Enthusiasm Sales Quotes

We all need salespeople who help people with the same enthusiasm shown by a small child describing the best Christmas present EVER

Enthusiasm is that certain something that makes us stand out, pulls us out of the mediocre common places, and turns us into powerful influencers.

Winners run through the finish line. End your day with passion and enthusiasm.

I also have to credit Bill Bilby, owner of Chelsea Books, with two other important lessons: first, his shop was always tidy and thoughtfully-organized –a remarkable trait in secondhand shops; and second, he was visibly enthusiastic about his stock. He was the first bookseller I knew to describe a book-artefact as “sexy”! A cynic might denigrate this latter trait as a mere sales tactic –because indeed his infectious enthusiasm successfully sold lots of books –but the fact is that the guy was, and is, just a completely mad bibliophile, and being in his shop with him, listening to him effuse about his books, and watching the way he would stroke them and savour them, was profound. It made me realize that we in the trade are actually evangelists of bibliophilia, and embracing and spreading that passion is the only way to ensure our survival.

WHAT DOES IT ALL MEAN? The lessons of market history are clear. Styles and fashions in investors’ evaluations of securities can and often do play a critical role in the pricing of securities. The stock market at times conforms well to the castle-in-the-air theory. For this reason, the game of investing can be extremely dangerous. Another lesson that cries out for attention is that investors should be very wary of purchasing today’s hot “new issue.” Most initial public offerings underperform the stock market as a whole. And if you buy the new issue after it begins trading, usually at a higher price, you are even more certain to lose. Investors would be well advised to treat new issues with a healthy dose of skepticism. Certainly investors in the past have built many castles in the air with IPOs. Remember that the major sellers of the stock of IPOs are the managers of the companies themselves. They try to time their sales to coincide with a peak in the prosperity of their companies or with the height of investor enthusiasm for some current fad. In such cases, the urge to get on the bandwagon—even in high-growth industries—produced a profitless prosperity for investors.

I DO NOT BELIEVE that such groups as these which I found my way to not long after returning from Wheaton, or Alcoholics Anonymous, which is the group they all grew out of, are perfect any more than anything human is perfect, but I believe that the Church has an enormous amount to learn from them. I also believe that what goes on in them is far closer to what Christ meant his Church to be, and what it originally was, than much of what goes on in most churches I know. These groups have no buildings or official leadership or money. They have no rummage sales, no altar guilds, no every-member canvases. They have no preachers, no choirs, no liturgy, no real estate. They have no creeds. They have no program. They make you wonder if the best thing that could happen to many a church might not be to have its building burn down and to lose all its money. Then all that the people would have left would be God and each other. The church often bears an uncomfortable resemblance to the dysfunctional family. There is the authoritarian presence of the minister—the professional who knows all of the answers and calls most of the shots—whom few ever challenge either because they don’t dare to or because they feel it would do no good if they did. There is the outward camaraderie and inward loneliness of the congregation. There are the unspoken rules and hidden agendas, the doubts and disagreements that for propriety’s sake are kept more or less under cover. There are people with all sorts of enthusiasms and creativities which are not often enough made use of or even recognized because the tendency is not to rock the boat but to keep on doing things the way they have always been done.

Evan was attracted to technology early on, building his first computer in sixth grade and experimenting with Photoshop in the Crossroads computer lab. He would later describe the computer teacher, Dan, as his best friend. Evan dove into journalism as well, writing for the school newspaper, Crossfire. One journalism class required students to sell a certain amount of advertising for Crossfire as part of their grade. Evan walked around the neighborhood asking local businesses to buy ads; once he had exceeded his sales goals, he helped coach his peers on how to pitch businesses and ask adults for money. By high school, the group of 20 students Evan had started with in kindergarten had grown to around 120. Charming, charismatic, and smart, Evan threw parties at his dad’s house that were “notorious” in his words. Evan’s outsized personality could rub people the wrong way at times, but his energy, organizing skills, and enthusiasm made him an exceptional party thrower. He possessed a bravado that could be frustrating and off-putting but was great for convincing everyone that the night’s party was going to be the greatest of all time. Obsessed with the energy drink Red Bull and the lifestyle the brand cultivated, Evan talked his way into an internship at the company as a senior in high school. The job involved throwing parties and other events sponsored by Red Bull. Clarence Carter, the head of the company’s security team, would give Evan advice that would stand him well in the years to come: pay attention to who helps you clean up after the party. Later recalling the story, Evan said, “When everyone is tired and the night is over, who stays and helps out? Because those are your true friends. Those are the hard workers, the people that believe that working hard is the right thing to do.

