessons directly from the book, Bezos unshackled Kessel from Amazon’s traditional media organization. “Your job is to kill your own business,” he told him. “I want you to proceed as if your goal is to put everyone selling physical books out of a job.” Bezos underscored the urgency of the effort. He believed that if Amazon didn’t lead the world into the age of digital reading, then Apple or Google would. When Kessel asked Bezos what his deadline was on developing the company’s first piece of hardware, an electronic reading

values of commons-based sharing and of private enterprise often conflict, most notably over the extent to which innovations should be patent-protected. The commons crowd had its roots in the hacker ethic that emanated from the MIT Tech Model Railroad Club and the Homebrew Computer Club. Steve Wozniak was an exemplar. He went to Homebrew meetings to show off the computer circuit he built, and he handed out freely the schematics so that others could use and improve it. But his neighborhood pal Steve Jobs, who began accompanying him to the meetings, convinced him that they should quit sharing the invention and instead build and sell it. Thus Apple was born, and for the subsequent forty years it has been at the forefront of aggressively patenting and profiting from its innovations. The instincts of both Steves were useful in creating the digital age. Innovation is most vibrant in the realms where open-source systems compete with proprietary ones. Sometimes people advocate one of these modes of production over the others based on ideological sentiments. They prefer a greater government role, or exalt private enterprise, or romanticize peer sharing. In the 2012 election, President Barack Obama stirred up controversy by saying to people who owned businesses, “You didn’t build that.” His critics saw it as a denigration of the role of private enterprise. Obama’s point was that any business benefits from government and peer-based community support: “If you were successful, somebody along the line gave you some help.

And so, when I tell stories today about digital transformation and organizational agility and customer centricity, I use a vocabulary that is very consistent and very refined. It is one of the tools I have available to tell my story effectively. I talk about assumptions. I talk about hypotheses. I talk about outcomes as a measure of customer success. I talk about outcomes as a measurable change in customer behavior. I talk about outcomes over outputs, experimentation, continuous learning, and ship, sense, and respond. The more you tell your story, the more you can refine your language into your trademark or brand—what you’re most known for. For example, baseball great Yogi Berra was famous for his Yogi-isms—sayings like “You can observe a lot by watching” and “When you come to a fork in the road, take it.” It’s not just a hook or catchphrase, it helps tell the story as well. For Lean Startup, a best-selling book on corporate innovation written by Eric Ries, the words were “build,” “measure,” “learn.” Jeff Patton, a colleague of mine, uses the phrase “the differences that make a difference.” And he talks about bets as a way of testing confidence levels. He’ll ask, “What will you bet me that your idea is good? Will you bet me lunch? A day’s pay? Your 401(k)?” These words are not only their vocabulary. They are their brand. That’s one of the benefits of storytelling and telling those stories continuously. As you refine your language, the people who are beginning to pay attention to you start adopting that language, and then that becomes your thing.

Bell resisted selling Texas Instruments a license. “This business is not for you,” the firm was told. “We don’t think you can do it.”38 In the spring of 1952, Haggerty was finally able to convince Bell Labs to let Texas Instruments buy a license to manufacture transistors. He also hired away Gordon Teal, a chemical researcher who worked on one of Bell Labs’ long corridors near the semiconductor team. Teal was an expert at manipulating germanium, but by the time he joined Texas Instruments he had shifted his interest to silicon, a more plentiful element that could perform better at high temperatures. By May 1954 he was able to fabricate a silicon transistor that used the n-p-n junction architecture developed by Shockley. Speaking at a conference that month, near the end of reading a thirty-one-page paper that almost put listeners to sleep, Teal shocked the audience by declaring, “Contrary to what my colleagues have told you about the bleak prospects for silicon transistors, I happen to have a few of them here in my pocket.” He proceeded to dunk a germanium transistor connected to a record player into a beaker of hot oil, causing it to die, and then did the same with one of his silicon transistors, during which Artie Shaw’s “Summit Ridge Drive” continued to blare undiminished. “Before the session ended,” Teal later said, “the astounded audience was scrambling for copies of the talk, which we just happened to bring along.”39 Innovation happens in stages. In the case of the transistor, first there was the invention, led by Shockley, Bardeen, and Brattain. Next came the production, led by engineers such as Teal. Finally, and equally important, there were the entrepreneurs who figured out how to conjure up new markets. Teal’s plucky boss Pat Haggerty was a colorful case study of this third step in the innovation process.

