Generate Sales Quotes

When people say they don’t understand my generation, I like to point out that it’s not “my” generation. I’m only co-owner with a 50% stake.

So I was sold at last! A human being sold in the free city of New York! The bill of sale is on record, and future generations will learn from it that women were articles of traffic in New York, late in the nineteenth century of the Christian religion.

More often than not, that was a tough sell. If you go to a business and tell it you can save it $50,000 per year in labor costs if it eliminates this one job, then your AI product better eliminate that entire job. Instead, what entrepreneurs found was that their product was perhaps eliminating one task in a person’s job, and that wasn’t going to be enough to save their would-be customer any meaningful labor costs. The better pitches were ones that were not focused on replacement but on value. These pitches demonstrated how an AI product could allow businesses to generate more profits by, say, supplying higher quality products to their own customers. This had the benefit of not having to demonstrate that their AI could perform a particular task at a lower cost than a person. And if that also reduced internal resistance to adopting AI, then that only made their sales task easier. The point here is that a value-enhancing approach to AI, rather than a cost-savings approach, is more likely to find real traction for AI adoption.

The problem with gross domestic product is the gross bit. There are no deductions involved: all economic activity is accounted as if it were of positive value. Social harm is added to, not subtracted from, social good. A train crash which generates £1bn worth of track repairs, medical bills and funeral costs is deemed by this measure as beneficial as an uninterrupted service which generates £1bn in ticket sales.

Grade your performance as a copywriter on sales generated by your copy, not on originality.

What a peculiar civilisation this was: inordinately rich, yet inclined to accrue its wealth through the sale of some astonishingly small and only distantly meaningful things, a civilisation torn and unable sensibly to adjudicate between the worthwhile ends to which money might be put and the often morally trivial and destructive mechanisms of its generation.

Things that have happened to me that have generated more sympathy than depression Having tinnitus. Scalding my hand on an oven, and having to have my hand in a strange ointment-filled glove for a week. Accidentally setting my leg on fire. Losing a job. Breaking a toe. Being in debt. Having a river flood our nice new house, causing ten thousand pounds’ worth of damage. Bad Amazon reviews. Getting the norovirus. Having to be circumcised when I was eleven. Lower-back pain. Having a blackboard fall on me. Irritable bowel syndrome. Being a street away from a terrorist attack. Eczema. Living in Hull in January. Relationship break-ups. Working in a cabbage-packing warehouse. Working in media sales (okay, that came close). Consuming a poisoned prawn. Three-day migraines.

I’m looking for a full-time portable heat generator. Must be willing to travel. If you don’t snuggle, you must cuddle—at a world champion level.

the true power of technology in marketing is relationship building.

The sales assistant looks at Jimmy with a sort of twitching around his eyes that Ove seems adept at generating in people with whom he comes into contact. This is so frequent that one could possibly name a syndrome after him.

So I was sold at last! A human being sold in the free city of New York! The bill of sale is on record, and future generations will learn from it that women were articles of traffic in New York, late in the nineteenth century of the Christian religion. It may hereafter prove a useful document to antiquaries, who are seeking to measure the progress of civilization in the United States. I well know the value of that bit of paper; but as much as I love freedom, I do not like to look upon it. I am deeply grateful to the generous friend who procured it, but I despise the miscreant who demanded payment for what never rightfully belong to him or his.

As early as 1,000 BC, man had to wait nearly 3,000 years to talk to me. And my first words to the world right out of the womb were: “Love is timeless, but man is not. I think I’m early.” It’s true. I was a premature baby. I was born generations before my time.

What’s our market share? Don’t know, don’t care. It’s irrelevant. Do we have enough customers paying us enough money to cover our costs and generate a profit? Yes. Is that number increasing every year? Yes. That’s good enough for us. Doesn’t matter if we’re 2 percent of the market or 4 percent or 75 percent. What matters is that we have a healthy business with sound economics that work for us. Costs under control, profitable sales.