the ten thousand things To study the self is to forget the self. To forget the self is to be enlightened by the ten thousand things. – Eihei Dogen If one is very fortunate indeed, one comes upon – or is found by – the teachings that match one’s disposition and the teachers or mentors whose expression strikes to the heart while teasing the knots from the mind. The Miriam Louisa character came with a tendency towards contrariness and scepticism, which is probably why she gravitated to teachers who displayed like qualities. It was always evident to me that the ‘blink’ required in order to meet life in its naked suchness was not something to be gained in time. Rather, it was clear that it was something to do with understanding what sabotages this direct engagement. So my teachers were those who deconstructed the spiritual search – and with it the seeker – inviting one to “see for oneself.” I realised early on that I wouldn’t find any help within traditional spiritual institutions since their version of awakening is usually a project in time. Anyway, I’m not a joiner by nature. I set out on my via negativa at an early age, trying on all kinds of philosophies and practices with enthusiasm and casting them aside –neti neti – equally enthusiastically. Chögyam Trungpa wised me up to “spiritual materialism” in the 70s; Alan Watts followed on, pointing out that whatever is being experienced is none other than ‘IT’ – the unarguable aliveness that one IS. By then I was perfectly primed for the questions put by Jiddu Krishnamurti – “Is there a thinker separate from thought?” “Is there an observer separate from the observed?” “Can consciousness be separated from its content?” It was while teaching at Brockwood Park that I also had the good fortune to engage with David Bohm in formal dialogues as well as private conversations. (About which I have written elsewhere.) Krishnamurti and Bohm were seminal teachers for me; I also loved the unique style of deconstruction offered by Nisargadatta Maharaj. As it happened though, it took just one tiny paragraph from Wei Wu Wei to land in my brain at exactly the right time for the irreversible ‘blink’ to occur. I mention this rather august lineage because it explains why the writing of Robert Saltzman strikes not just a chord but an entire symphonic movement for me. We are peers; we were probably reading the same books by Watts and Krishnamurti at the same time during the 70s and 80s. Reading his book, The Ten Thousand Things, is, for me, like feeling my way across a tapestry exquisitely woven from the threads of my own life. I’m not sure that I can adequately express my wonderment and appreciation… The candor, lucidity and lack of jargon in Robert’s writing are deeply refreshing. I also relish his way with words. He knows how to write. He also knows how to take astonishingly fine photographs, and these are featured throughout the book. It’s been said that this book will become a classic, which is a pretty good achievement for someone who isn’t claiming to be a teacher and has nothing to gain by its sale. (The book sells for the production price.) He is not peddling enlightenment. He is simply sharing how it feels to be free from all the spiritual fantasies that obscure our seamless engagement with this miraculous thing called life, right now.

Of Franklin’s thirteen subjects, I chose six, then substituted seven others which I thought would be more helpful to me in my business, subjects in which I was especially weak. Here is my list, and the order in which I used them: Enthusiasm. Order: self-organization. Think in terms of others’ interests. Questions. Key issue. Silence: listen. Sincerity: deserve confidence. Knowledge of my business. Appreciation and praise. Smile: happiness. Remember names and faces. Service and prospecting. Closing the sale: action. I made up a 3″ x 5″ card, a “pocket reminder,” for each one of my subjects, with a brief summary of the principles, similar to the “pocket reminders” you have found throughout this book. The first week, I carried the card on Enthusiasm in my pocket. At odd moments during the day, I read these principles. Just for that one week, I determined to double the amount of enthusiasm that I had been putting into my selling, and into my life. The second week, I carried my card on Order: self-organization. And so on each week. After I completed the first thirteen weeks, and started all over again with my first subject—Enthusiasm— I knew I was getting a better hold on myself. I began to feel an inward power that I had never known before. Each week, I gained a clearer understanding of my subject. It got down deeper inside of me. My business became more interesting. It became exciting!