Oh, it’s perfectly safe to handle if somebody else has triggered the curse and you took it from their still-smoking body.” Eve paused. “Or if they sold it to you.” “You bought it, didn’t you?” Imp walked towards her. “Didn’t you?” “I think so. I may have screwed up that side of things,” Eve admitted. “It’s unclear.” “What’s unclear?” “It was up for auction: obvs, right? But it’s not clear that the person auctioning the location of the manuscript actually owned what they were selling, that’s the thing. Also, ancient death spells and intellectual property law don’t always play nice together. I, uh, my boss has a standard procedure he has me follow in cases of handling blackmail and extortion. We pay the ransom, then once we’ve destroyed the threat I repossess the payment from the blackmailer’s bank account. Via a Transnistrian mafiya underwriter—” This time it was Wendy who interrupted: “The Russian mafiya has underwriters?” “Transnistrian, please, and yes, criminal business models are inherently expensive because they have to pay for their own guard labor—there are no tax overheads, but no police protection for carrying out business, either—so of course they evolved parallel structures for risk management, mostly by embedding the risk in a concrete slab and dumping it in the harbor—anyway. At what stage does the book consider itself to have been legitimately acquired? And by whom? Is it safe for you to handle it, as my employee? What about as an independent freelance contractor not subject to the HMRC IR35 regulations? Am I an acceptable proxy for Bigge Enterprises, a Scottish Limited Liability Partnership domiciled in the Channel Islands, in the view of a particularly dim-witted nineteenth-century death spell attached to a codex bound in human skin by a mad inquisitor? It’s like digital rights management magic, only worse.

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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?

Sales conversations are founded on “seduction”, a form of courtship a seller initiates in order to win the prospect’s trust in conversation before engaging into actual product selling. Marketing resorts to courtship as well when marketers gain their market’s attention with promises of a better future and more satisfactory situations. Whatever our role at work, we are all in sales and marketing, whether we like it or not. This is particularly true of technical performers who intend to hold a pivotal role for aligning technology with business needs. Mobile disposition in its higher form cultivates courtship essential for building strong and trustworthy relationships with other actors in a business enterprise.

I’m calling for my friend Jeff Arnold, the founder of WebMD, who has a new, very powerful way to distribute digital content. With some of the new products you’ll be launching this quarter, it could make for the perfect partnership. I’ll be in New York next week. Let’s get together. Or, if getting together this trip isn’t convenient, I’ll make room in my schedule for whenever it’s more convenient for you.” In fifteen seconds, I used my four rules for what I call warm calling: (1) Convey credibility by mentioning a familiar person or institution—in this case, John, Jeff, and WebMD. (2) State your value proposition: Jeff’s new product would help Serge sell his new products. (3) Impart urgency and convenience by being prepared to do whatever it takes whenever it takes to meet the other person on his or her own terms. (4) Be prepared to offer a compromise that secures a definite follow-up at a minimum.

If a Tokyoite knows anything about Nakano, it's likely to be Nakano Broadway, a shopping mall with several floors devoted to Japanese comics (manga) and animation (anime). It is geek central. I found most of it incomprehensible, but I did enjoy browsing at Junkworld, which sells useful electronic discards, like old working digital cameras for $5 and assorted connectors and dongles and sound cards. In the 1980's, when William Gibson was padding around the streets of Tokyo and inventing the world of Neuromancer, Japan was the place where the future had already arrived, where you could find electronic toys that wouldn't hit American shelves for years, if ever. For a variety of reasons (blogs and online shopping, advances in international shipping, the fact that the coolest mobile phones are now designed in Silicon Valley and Seoul), this is no longer true. While it's still fun to go to Akihabara at night and shop all seven floors of a neon-lit electronics superstore, you won't bring home any objects of nerdy wet dreams.

Maher looked into the camera and said: The tycoons of social media have to stop pretending that they’re friendly nerd gods building a better world and admit they’re just tobacco farmers in T-shirts selling an addictive product to children. Because, let’s face it, checking your “likes” is the new smoking.

Business has only two functions, marketing and innovation.” Peter Drucker

How fast would you innovate if your competition knew about all of your failures?