Sólo el individuo que vive en soledad es una criatura sujeta a leyes profundas y si sale al empezar la mañana, o mira hacia la tarde que está vibrante de vida y comprende lo que le rodea, entonces todo se desprende de él, como si de un cadáver se tratara, aunque siga en la plenitud de la vida.

ON A COLD CALL: Be brief. You must generate interest in about 30 seconds or less, or forget it. Make a strong statement about how you can help the prospect. Don't focus on how much money you can save them. That approach seems to be wearing thin. Talk about what you do for companies like hers, or how your product has worked for others.

The process which, if not checked, will abolish Man goes on apace among Communists and Democrats no less than among Fascists. The methods may (at first) differ in brutality. But many a mild-eyed scientist in pince-nez, many a popular dramatist, many an amateur philosopher in our midst, means in the long run just the same as the Nazi rulers of Germany. Traditional values are to be ‘debunked’ and mankind to be cut out into some fresh shape at the will (which must, by hypothesis, be an arbitrary will) of some few lucky people in one lucky generation which has learned how to do it. The belief that we can invent ‘ideologies’ at pleasure, and the consequent treatment of mankind as mere ulh, specimens, preparations, begins to affect our very language. Once we killed bad men: now we liquidate unsocial elements. Virtue has become integration and diligence dynamism, and boys likely to be worthy of a commission are ‘potential officer material’. Most wonderful of all, the virtues of thrift and temperance, and even of ordinary intelligence, are sales-resistance.

In your emails, instead of just writing about your topics, tell a story that illustrates your points.

it’s also about helping member companies generate the sort of “social demand” they need in order to avoid the perception that the training is just another top-down mandate.

I want instant coffee at the snap of my fingers that gives me more energy than that generated by a million snaps.

When you care about helping other people generate the results that they can’t generate without you, your outward focus is part of what creates a preference and makes you easier to buy from.

An author must comprehend that their purpose is not to write for sales or reviews but to motivate individuals and the upcoming generation. Sales and everything else will follow when the vision is kept in focus.

Attention deficit is no longer the supposed domain of Generation Y’s who were brought up on a diet of social media and new technology. A recent study revealed 65 percent of 55-64 year olds surf, text and watch television simultaneously.

Although Sony would go on to sell ten million PlayStation systems by the end of 1996 (with more than half of those sales occurring in the United States), most of SCEA’s key executives would be fired or let go within a year of the launch.

The new government decided the best way to rectify this was to outlaw abortion and prohibit the sale or display of contraceptives in the Weimar constitution of 1919. During a time of unimaginable scarcity and fear, women were forced into motherhood. They were forced to make do, and the pressure to repopulate the nation, to birth and raise a new generation of mothers and soldiers, was enormous. It was the most important thing a woman could possibly do: Be the Good Mother.

Eng8ge is a web marketing services company in Singapore. We help SMEs connect with their customers online, thereby generating more sales opportunities, leading to higher revenue. Our core services comprise web design, GMB optimisation, social media management, PPC advertising, SEO, and online content writing - collectively known as Online Presence Managed Services. Being managed services, customers needn't worry about on-going support and maintenance as we'll take care of them.

Remember this study when you are in a negotiation—make your initial request far too high. You have to start somewhere, and your initial decision or calculation greatly influences all the choices that follow, cascading out, each tethered to the anchors set before. Many of the choices you make every day are reruns of past decisions; as if traveling channels dug into a dirt road by a wagon train of selections, you follow the path created by your former self. External anchors, like prices before a sale or ridiculous requests, are obvious and can be avoided. Internal, self-generated anchors, are not so easy to bypass. You visit the same circuit of Web sites every day, eat basically the same few breakfasts. When it comes time to buy new cat food or take your car in for repairs, you have old favorites. Come election time, you pretty much already know who will and will not get your vote. These choices, so predictable—ask yourself what drives them. Are old anchors controlling your current decisions?