To quote Dale Carnegie, “Flaming enthusiasm, backed up by horse sense and persistence, is the quality that most frequently makes for success.

A high-morale sales team will passionately buy in to the company’s direction, programs, and policies. Its members will be confident in their future with the company. There will be an urgency to win every day. Team members will have quick response times, enthusiasm for the team’s mission, and urgency in acquiring knowledge.

Despite initial enthusiasm from Page’s distributors, as an overall category, innerwear remained a low-profile product in retail stores. This would ultimately necessitate a high-pitched, pan-India advertising campaign from Page, but the costs were prohibitive. Competitive intensity from incumbents had already increased substantially during 1995–2000. When the company reached sales of Rs 21 crore in FY2000, Rupa and Maxwell were already at Rs 150 crore each. One level above them, in the mid-premium segment, brands like Liberty, Libertina and Tantex (TTK Tantex) were firmly ensconced. Associated Apparels (Liberty and Libertina) reported sales of Rs 100 crore during the same period. In a stroke of luck for Page, both TTK Tantex and Associated Apparels fell prey to labour strikes. TTK Tantex saw labour-related plant shutdowns in 1997 that lasted for two years, sending the company’s revenues into a steady descent (see Exhibit 55). The TTK Group had twenty companies across many sectors and, due to lack of management bandwidth to handle the crisis, sold the innerwear brand in FY02. In the same year, Associated Apparels had a labour strike in one of its factories that disrupted its supply chain. The exit of both TTK Tantex and the crippling of Associated Apparels played into Page’s hands as all the large innerwear retailers (dealers) in northern and western India shifted to Jockey.

Had Ma held a strengths perspective, he would have stuck to what he knew best: teaching English. After all, Ma had never written a line of code or made even a single sale to a customer before deciding to launch a commercial Internet venture. But Ma derived his enthusiasm from the belief that if he failed, he would have learned from the experience.

Enthusiasm. Order: self-organization. Think in terms of others’ interests. Questions. Key issue. Silence: listen. Sincerity: deserve confidence. Knowledge of my business. Appreciation and praise. Smile: happiness. Remember names and faces. Service and prospecting. Closing the sale: action.

When you’re enthusiastic, people want to get on your bus. Your bus is energized and people say, ‘Hey, I want to get on that bus.’ Employees from different departments want to help you out. You get a reputation as someone people want to work for. Customers want to work with you. Salespeople come to you for advice because they’re looking for that enthusiastic energy to increase their sales. When you live and work with enthusiasm, people are drawn to you like moths to a light. Walt Whitman said that we convince by our presence, and when you are enthusiastic you project an energy that convinces people to get on and stay on your bus. It’s powerful energy,

The salesman who knows how to take his mind off the subject of sex, and direct it in sales effort with as much enthusiasm and determination as he would apply to its original purpose, has acquired the art of sex transmutation, whether he knows it or not.

As a younger man, I burned with enthusiasm for my work: I was to be a warrior, the champion of reviled or exiled passions. I would assail the forces marshaled to enslave these passions, the tyrannies imposed in the name of factitious moralities, the sadistic compulsions disguised as highest law. I would be, in my silent, expensive way, the apostle of a thrilling freedom. When did it abandon me, that faith? How often have I heard it repeated, nearly verbatim, that commonplace of every educated, sophisticated patient: I don’t believe in judgment, in divine judgment; I don’t believe that someone is sitting up in the sky frowning down at me. In the past I would have thought: Yes, you do— and that is your problem. In the fullness of time I would assist them in shaking free of this secret conviction. Now, though, my calling has deserted me. The premise wasn’t wrong: most patients suffer more than they know from obscure inner persecutions. What I did not realize, however, was how deeply I myself believed in such a judgment, how along with my patients I embraced with inalienable fidelity that very conviction. This conviction did not presume a personified judge— bearded, severe, enthroned. It presumed instead a law, inhuman, abstract, and implacable, the law to which we owed our lives, the law to which we owed our reckoning. Failure, worth, crisis, potential, fulfillment. Every patient returns to these words again and again. They are the words from which my profession is made, and each of these words presumes a judgment, a mark attained or missed. No one enters my office who does not believe in his very marrow that judgment, some judgment, is absolute and fixed. The person I am meant to be: that mythical creature, that being whom each patient longs and dreads to become, is itself a judgment, a standard one does not devise but to which one must account. What or who set the standard? What or who measured the body for its soul? What or who meant them to be the people they were meant to be? I am certain: belief in judgment is not what my patients reject or grow out of. The belief in judgment is what they cling to. Beneath their affections and afflictions, judgment is their one true love.