His order cited "credible evidence" that a takeover "threatens to impair the national security of the US".Qualcomm was already trying to fend off Broadcom's bid.The deal would have created the world's third-largest chipmaker behind Intel and Samsung.It would also have been the biggest takeover the technology koo50 sector had ever seen.The presidential order said: "The proposed takeover of Qualcomm by the Purchaser (Broadcom) is prohibited. and any substantially equivalent merger. acquisition. or takeover. whether effected directly or indirectly. is also prohibited."Crown jewelSome analysts said President Trump's decision was more about competitiveness and winning the race for 5G technology. than security concerns.The sector is in a race to develop chips for the latest 5G wireless technology. and Qualcomm was considered by Broadcom a significant asset in its bid to gain market share.Image captionQualcomm has already showcased 1Gbps mobile internet speeds using a 5G chip"Given the current political climate in the US and other regions around the world. everyone is taking a more conservative view on mergers and acquisitions and protecting their own domains." IDC's Mario Morales. vice president of enabling technologies and semiconductors told the BBC."We are all at the start of a race. and you have 5G as a crown jewel that everyone wants to participate in - and every region is racing towards that." he said."We don't want to hinder someone like Qualcomm so that they can't provide the technology to the vendors that are competing within that space."US investigates Broadcom's Qualcomm bidQualcomm rejects Broadcom takeover bidHuawei's US smartphone deal collapsesSingapore-based Broadcom had been pursuing San Diego-based Qualcomm for about four months.Last week however. Broadcom's hostile takeover bid was put under investigation by the Committee on Foreign Investment in the US. a multi-agency led by the US Treasury Department.The US company had rejected approaches from its rival on the grounds that the offer undervalued the business. and also that any takeover would face antitrust hurdles.Earlier this year. Chinese telecoms giant Huawei said it had not been able to strike a deal to sell its new smartphone via a US carrier. widely believed to be AT&T.The US also recently blocked the $1.2bn sale of money transfer firm Moneygram to China's Ant Financial. the digital payments arm of Alibaba.

People don't understand computers. Computers are magical boxes in things. People believe what computers tell them. People just want to get their jobs done. people don't understand risks. They may, in a general sense, when the risk is immediate. People lock their doors and latch their windows. They check to make sure no one is following them when they down a darkened alley. People don't understand subtle threats, don't think that a package could be a bomb, or that the nice convenience store clerk might be selling credit card numbers to the mob on the side. And why should they? It almost never happens.

For example, people ask me about Eastman Kodak’s slow disintegration and financial struggle. Let me tell you that people at Kodak knew where the wind was blowing. The decline in sales of photographic film and its slowness in transitioning to digital photography was no surprise to anybody who studied it intensively or was directly involved. Listen to your intuition and sell, or even better, don't invest in it at all.   Selling

In today's business/social world... if people aren't talking about you, you're not relevant.

People who Care about their Health, Share about their Health.

Google Social Search, que permite encontrar perfiles sociales, simplemente escribiendo el nombre.

Ser capaces de saber cuáles son los intereses de un posible cliente o proveedor, antes de ir a visitarlo o a la hora de hacer seguimiento, es fundamental. No olvidemos que este tipo de información nos ayudará a seguir su evolución o para ofrecerle nuevos servicios.

la conversación ya no girará sobre lo que el vendedor quiere vender, sino sobre cómo el vendedor ayudará a su cliente a ser más competitivo.

After years of being hounded by the same question—What’s the next new device?—Cook had finally delivered his answer: There isn’t one. His message hadn’t been aimed at Main Street; it was for Wall Street. He wanted investors to see that Apple was making a major shift. Rather than its products creating glory, Cook outlined a future in which Apple basked in the glory of others. He didn’t want to merely update the iPhone every year; he wanted people to pay Apple subscription fees for the movies they watched on that iPhone. He didn’t want to enable digital payments; he wanted Apple to be the processor of every transaction. And he didn’t want Apple to make the screen on which people read articles; he wanted to sell access to the magazines they read. For years, Cook had seen new revenue opportunities in each of those businesses. He had plotted a path to get there, buying Beats in 2014, courting Hollywood agents and directors in the years that had followed, and forging strong ties with Goldman Sachs throughout that time. He saw in all of it a way to shed the burden of a device business that was running out of juice and enter a world of services that promised unlimited growth.

Each part of the EKG system works together as a puzzle, and each part contains a number of potential strategies that you can choose from to create your desired Nomad Capitalist lifestyle: E - Enhance Your Personal Freedom ● Living Overseas - Whether in one place, a few places, or as a perpetual traveler. ● Second Passports and Residencies - Obtain a residence permit or citizenship in another country for better travel, better treatment, and more options. ● Digital Privacy - Host your website overseas or use secure offshore email. ● Socializing Overseas - Make friends, dates, or a lifelong partner in another country. ● Personal Happiness - Find the place where you feel totally at home. K - Keep More of Your Money ● Tax Reduction - Legally reduce or eliminate your personal taxes by relocating your business the right way. ● Offshore Banking - Protect your money in quality banks and earn higher returns. ● Offshore Companies - Legally choose the tax rate for your business. G - Grow Your Money ● Frontier Market Entrepreneurship - Start a business in a less developed market. ● Foreign Real Estate - Buy, rent, sell, or hold property in fast-growing markets. ● Foreign Currencies - Earn high rates of return just by holding another currency.