Yes. It very much is. Especially if things are run by a bunch of old people who think the generation after them is full of a bunch of lazy, directionless kids. “Funny—they broke the world and created the problem, and somehow we’re supposed to fix it for them.

http://www.touchofireland.co/ have many shopping stores which contain all the things which are needed in daily purpose or uses .there are plenty of categories of products and items and we have made some changes in categories as per the current generation demand.

1. No cold calling. Ever. You should attempt to sell only to warm leads. 2. Before you try to sell anything, you must know how much you’re willing to pay to get a new customer. 3. A prospect who “finds” you first is more likely to buy from you than if you find him. 4. You will dramatically enhance your credibility as a salesperson by authoring, speaking, and publishing quality information. 5. Generate leads with information about solving problems, not information about the product itself. 6. You can attain the best negotiating position with customers only when your marketing generates “deal flow” that exceeds your capacity. 7. The most valuable asset you can own is a well-maintained customer database, because people who’ve already bought from you are way easier to sell to than strangers.

The railway station provided them all that they needed: flatulence-generating food, tea, water, paan, shelter, electricity, social intercourse, seating, mucky toilets—and drugs, coolies, women and children for sale at most reasonable prices. What more could a man ask for?

We are entering a world where we are going back to a pre–Industrial Revolution, craftsmanlike experience. A small group of people who understand engineering, sales, marketing, finance, and design are going to be able to manage armies of generative AI and put all of these pieces together.

Ralph Lauren generates a huge portion of its sales from seconds and job lots sold at the many Polo factory stores around the country. There are so many of these stores (and the demand is so high) that many of the items sold aren’t seconds at all. They’re designed and produced for the factory stores. People tell themselves a story about finding a bargain, they build up the expectation by driving thirty miles out of their way (while on vacation, no less) and then are delighted to spend $40 for a $400 jacket that was never intended to be sold for $400 and probably cost $4 to make.

The Century of the Self delineated expertly how the theories of Sigmund Freud were deployed by his nephew Edward Bernays to create the profession of PR and generate the consumer boom of the fifties. Prior to the inclusion of psychological principles in sales, products were sold on the basis of utility:

Living in the age of the Internet and being a part of the information generation, we have unlimited access to an unprecedented wealth of knowledge and learning. We have no excuse to show up to an appointment, a sales call, a date, or an important meeting without learning everything we can to tip the odds in our favor.

Good teams get their inspiration and product ideas from their vision and objectives, from observing customers' struggle, from analyzing the data customers generate from using their product, and from constantly seeking to apply new technology to solve real problems. Bad teams gather requirements from sales and customers.

When, in a generation or so, a radioactive cigar-smoking child, picnicking on Saturn, asks you what the Beatles affair was all about – ‘Did you actually know them?’ – don’t try to explain all about the long hair and screams. Just play the child a few tracks from this album and he’ll probably understand what it is all about. The kids of AD 2000 will draw from the music much the same sense of well being and warmth as we do today. For the magic of the Beatles, is I suspect, timeless and ageless. It has broken all frontiers and barriers. It has cut through differences of race, age and class. It is adored by the world. Derek Taylor, sleeve notes for the Beatles For Sale album, 1964

Three Keys To Predictable Revenue Building a Sales Machine that creates ongoing, predictable revenue takes: Predictable Lead Generation, the most important thing for creating predictable revenue. A Sales Development Team that bridges the chasm between marketing and sales. Consistent Sales Systems, because without consistency you have no predictability.

What works to generate flows of new leads: Trial-and-error in lead generation (requires patience, experimentation, money). “Marketing through teaching” via regular webinars, white papers, email newsletters and live events, to establish yourself as the trusted expert in your space (takes lots of time to build predictable momentum). Patience in building great word-of-mouth (the highest value lead generation source, but hardest to influence). Cold Calling 2.0: By far the most predictable and controllable source of creating new pipeline, but it takes focus and expertise to do it well. Luckily, you are holding the guide to the process in your hands right now. Building an excited partner ecosystem (very high value, very long time-to-results). PR: It’s great when, once in awhile, it generates actual results!