Mark Allin and Richard Burton started Capstone, their book-publishing venture, with high hopes. False modesty aside, they knew they were excellent editors, with a great track record at two publishing giants. I could vouch for Mark Allin’s profit-making abilities, since he gave me the idea for writing The 80/20 Principle, my bestselling book. Richard and Mark envisaged Capstone as a star venture, the leader in a new category of ‘funky business books’. They convinced me that this idea was plausible and I became their financial backer. I reckoned that I had an ‘each-way bet’ - either their star business would materialise, or, at worst, they would pick a few great winners, making Capstone highly profitable. The business appeared to start well. They commissioned a stream of trendy books from interesting authors. The product looked great, with distinctive trendy designs. Mark and Richard were full of ideas and enthusiasm, confidently projecting sales that would give us good profits. The only thing was, the forecasts never materialised. Whenever we looked at the numbers we were constantly disappointed. I kept injecting cash, and it kept vanishing. To this day I don’t know why their books didn’t sell in quantities we could reasonably expect.The favoured explanation was the weakness of the sales force - inevitably, it was difficult to acquire distribution muscle from scratch. Maybe they just had bad luck in not commissioning any smash hits. Whatever the reason, Capstone was a financial black hole. I remember a rather difficult meeting at my home in Richmond some three years after the start. Richard and Mark asked for a further loan to commission new books. I had to say no. We had to face facts. Capstone was not a star; the category of ‘funky business books’ had not established itself. Capstone was a rather weak follower in the business-books arena. Capstone had none of the financial attributes of a star. If it looked like a dog, behaved like a dog and barked like a dog, it probably was a dog.

21. The habit of indiscriminate spending. The spendthrift cannot succeed, mainly because he stands eternally in fear of poverty. Form the habit of systematic saving by putting aside a definite percentage of your income. Money in the bank gives one a very safe foundation of courage when bargaining for the sale of personal services. Without money, one must take what one is offered, and be glad to get it. 22. Lack of enthusiasm. Without enthusiasm one cannot be convincing. Moreover, enthusiasm is contagious, and the person who has it, under control, is generally welcome in any group of people. 23. Intolerance. The person with a closed mind on any subject seldom gets ahead. Intolerance means that one has stopped acquiring knowledge. The most damaging forms of intolerance are those connected with religious, racial, and political differences of opinion. 24. Intemperance. The most damaging forms of intemperance are connected with eating, strong drink, and sexual activities. Over-indulgence in any of these is fatal to success. 25. Inability to cooperate with others. More people lose their positions and their big opportunities in life, because of this fault, than for all other reasons combined. It is a fault which no well-informed businessman or leader will tolerate. 26. Possession of power that was not acquired through self effort. (Sons and daughters of wealthy men, and others who inherit money which they did not earn). Power in the hands of one who did not acquire it gradually is often fatal to success. Quick riches are more dangerous than poverty. 27. Intentional dishonesty. There is no substitute for honesty. One may be temporarily dishonest by force of circumstances over which one has no control, without permanent damage. But, there is no hope for the person who is dishonest by choice. Sooner or later, his deeds will catch up with him, and he will pay by loss of reputation, and perhaps even loss of liberty. 28. Egotism and vanity. These qualities serve as red lights which warn others to keep away. They are fatal to success. 29. Guessing instead of thinking. Most people are too indifferent or lazy to acquire facts with which to think accurately. They prefer to act on “opinions” created by guesswork or snap-judgments. 30. Lack of capital. This is a common cause of failure among those who start out in business for the first time, without sufficient reserve of capital to absorb the shock of their mistakes, and to carry them over until they have established a reputation. 31. Under this, name any particular cause of failure from which you have suffered that has not been included in the foregoing list.