Your role today must be as a trusted advisor for your clients vs just selling property or quoting interest rates. The point is to remain connected, keeping the emotional bond and value exchange alive so when they are considering buying or selling, you’re the obvious choice. Sending banana bread recipes isn’t going to get you there.

Ford’s Model T carburetors were designed to run on either gasoline, alcohol, or a blended fuel, with gasoline considered the least favorable fuel because of its low compression ratios. But Standard Oil and its lobbyists at the American Petroleum Institute instituted a malicious public information crusade to ensure that alcohol had no chance of taking off as a fuel. Between 1920 and 1933, a concerted effort was made to link alcohol fuels with the prevailing moral attitudes against alcohol of the Prohibition Era. John D. Rockefeller Sr., the churchgoing founder of Standard Oil, and his son John Jr. were both staunch supporters of Prohibition, and although they likely supported the restrictive code on moral and religious grounds, there is no doubt that the thirteen-year-long ban on producing or selling alcohol fuels helped Standard Oil protect gasoline and assert its dominance. Gasoline interests peddled the idea that every alcohol fuel station was a potential speakeasy, with Standard Oil referring to alcohol fuels as “drinkable moonshine” even though the fuel was not consumable.45 The anti-alcohol campaign continued well into the next decade and beyond.

Since digital resources began to develop new models of selling, a great deal of ingenuity has been invested in trying to replicate the experience of browsing. The results are impressive, if a little creepy, in the recommendations by association in both the search results (‘if you bought this, you may also like this’) and the micro-targeted paid advertising. But what if we want something different, rather than more of the same? What if we do not know that we want something different, but a chance encounter sparks our interests? Digital has not found a way either to replicate this unplanned event

TI hammered its competitors in diodes and transistors, moved on to prevail in semiconductors, and ultimately in hand-held calculators and digital watches. Later, however, the management of TI encountered severe competitive problems in its watch and calculator businesses. Overreliance on experience-curve-based strategies at the expense of market-driven strategies is often cited as the underlying flaw in TI’s approach. This is an oversimplification. TI’s determined effort to drive costs down allowed no room for product-line proliferation. That single-minded focus created an opening for hard-pressed competitors such as Casio and Hewlett-Packard to sell on features rather than on price—a strategy that eventually became the standard for the industry when costs and prices declined to the point that consumers cared more for function and style than for price.

Since 2000, no important technology innovation in the United States has been scaled up to create millions of manufacturing, marketing, and engineering jobs here, as personal computers and related industries did. While selling online and social networking are clearly transformational movements that have created entrepreneurial opportunities, fewer than fifty thousand traditional jobs—those with full-time hours, benefits, and health insurance—have been created.

In other words, retailing has moved from selling products or services in stores to using the stores as a method of building a sense of community around the brand. A sense of belonging. A sense of ownership. A sense of loyalty.

Universal was selling one out of three albums in the United States, and one out of four in the world. But it wasn’t enough: even as the music industry’s number one supplier, Universal’s overall top-line revenues had gone down. The compact disc was going obsolete, and the revenue streams that Steve Jobs had promised him from iTunes were failing to materialize. Digital sales of music accounted for 1 percent of Universal’s revenues in 2005.

EAN codes ordinarily have the first three digits (the prefix) identifying the country of manufacture, but that doesn't make sense for books. The industry committee's clever solution was to invent two new imaginary countries -- called Bookland 1 and Bookland 2 -- with corresponding prefixes of 978 and 979." (29)

then I did something that probably had not ever been done before, because it hadn’t needed to be done before, which is to literally look at all the work that we had produced for all our clients. Not necessarily from the standpoint of what does the work look like and is it creative, but more about how much time does it take us to actually get to a piece of communication that we can sell to a client, and how many bits of television are we making, how many bits of Internet work are we creating. And I looked at it to a certain extent more like a factory, to work out whether we have the right machinery in place to make the factory work properly. As we went through, it changed almost at a level that would be staggering in our industry. We went from 17.5 percent of our work within new media to 50 percent in the first year. Now, our digital production department is as big as our broadcast production department. And our output is now 60/40 in favor of nontraditional interactive work. That’s a massive change. Not just in what we produce, but also, you’ve got to try and mirror that change with the resources you have. And you’ve either got to shed some resources and get some new resources in, or you’ve got to reskill people on the move. And that is a more complicated task, but that’s one of the things that we’ve managed to do very successfully.

... the emerging digital entertainment economy is going to be radically different from today's mass market. If the twentieth-century entertainment industry was about hits, the twenty-first will be equally about niches. For too long we've been suffering the tyranny of lowest-common-denominator far, subjected to brain-dead summer blockbusters and manufactured pop. Why? Economics. Many of our assumptions about popular taste are actually artifacts of poor supply-and-demand matching - a market response to inefficient distribution.