I grew up in a swamp. All who visit see the savage beauty of the place. Those who stay see more. A deep connection. Roots that have grown together for generations. Once as a teen I went with family to a fish fry and sing at Scrub Creek Baptist Church off County Road 351. There a teen girl was very friendly until told to stop. We were cousins. She stomped away – "Is everyone here my DAMN cousin?!" Yes, and we are blessed.

Interruption Marketing was easy. Build a few ads, run them everywhere. Interruption Marketing was scalable. If you need more sales, buy more ads. Interruption Marketing was predictable. With experience, a mass marketer could tell how many dollars in revenue one more dollar in ad spending would generate. Interruption Marketing fit the command and control bias of big companies. It was totally controlled by the advertiser, with no weird side effects.

Phyllis Tickle, in her book The Great Emergence,2 argues that we are undergoing the most recent of our every-500-year “rummage sales”—an upheaval in culture and worldview that will inevitably reshape our faith interpretations and institutions as surely as the Great Schism of the eleventh century and the Great Reformation of the sixteenth century. This tsunami of change is well under way, marked by the postmodern and post-Christian sensibilities of the millennial generation.

Only one thing, in those years, drew from her a cry of fury. This was the publication, in 1563, of a single, stout book. It was known as Foxe’s Book of Martyrs; and it was an astonishing feat of propaganda. For this book, carefully written to evoke every man’s pity and rage, described in detail the martyrs of England – by which it meant those Protestants who had perished under Bloody Mary. Of the Catholics who had suffered martyrdom before then, it said not a word. That some of these Protestants, like vicious old Latimer, had been burners and torturers themselves, it conveniently forgot. The sale of the book was prodigious. Soon, it seemed, only Catholic persecution of Protestants had ever existed. “ ’Tis a lie,” Susan would protest. “And I fear it will persist.” It would indeed. Foxe’s Book of Martyrs was destined to be read in families, to give warning to children, and to shape English people’s perception of the Catholic Church for generations.

In the decade to 2011, the world’s largest oil, metal and agricultural trading houses – Vitol, Glencore and Cargill, respectively – enjoyed a combined net income of $76.3 billion (see table on page 332). That was an astonishing amount of money. It was ten times the profits the traders were generating in the 1990s.16 It was more than either Apple or Coca-Cola made over the same period.17 And it would have been enough money to buy entire titans of corporate America, such as Boeing or Goldman Sachs.18

Our Difficulty in Believing in Providence The first obstacle is that, as long as we have not experienced concretely the fidelity of Divine Providence to provide for our essential needs, we have difficulty believing in it and we abandon it. We have hard heads, the words of Jesus do not suffice for us, we want to see at least a little in order to believe! Well, we do not see it operating around us in a clear manner. How, then, are we to experience it? It is important to know one thing: We cannot experience this support from God unless we leave Him the necessary space in which He can express Himself. I would like to make a comparison. As long as a person who must jump with a parachute does not jump out into the void, he cannot feel that the cords of the parachute will support him, because the parachute has not yet had the chance to open. One must first jump and it is only later that one feels carried. And so it is in spiritual life: “God gives in the measure that we expect of Him,” says Saint John of the Cross. And Saint Francis de Sales says: “The measure of Divine Providence acting on us is the degree of confidence that we have in it.” This is where the problem lies. Many do not believe in Providence because they’ve never experienced it, but they’ve never experienced it because they’ve never jumped into the void and taken the leap of faith. They never give it the possibility to intervene. They calculate everything, anticipate everything, they seek to resolve everything by counting on themselves, instead of counting on God. The founders of religious orders proceed with the audacity of this spirit of faith. They buy houses without having a penny, they receive the poor although they have nothing with which to feed them. Then, God performs miracles for them. The checks arrive and the granaries are filled. But, too often, generations later, everything is planned, calculated. One doesn’t incur an expense without being sure in advance to have enough to cover it. How can Providence manifest itself? And the same is true in the spiritual life. If a priest drafts all his sermons and his talks, down to the least comma, in order to be sure that he does not find himself wanting before his audience, and never has the audacity to begin preaching with a prayer and confidence in God as his only preparation, how can he have this beautiful experience of the Holy Spirit, Who speaks through his mouth? Does the Gospel not say, …do not worry about how to speak or what you should say; for what you are to say will be given to you when the time comes; because it will not be you who will be speaking, but the Spirit of your Father will be speaking in you (Matthew 10:19)? Let us be very clear. Obviously we do not want to say that it is a bad thing to be able to anticipate things, to develop a budget or prepare one’s homilies. Our natural abilities are also instruments in the hands of Providence! But everything depends on the spirit in which we do things. We must clearly understand that there is an enormous difference in attitude of heart between one, who in fear of finding himself wanting because he does not believe in the intervention of God on behalf of those who lean on Him, programs everything in advance to the smallest detail and does not undertake anything except in the exact measure of its actual possibilities, and one who certainly undertakes legitimate things, but who abandons himself with confidence in God to provide all that is asked of him and who thus surpasses his own possibilities. And that which God demands of us always goes beyond our natural human possibilities!