The best USP of any product is the enthusiasm & confidence of a salesperson. Stop pleading & start educating. Most of the proposals fail because we allow ourselves to give up far too early.

Closing is a transfer of enthusiasm.

Well, quite simply, while a basic yes is enough to move forward during the front half of the sale, you need an enthusiastic yes to move forward during the back half of the sale. The reason for this is that the level of enthusiasm of your prospect’s yes is going to serve as your primary means for measuring his level of certainty for each of the Three Tens.

Jim, please don’t misconstrue my enthusiasm for pressure; it’s just that I know that this truly is a perfect fit for you …,” and now you have two options. Option one is to use this as an opportunity to loop back into the sale, yet again, and give it one more shot—paying very close attention to your tonality and body language as well as the tonality and body language of your prospect. In your case, you want steer clear of any unconscious communication that speaks of either absolute certainty or bottled enthusiasm, and focus on utter sincerity and “I feel your pain.” In the case of your prospect, you want to focus on both their conscious and unconscious communication, and if either one signals that they’re feeling pressured or perturbed in the slightest way, then I would immediately transition to option number two. Option two is to use this as an opportunity to get back into rapport with your prospect so you can end the encounter on a high note, while also setting up the possibility for a callback. In this case, you would say something like: “Jim, please don’t misconstrue my enthusiasm for pressure; it’s just that I know that this truly is a perfect fit for you.” Then you’d change your tonality to one of utter sincerity, and add: “So, why don’t we do this: let me email you the information you’re looking for”—or whatever the prospect’s last objection was—“and then give you a few days to look through everything and also to discuss it with your wife”—or whatever their secondary objection was; if there was none, then you’d just omit this—“and

You can start weaving your purpose into your vocabulary right away. Use every opportunity to talk to current and new stakeholders. Remind them of who you are, why you exist, and continually renew their enthusiasm around working with you. With some work up front, your message will be compelling.

It is the heavy reality of the writing life which makes the “why” so easy to forget: Gutless rejection letters, denigrating revision letters, incompetent copy edits, insulting reviews, late checks, disappointing sales, down-trending print-runs, shrinking advances, royalties paid in a geological timeframe, imprints folding, publishers downsizing their lists and conglomerating their overhead.  One day your editor expresses all the enthusiasm of an overtired undertaker. The next day your agent demonstrates all the faith and commitment of a diseased streetwalker. Your book is packaged with a cover that would embarrass anyone who wasn’t raised in a Red Light district. You give a thoughtful interview only to discover the resultant article describes you as churning out potboilers. Three people show up at your book signing, two of them because they thought you were someone else; the third person came because you owe him money. When you make the New York Times list, a neighbor asks you “which” NYT list you’re on, because there must be a separate one for the trash you write. Though you’ve been publishing regularly for years, you know people who ask, every single time they see you, if you still write. (No, I fell back on my independent wealth when the going got tough.)

I am excited!  I stay focused on all the good things I have to be excited about.  I am excited about my career, my opportunities and my challenges.  My excitement drives me to do everything with energy and enthusiasm.  My mind is focused fully on what I am doing and I am able to get things done by telling myself to “DO IT NOW”.  I am excited and act enthusiastic and everyone around me catches it.  Every time I see someone I know or meet someone new I am excited and enthusiastic about seeing them.  By being enthusiastic, excited and full of energy I am a more valuable person.  Energy and enthusiasm guarantees my success as a highly paid professional sales person.  Energy, passion and enthusiasm will attract customers and sales to me.  This energy will be like a magnet and attract bigger customers and larger commissions to me.  I am going to give everything I have to everything I do.

Banyak salesman yang positif, proaktif, dan energetik sehingga menularkan semangat dan energi kepada saya setelah pertemuan dengan mereka.