Management who fall into this category are often so concerned about digital that they latch on to any idea, no matter how inappropriate. They want quick-fix solutions that will somehow solve digital. That makes them vulnerable to any charlatan with a digital product to sell.

Organizations that promote a healthy lifestyle and conservation are exploiting our kids by selling unhealthy products, with wasteful packaging and manipulative sales techniques

First, by having millions of us in their community. Second, by partnering with firms that advertise and provide services to their millions of financial community members. Third, by selling ancillary products and services such as hats, t-shirts, umbrellas and nice leather binders and folders.

You can’t eat politics, you can’t sell them, and you can’t sleep with them,’ Drake liked to say. So you might as well make money out of them.

I want you to proceed as if your goal is to put everyone selling physical books out of a job.” Bezos underscored the urgency of the effort. He believed that if Amazon didn’t lead the world into the age of digital reading, then Apple or Google would.

Pixar started as a company that sold a special computer for doing digital animation; it took a while till they got into the moviemaking business. Similarly, Starbucks originally sold only coffee beans and coffee equipment; they hadn't planned to sell coffee by the cup.

CIOs need to be IT evangelists and learn to sell, speak business.

The way PayPal started was that it was a security and risk company that stumbled onto payments, which were really in need of development as the Internet was starting to grow. It was to find safe ways of facilitating payments between people who were buyers and sellers who couldn’t interact in person or were interacting online. What you had at the time, as the Internet boom started, was all these businesses that were forming and selling online, and they didn’t have any physical assets—they only had digital assets. If you had a small business that had just started a website, looking to sell something on eBay, for example, and you went to the bank and said, “Could you underwrite me, and allow me to accept electronic payments?,” there was simply no way that these financial institutions

Very few people writing about this new industry in the mainstream press truly understood how personal computers had already begun to revert to institutional machines. This was mainly because it was easier for most journalists of the early 1990s to envision and get personally excited about the potential of educational software, or of managing their personal finances, or organizing their recipes in the “digital” kitchen, or imagining how amateur architects could design funky homes right on their home computers. Who wouldn’t be excited about more power in the hands of people, the computer as an extension of the brain, a “bicycle for the mind,” as Steve put it? This was the story of computing that got all the ink, and it was a story no one unfurled as well as Steve. Bill Gates wasn’t swayed by that romance. He saw it as a naïve fantasy that missed the point of the much more sophisticated things PCs could do for people in the enterprise. A consumer market can be an enormously profitable one—put simply, there are so many more people than businesses that if you sell them the right product you can mint money. But the personal computers of that time still didn’t have enough power at a low enough price to excite the vast majority of consumers, or to change their lives in any meaningful way. The business market, however, was a different beast. The potential volume of sales represented by all those corporate desktops, in all those thousands of companies big and small, became the target of Bill Gates’s strategic brilliance and focus. Those companies paid good prices for the reliability and consistency that Windows PCs could deliver. They welcomed incremental improvement, and Bill knew how to give it to them. Steve paid lip service to it, but his heart wasn’t in it. He thrilled only to the concept of how a dramatically better computer could unlock even more potential for its user.

AlphaPoint Completes Blockchain Trial Together with Scotiabank AlphaPoint, a fintech company, devoted to blockchain technological innovation, has accomplished a successful proof technology together with Scotiabank, a major international bank based in Barcelone, Canada. From the trial, Scotiabank sought to learn and examine how the AlphaPoint Distributed Journal Platform could be leveraged inside across a selection of use situations. When questioned if AlphaPoint and Scotiabank intended to further build this job, Igor Telyatnikov, president and also COO regarding AlphaPoint, advised Bitcoin Journal that he was not able to comment especially on the subsequent steps in the particular Scotiabank-AlphaPoint effort. He performed, however, suggest that AlphaPoint is about to reveal several additional media shortly. “We have a couple of other significant announcements that is to be announced inside the coming calendar month, including a generation launch using a systemically crucial financial institution, ” said Telyatnikov. “2017 will be shaping around be an unbelievable year for that distributed journal technology market as a whole and then for AlphaPoint also. ” Within the multi-month venture, trade studies were published upon deployment of the AlphaPoint Distributed Journal Platform, which usually ran concurrently on Microsoft’s Azure impair and AlphaPoint hardware. Inside real-time, typically the blockchain community converted FIXML messages to be able to smart deals and produced an immutable “single truth” across the complete network. The particular Financial Details eXchange (FIX) is a sector protocol used for communicating stock options information inside specific digital messages. Including information about getting rates, market info and buy and sell orders. Using trillions involving dollars bought and sold annually around the Nasdaq only, financial providers entities are usually investing seriously in maximizing electronic buying and selling to increase their particular speed monetary markets and decrease costs. Blockchain technology may help them help save $8-12 million per annum, which includes savings up to 70 percent throughout reporting, 50 % in post-trade and 50 % in consent, according to a report by Accenture and McLagan.