We come in peace. We don’t have imperial ambitions. We aren’t trying to dominate an industry or a market. We wish everyone well. To get ours, we don’t need to take theirs. What’s our market share? Don’t know, don’t care. It’s irrelevant. Do we have enough customers paying us enough money to cover our costs and generate a profit? Yes. Is that number increasing every year? Yes. That’s good enough for us. Doesn’t matter if we’re 2 percent of the market or 4 percent or 75 percent. What matters is that we have a healthy business with sound economics that work for us. Costs under control, profitable sales.

Heart Speaks Unto Heart. This motto of the Blessed John Henry Newman, adopted from St Francis de Sales, contains the essence of a ‘philosophy of communication,’ which is also a philosophy of education. If education is about the communication of values, or meaningful information, and of wisdom and of tradition, between persons and across generations, it is important to know that it can only take place in the heart; that is, in the center of the human person. A voice from the lungs is not enough to carry another along with the meaning of our words. The voice has to carry with it the warmth and living fire of the heart around which the lungs are wrapped.2

Every year or so I like to take a step back and look at a few key advertising, marketing, and media facts just to gauge how far removed from reality we advertising experts have gotten. These data represent the latest numbers I could find. I have listed the sources below. So here we go -- 10 facts, direct from the real world: E-commerce in 2014 accounted for 6.5 percent of total retail sales. 96% of video viewing is currently done on a television. 4% is done on a web device. In Europe and the US, people would not care if 92% of brands disappeared. The rate of engagement among a brand's fans with a Facebook post is 7 in 10,000. For Twitter it is 3 in 10,000. Fewer than one standard banner ad in a thousand is clicked on. Over half the display ads paid for by marketers are unviewable. Less than 1% of retail buying is done on a mobile device. Only 44% of traffic on the web is human. One bot-net can generate 1 billion fraudulent digital ad impressions a day. Half of all U.S online advertising - $10 billion a year - may be lost to fraud. As regular readers know, one of our favorite sayings around The Ad Contrarian Social Club is a quote from Noble Prize winning physicist Richard Feynman, who wonderfully declared that “Science is the belief in the ignorance of experts.” I think these facts do a pretty good job of vindicating Feynman.