For Hamilton, the federal government had a right to stimulate business and also, when necessary, to restrain it. As Arthur Schlesinger, Jr., has observed, “Hamilton’s enthusiasm over the dynamics of individual acquisition was always tempered by a belief in government regulation and control.”54 In arguing, for instance, that government inspection of manufactured articles could reassure consumers and galvanize sales, he anticipated regulatory policies that were not enacted until the Progressive Era under Theodore Roosevelt: “Contributing to prevent fraud upon consumers at home and exporters to foreign countries—to improve the quality and preserve the character of the national manufactures—it cannot fail to aid the expeditious and advantageous sale of them and to serve as a guard against successful competition from other quarters.

21. THE HABIT OF INDISCRIMINATE SPENDING. The spend-thrift cannot succeed, mainly because he stands eternally in FEAR OF POVERTY. Form the habit of systematic saving by putting aside a definite percentage of your income. Money in the bank gives one a very safe foundation of COURAGE when bargaining for the sale of personal services. Without money, one must take what one is offered, and be glad to get it. 22. LACK OF ENTHUSIASM. Without enthusiasm one cannot be convincing. Moreover, enthusiasm is contagious, and the person who has it, under control, is generally welcome in any group of people. 23. INTOLERANCE. The person with a "closed" mind on any subject seldom gets ahead. Intolerance means that one has stopped acquiring knowledge. The most damaging forms of intolerance are those connected with religious, racial, and political differences of opinion. 24. INTEMPERANCE. The most damaging forms of intemperance are connected with eating, strong drink, and sexual activities. Overindulgence in any of these is fatal to success. 25. INABILITY TO COOPERATE WITH OTHERS. More people lose their positions and their big opportunities in life, because of this fault, than for all other reasons combined. It is a fault which no well-informed business man, or leader will tolerate. 26. POSSESSION OF POWER THAT WAS NOT ACQUIRED THROUGH SELF EFFORT. (Sons and daughters of wealthy men, and others who inherit money which they did not earn). Power in the hands of one who did not acquire it gradually, is often fatal to success. QUICK RICHES are more dangerous than poverty. 27. INTENTIONAL DISHONESTY. There is no substitute for honesty. One may be temporarily dishonest by force of circumstances over which one has no control, without permanent damage. But, there is NO HOPE for the person who is dishonest by choice. Sooner or later, his deeds will catch up with him, and he will pay by loss of reputation, and perhaps even loss of liberty. 28. EGOTISM AND VANITY. These qualities serve as red lights which warn others to keep away. THEY ARE FATAL TO SUCCESS. 29. GUESSING INSTEAD OF THINKING. Most people are too indifferent or lazy to acquire FACTS with which to THINK ACCURATELY. They prefer to act on "opinions" created by guesswork or snap-judgments. 30. LACK OF CAPITAL. This is a common cause of failure among those who start out in business for the first time, without sufficient reserve of capital to absorb the shock of their mistakes, and to carry them over until they have established a REPUTATION. 31. Under this, name any particular cause of failure from which you have suffered that has not been included in the foregoing list.

The confectionery and books are in that direction. Drugs and perfumery over there. Back there you’ll find hats, scarves, ribbons, and lace.” Before he had even finished the sentence, the twins had each grabbed a basket and dashed away. “Girls…” Kathleen began, disconcerted by their wildness, but they were already out of earshot. She looked at Winterborne ruefully. “For your own safety, try to stay out of their path or you’ll be trampled.” “You should have seen how the ladies behaved during my first bi-annual sale discounts,” Winterborne told her. “Violence. Screaming. I’d rather go through the train accident again.” Kathleen couldn’t help smiling. Winterborne escorted Helen away from the rotunda. “Would you like to see the pianos?” she heard him ask. Her timid reply was muffled as they retreated from sight. Devon came to stand beside Kathleen. After a long, uncomfortable moment, she asked, “When you look at them, do you ever see two people who feel even the slightest infatuation for each other? There’s no natural ease between them, no sharing of mutual enthusiasms. They talk as if they were strangers on an omnibus.” “I see two people who haven’t yet lowered their guards with each other,” came his matter-of-fact reply.