The best content is content that helps you achieve the result you are looking to achieve.

cliente la manera de eliminarlo, evidentemente haciendo uso de los productos y servicios que el vendedor tiene a su alcance.

aprovechamos todo el material que íbamos produciendo para nutrir con él a nuestras propias páginas web

las redes son el medio, pero el fin es tu web o tu blog. Fue muy bueno y enriquecedor para

Uno de mis mensajes al iniciar mis charlas es siempre el mismo, porque así lo creo profundamente: “ni por asomo, la formación tiene como objetivo enseñarles a vender”, porque yo sé muy bien que muchos de ellos me dan mil vueltas en experiencia comercial. Lo que yo hago es darles a conocer nuevas herramientas para que sumen a su ya demostrado talento vendedor.

proceda del mundo de las ventas creo que ayuda, y mucho, ya que durante las sesiones recordamos situaciones que la mayoría hemos vivido y que entre vendedores genera una magnífica complicidad.

Los vendedores somos mentes inquietas, networkers por naturaleza. Nos encantan las relaciones y sabemos que unas nos llevarán a otras. Siempre hemos funcionado así. Entonces… ¿Por qué no utilizar las redes sociales para abrirnos camino en lo que ya sabemos hacer?

nueva venta es, más que nunca, alcanzar una escarpada cima, todavía no se permita el acceso a las redes sociales a los departamentos comerciales. ¿Quizá el miedo a que dediquen su tiempo de forma inapropiada? ¿Será porque leerán el Marca o el Sport? Tal vez ¿Porque se bajarán una canción? la respuesta rotunda es que podrán hacerlo igualmente, ya que no podemos obviar el uso de smartphones. Por otra parte, cuesta entender que se crea que un profesional que es la imagen de la empresa y que gestiona a diario miles de € para una compañía no administre bien su tiempo y sus recursos. Tengamos en cuenta que para los departamentos comerciales se abre el camino soñado, conocer a posibles clientes con un solo clic, pudiendo consultar: Cargo / Tiempo en la empresa / Habilidades / Contactos compartidos / intereses, etc. ¿Y no se va a aprovechar? Es una pena perder esta oportunidad, destacando además el difícil entorno.

This dynamic is even stronger for digital goods, which can be produced almost for free. Once Amazon has formatted an e-book for sale, selling new copies of it doesn’t take any additional paper, ink, or labor—so it sells for a nearly infinite multiple of its marginal cost. As a result, the close relationship between marginal cost, price, and consumers’ willingness to pay has been weakened. In the case of services whose marginal cost is low enough that they can be free to consumers altogether, that relationship breaks down completely. Once Google has designed its search algorithms and built its server farms, providing a user with one additional search costs almost nothing.

Bill Maher ends every episode of his HBO show Real Time with a monologue. The topics are usually political. This was not the case, however, on May 12, 2017, when Maher looked into the camera and said: The tycoons of social media have to stop pretending that they’re friendly nerd gods building a better world and admit they’re just tobacco farmers in T-shirts selling an addictive product to children. Because, let’s face it, checking your “likes” is the new smoking.

How Ma Bell Helped Us Build the Blue Box In 1955, the Bell System Technical Journal published an article entitled “In Band Signal Frequency Signaling” which described the process used for routing telephone calls over trunk lines with the signaling system at the time. It included all the information you’d need to build an interoffice telephone system, but it didn’t include the MF (multifrequency) tones you needed for accessing the system and dialing. But nine years later, in 1964, Bell revealed the other half of the equation, publishing the frequencies used for the digits needed for the actual routing codes. Now, anybody who wanted to get around Ma Bell was set. The formula was there for the taking. All you needed were these two bits of information found in these two articles. If you could build the equipment to emit the frequencies needed, you could make your own free calls, skipping Ma Bell’s billing and monitoring system completely. Famous “phone phreaks” of the early 1970s include Joe Engressia (a.k.a. Joybubbles), who was able to whistle (with his mouth) the high E tone needed to take over the line. John Draper (a.k.a. Captain Crunch) did the same with the free whistle that came inside boxes of Cap’n Crunch. A whole subculture was born. Eventually Steve Jobs (a.k.a. Oaf Tobar) and I (a.k.a. Berkeley Blue) joined the group, making and selling our own versions of the Blue Boxes. We actually made some good money at this.