No doubt about it, society was small. Most human beings existed on the outer fringes of society. In the seventeenth century, for example, at least twenty percent of the merchandise on every slave ship died. By that I mean the dark-skinned people who were being transported for sale, to Virginia, say. And that didn't get anyone upset or make headlines in the Virginia papers or make anyone go out and call for the ship captain to be hanged. But if a plantation owner went crazy and killed his neighbor and then went galloping back home, dismounted, and promptly killed his wife, two deaths in total, Virginia society spent the next six months in fear, and the legend of the murderer on horseback might linger for generations.

going on. Models had always been different each year, but consistently solid and square, usually black or dark green. Suddenly a completely new generation was on gleaming display – wider and softer than ever. I’ve looked at the advertisements for that year. The earthy colours of previous decades were replaced by pastels, pinks and pale blues. The Chevrolet Bel Air and the Pontiac Star Chief, with their Strato-Streak V8 engines, were available in ‘Avalon Yellow’ as well as ‘Raven Black’. The new models had rounded, panoramic windscreens and, in the case of the new Cadillac, a strange rear end with tail fins like a fighter plane. Sales soared, rising by thirty-seven per cent between 1954 and 1955 alone. People were no longer so concerned about technology and durability; it was more

IN 1941, ITS BEST YEAR EVER, the partnership of Kavalier & Clay earned $59,832.27. Total revenues generated that year for Empire Comics, Inc.—from sales of all comic books featuring characters created either in whole or in part by Kavalier & Clay, sales of two hundred thousand copies apiece for each of two Whitman’s Big Little Books featuring the Escapist, sales of Keys of Freedom, of key rings, pocket flashlights, coin banks, board games, rubber figurines, windup toys, and diverse other items of Escapism, as well as the proceeds from the licensing of the Escapist’s dauntless puss to Chaffee Cereals for their Frosted Chaff-Os, and from the Escapist radio program that began broadcasting on NBC in April—though harder to calculate, came to something in the neighborhood of $12 to $15 million.

How does this work in email marketing? One simple example is to start asking subscribers to begin interacting with you in a small way right from when you start communicating with them. Ask them to reply to a message, like or share a blog post, complete a survey. Taking these small steps to interact early on makes it much more likely they’ll be willing to take bigger steps later – like joining you on a webinar, arranging a call with you or buying a product. You can also offer a low cost product early on in your interactions with a subscriber. It’s less of a commitment than a high end product or hiring your services. But by purchasing from you they begin to see themselves as a buyer and they’re more likely to buy again in future. Especially if their buying and post-purchase experience is very positive.

What works to generate flows of new leads: Trial-and-error in lead generation (requires patience, experimentation, money). “Marketing through teaching” via regular webinars, white papers, email newsletters and live events, to establish yourself as the trusted expert in your space (takes lots of time to build predictable momentum). Patience in building great word-of-mouth (the highest value lead generation source, but hardest to influence). Outbound Prospecting (aka "Cold Calling 2.0"):: By far the most predictable and controllable source of creating new pipeline, but it takes focus and expertise to do it well. Luckily, you are holding the guide to the process in your hands right now. Building an excited partner ecosystem (very high value, very long time-to-results). PR: It’s great when, once in a while, it generates actual results!

While advertising was once used primarily to create a sale or enhance an image, it must now be used to create awareness about Web content. • While SEO was at one time primarily a function of optimizing a Web site, it must now be a function of optimizing brand assets across social media. • While lead generation used to consist of broadcasting messages, it must now rely heavily on being found in the right place at the right time. • While lead conversion in the past often consisted of multiple sales calls to supply information, it must now supplement Web information gathering with value delivery. • While referrals used to be a simple matter of passing a name, they now rely heavily on an organization’s online reputation, ratings, and reviews. • While physical store location has always mattered, online location for the local business has become a life-and-death matter.

Kids are spending so much time communicating through technology, they're not developing basic communication skills that humans have used since forever,' says psychologist Jim Taylor, author of Raising Generation Tech: Preparing Your Children for a Media-Fueled World. "Communication is not just about words. It's about body language, tone of voice, facial expressions, even pheremones, all of which can't be conveyed through social media. Emoticons are very weak substitutes." And when nonverbal cues are stripped away, it can limit the potential for understanding, arguably the foundation of empathy. When researchers at the University of Michigan reviewed data from seventy-two studies conducted between 1979 and 2009, all focused on monitoring levels of empathy among American college students, they found that students today were scoring about 40 percent lower than their earlier counterparts.