The tree you used to climb when you were a kid will die. The beach where you kissed your partner will be underwater. Mosquitoes and other insects will be year-round companions. New diseases will emerge. Cults of cool will celebrate the spiritual purity of ice. You’ll grill slabs of lab-grown “meat” and drink Zinfandel from Alaska. Your digital watch will monitor your internal body temperature. Border walls will be fortified. Entrepreneurs will make millions selling you micro cooling devices. Fourth of July celebrations will become life-threatening events. Snow will feel exotic.

Biopolitics is characterized by, 'You should do it!' through excessive exertion of discipline and punishment; psychopolitics is characterized by, 'You could do it!' through the compulsion of psychiatric therapies and excessive positivity; and technopolitics is characterized by, 'You would do it!' through the impulsion of marketing, branding, and selling one’s own digital identity via OnlyFans, Twitch, Instagram, and Twitter because of the allure of infinite digital potential and techno-power to create new virtual realities and live out the life of your dreams albeit synthetic and inauthentic as a means to subjugate the minds and bodies of people to behave certain desirable ways that benefit the techno-states’ algorithmic parameters and intuitively exert coercion and control through techno-discursive and non-discursive formations of knowledge-acquisition and pre-selection of algorithmic feeds that are preordained not to benefit the collective interest of humanity but through the survivability of the company as they demand it so.

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!)

We had to come up with a retail price for our literature. After all, we weren’t going to sell them just to Paul. We decided to price them at $666.66 each—a price I came up with because I liked repeating digits. (That was $500, plus a 30 percent markup.) And you know what? Neither of us even knew the number’s satanic connections until Steve started getting letters about it. I mean, what? The number of the Beast. Truly, I had no idea. I hadn’t seen the movie The Exorcist. And the Apple I was no beast to me.

The most recent application of bitFlyer empowered clients to purchase, sell and exchange Bitcoin and virtual monetary forms across the trades accessible in Japan. This trade empowers individuals to effortlessly purchase and sell Ethereum, Bitcoin, Litecoin, and other virtual monetary standards with Euros. In a brief period, bitFlyer has gotten one of the confided in trades on the planet. Notice bitFlyer Review survey doesn't end here. In spite of that, bitFlyer is perceived as the most reduced charge trade in the midst of controlled players, which brands it an incalculable and trustworthy choice for each merchant. 1. It awards clients admittance to purchase and sell Bitcoin and top altcoins 2. The trade upholds 5 – 8 well known digital currencies 3. The significant cryptographic forms of money included are Bitcoin (BTC), Ethereum (ETH), Litecoin (LTC), and others. 4. It charges a base low expenses in contrast with directed trades 5. bitFlyer offers an extraordinary fiat entryway for new crypto lovers and veteran brokers 6. Users find exceptionally secure trade arrangements, which makes it simple to utilize 7. bitFlyer offers two methods of exchanging – a straightforward interface and for star financial backers, a high level Lightning trade

The truth is this: They don’t have a traffic problem! They have a conversion problem. When you really think about it, this traffic complaint makes zero sense. How can you have a traffic problem when digital marketing has made traffic more abundant then it’s ever been? The real issue here is not in buying traffic. Anyone with an internet connection and a credit card can do that. The

Follow-Up Framework Opt-In: Offer a desirable bribe (also called a “hook” or “lead magnet”) in exchange for an email address (at a minimum). Hook Delivery: Deliver what was promised for the prospect opting in. Digital delivery can range from digital reports to emails to audio or video content. The benefit of digital delivery is that you can provide immediate gratification to your prospect and it’s free to send. Sellucation: Sellucation is selling through education. Each Follow-Up installment is an opportunity to address common questions, handle objections, and amplify the problem while presenting your solution. It’s education with the implicit intent of driving sales. Social Proof: Reiterating the social proof you presented in the Engage & Educate phase with testimonials, reviews, awards, partner logos, and case studies will enhance your credibility and build trust. Promotions: Offering free consultations, discounts, and other incentives can motivate your prospect to take action. Communicating an expiration associated with the promotion can create a sense of urgency that further persuades prospects to move forward.

THE MOTOR YACHT AUTHORITY. TRUSTED EXPERTS & TRIED AND TRUE SALES TACTICS. The team of expert brokers at 26 North Yachts has an excellent track record - selling yachts 23% faster than our competitors and for a higher percentage of the asking price. This saves owners money on operational costs and depreciation when it’s time to sell. Our team focuses on leveraging both tried-and-true sales tactics as well as modern digital strategies to quickly get your yacht in front of qualified buyers.

Day’s innovation was to realize that his readers could become his product and the advertisers his customers. His goal became to sell as many minutes of his readers’ attention as possible to the advertisers.