Credit must be given where credit is due. European culture’s politicoeconomic system is wholly at fault for the importation of weapons into our communities. We neither own nor operate any of the 922 gun manufacturers who, in this society alone, produce over 1.5 million legal handguns for sale each year. We had nothing to do with the 250 million handguns already legally in circulation. No, they do not force our youth to buy guns. But their cultural imperative of violence has created and socializes them into an atmosphere where fear begets violence and violence begets more fear and more violence, and the methods and tools for quelling those confrontations become an increasingly more destructive interpersonal arms race. Europeans know that the death of a young Afrikan male is not simply his death. It is also the murder of every coming, exponentially growing generation of Afrikans he was placed here to begin the procreation of. There

Regardless of psychological gymnastics, we know what we see, and many of us learn from it. It’s a rare mover who becomes a collector of anything. Even rarer is a mover who gets hung up on the “sentimental value” of objects. After more than three thousand moves I know that everyone has almost the exact same stuff and I certainly know where it’s all going to end up. It’s going to end up in a yard sale or in a dumpster. It might take a generation, though usually not, but Aunt Tillie’s sewing machine is getting tossed. So is your high school yearbook and grandma’s needlepoint doily of the Eiffel Tower. Most people save the kids kindergarten drawings and the IKEA bookcases. After the basement and attic are full it’s off to a mini-storage to put aside more useless stuff. A decade or three down the road when the estate is settled and nobody wants to pay the storage fees anymore, off it all will go into the ether. This is not anecdotal. I know because I’m the guy who puts it all into the dumpster.

The tone of those negotiations was very contentious,” says Becky Sauerbrunn, who served on the national team’s CBA committee and participated in most of the negotiation sessions. “They didn’t go anywhere. We would go into those meetings and say we want equal pay and they would say you’re not really generating the revenue to deserve equal pay to the men. And it just went around and around like that.” But then on March 7, Rich Nichols saw something that caught him by surprise. It was an article by Jonathan Tannenwald of the Philadelphia Inquirer that broke down financial numbers contained in U.S. Soccer’s General Annual Meeting report. The report itself was released quietly on U.S. Soccer’s website without fanfare—Tannenwald was the only journalist for a major newspaper who picked up on it. What the U.S. Soccer report showed—and what in turn the Philadelphia Inquirer explained—was that U.S. Soccer initially budgeted a $420,000 loss for 2016 but changed their numbers to expect a profit of almost $18 million, based largely on the gate receipts and merchandise sales of the women’s national team during the 2015 Women’s World Cup victory tour.

The explosion of government and spending under Obama insured that while the rest of the nation continued to suffer stagnant job growth and slow housing sales long past the time when a recovery should have been underway, one city was booming like a five-year-long Led Zeppelin drum solo: Washington, D.C. According to the 2014 Forbes ranking of the ten richest counties in America, none were in New York, California, or Texas. Before Obama took office, five of the richest counties surrounded Washington, D.C. Now, seven years after Obama took office on his promise to rid the place of big money lobbyists, and Democrats assumed complete control of the White House and Congress for two years, six of the richest counties surround Washington, D.C. Bear in mind that unlike Texas or California, where money is generated by creating products people actually need, such as oil or computers, Washington, D.C., produces nothing but government. In other words, six of the ten richest counties in America got that rich by being parasites. A case could be made that under the current leadership, crony capitalism is more rewarding than actual capitalism. And with all that government around business people’s necks, it’s certainly a heckuva lot easier.