Putting It into Action Write down every question you’ve ever received from a prospect or customer who was asking you to compare two or more things. This could include products, brands, methods, companies, and other subjects. It could also include your products and services or ones you don’t even sell. The key, though, is that you consider the many comparison-based questions that potential buyers and customers are asking (and searching) in your industry right now. Once you’ve made this list, address these questions honestly and transparently throughout your digital marketing efforts—be it with blog posts, videos, buying guides, webinars, and so on.

wearable tech, mortgage sales, robotics, credit monitoring, online payment, game streaming, dating apps, social content aggregators, predictive software, genome kits, health apps, fitness trackers, synthetic media, cloud computing, therapeutics – the full Bezos. Oh, they also own, like, a few hundred daily newspapers – local, national, foreign. And they just spun up a film and TV studio which sounds like a big expense but it’s really just a rounding error slash loss leader to open up markets like India, China, and Slovakia for delivering toasters and selling digital storage and all their other services. So, you ask yourself, what do all these ventures

It’s an idea that humans have been practicing for millennia. After all, what is the traditional open-air marketplace found in villages and cities from Africa to Europe if not a platform in which farmers and craftspeople sell their wares to local consumers? The same is true of the original stock markets that grew up in cities like London and New York, where buyers and sellers of company shares would gather in person to establish fair market prices through the open outcry auction system. The main difference between these traditional platform businesses and the modern platforms featured in this book is, of course, the addition of digital technology, which enormously expands a platform’s reach, speed, convenience, and efficiency.

Now back to Mr./Mrs. Jones’s reaction upon me telling them that if they don’t want to become a bit more educated, then they’re probably not the best fit for my business. Almost all prospects have responded in one of two ways: The first response sounds like this: “OK, Marcus, fine. I will read your ebook and watch your video.” And at that point I say, “Well, that’s wonderful! Friday morning, I will call you just to confirm you’ve done those things.” The second response sounds like this: “Forget you! I don’t need you to come out to my house and I don’t need you to sell me a swimming pool. I’ll go somewhere else!” When this happens, your response as a business should be one of gratitude, because you now know they’re clearly not a good fit.

What is “They Ask, You Answer”? More than anything, it’s a business philosophy. It’s an approach to communication, company culture, and the way we sell as a business. It starts with an obsession: “What is my customer thinking?” And when I say “obsession,” I really mean that. It extends past “What are they thinking?” to “What are they searching, asking, feeling, and fearing?” Some companies think they understand these questions, but the fact is most do not.

After the shoplifting incident, the Shinola store gave a copy of its surveillance video to the Detroit police. Five months later, a digital image examiner for the Michigan State Police looked at the grainy, poorly lit surveillance video on her computer and took a screen shot.2 She uploaded it to the facial recognition software the police used: a $5.5 million program supplied by DataWorks Plus, a South Carolina firm founded in 2000 that began selling facial recognition software developed by outside vendors in 2005. The system accepted the photo; scanned the image for shapes, indicating eyes, nose, and mouth; and set markers at the edges of each shape. Then, it measured the distance between the markers and stored that information. Next, it checked the measurements against the State Network of Agency Photos (SNAP) database, which includes mug shots, sex offender registry photographs, driver’s license photos, and state ID photos. To give an idea of the scale, in 2017, this database had 8 million criminal photos and 32 million DMV photos. Almost every Michigan adult was represented in the database.

A better investment is to purchase a digital pH reader. Amazon sells a KETOTEK digital pH meter for $15, and the VIVOSUN pH meter with TDS meter combination sells for $20. But despite the higher price tag, the Dr. Meter pH100-V that Amazon sells is easily one of the best pH readers on the market for hydroponic gardeners. At $40, it costs twice as much, but it comes with easy to use instructions, automatic calibration, and offers pinpoint accuracy. Investing in a digital pH reader means never running out of test strips or purchasing more pH Test Indicator ever again.

It's really difficult to find things which don't sell online.

The tycoons of social media have to stop pretending that they’re friendly nerd gods building a better world and admit they’re just tobacco farmers in T-shirts selling an addictive product to children.5 Because, let’s face it, checking your “likes” is the new smoking.

Digital und Social Media ist kostenlos, aber es darf nie umsonst sein.

Your brand strategy is where you tell people how you want your brand to be perceived—by the content you write, and the visual and verbal cues you use. You tell your audience what you want to be known for.

Your ideal customer needs to see how you’re different. You help him/her see this by finding that white space and putting your stake in it.

What is that one core thing that sets you apart from other businesses? What is different about the way you do things?

While my blog posts cover “How-tos,” my email content shares strategies, is thought-provoking, and gives a glimpse behind the workings of my business.