FOCUS ON GENERATING REVENUE THE DOJ FOUND THAT virtually every branch and tributary of the city’s bureaucracy—the mayor, city council, city manager, finance director, municipal court judge, municipal court prosecutor, court clerk, assistant clerks, police chief—all were enmeshed in an unending race to raise revenue through municipal fines and fees:            City officials routinely urge Chief [Tom] Jackson to generate more revenue through enforcement. In March 2010, for instance, the City Finance Director wrote to Chief Jackson that “unless ticket writing ramps up significantly before the end of the year, it will be hard to significantly raise collections next year. . . . Given that we are looking at a substantial sales tax shortfall, it’s not an insignificant issue.” Similarly, in March 2013, the Finance Director wrote to the City Manager: “Court fees are anticipated to rise about 7.5%. I did ask the Chief if he thought the PD [police department] could deliver 10% increase. He indicated they could try.” The importance of focusing on revenue generation is communicated to FPD officers. Ferguson police officers from all ranks told us that revenue generation is stressed heavily within the police department, and that the message comes from City leadership. The evidence we reviewed supports this perception.

Much has also been written about a reverse manifestation of exponential change, about the impressively declining cost of solar photovoltaic cells leading to near-miraculous breakthroughs in solar electricity generation. The latter claim has been particularly popular: I encourage you to check those breathless reports of constantly and rapidly falling photovoltaic (PV) cell prices, and you will see how, if they were the only determinant of the actual cost of PV generation, we would soon be arriving at almost the same place where nuclear generation claims began in the mid-1950s, with solar generation being too cheap to meter, indeed, being absolutely a free give-away. In reality, detailed US data for residential PV systems (twenty-two panels) show that the module cost is now only about 15 percent of the total investment. The rest is needed to cover structural and electrical components (panels must be mounted on supports on roofs or on prepared ground), inverters (to change the direct current to alternating current), labor costs, and other soft costs. Obviously, none of these components, from steel and aluminum to transmission lines, permitting, inspection, and sales taxes, is tending to zero, and hence the overall costs of installation (dollars per watt of direct current delivered by the panels) show a distinctly declining rate of improvement: between 2010 and 2015 they fell by 55 percent, between 2015 and 2020 by 20 percent. And these costs do not include the additional outlays that will have to be made with the increasing share of intermittent sources (solar and wind) in overall electricity generation.

The Iran/Contra cover-up The major elements of the Iran/Contra story were well known long before the 1986 exposures, apart from one fact: that the sale of arms to Iran via Israel and the illegal Contra war run out of Ollie North’s White House office were connected. The shipment of arms to Iran through Israel didn’t begin in 1985, when the congressional inquiry and the special prosecutor pick up the story. It began almost immediately after the fall of the Shah in 1979. By 1982, it was public knowledge that Israel was providing a large part of the arms for Iran—you could read it on the front page of the New York Times. In February 1982, the main Israeli figures whose names later appeared in the Iran/Contra hearings appeared on BBC television [the British Broadcasting Company, Britain’s national broadcasting service] and described how they had helped organize an arms flow to the Khomeini regime. In October 1982, the Israeli ambassador to the US stated publicly that Israel was sending arms to the Khomeini regime, “with the cooperation of the United States…at almost the highest level.” The high Israeli officials involved also gave the reasons: to establish links with elements of the military in Iran who might overthrow the regime, restoring the arrangements that prevailed under the Shah—standard operating procedure. As for the Contra war, the basic facts of the illegal North-CIA operations were known by 1985 (over a year before the story broke, when a US supply plane was shot down and a US agent, Eugene Hasenfus, was captured). The media simply chose to look the other way. So what finally generated the Iran/Contra scandal? A moment came when it was just impossible to suppress it any longer. When Hasenfus was shot down in Nicaragua while flying arms to the Contras for the CIA, and the Lebanese press reported that the US National Security Adviser was handing out Bibles and chocolate cakes in Teheran, the story just couldn’t be kept under wraps. After that, the connection between the two well-known stories emerged. We then move to the next phase: damage control. That’s what the follow-up was about. For more on all of this, see my Fateful Triangle (1983), Turning the Tide (1985), and Culture of Terrorism (1987).

Cultivating loyalty is a tricky business. It requires maintaining a rigorous level of consistency while constantly adding newness and a little surprise—freshening the guest experience without changing its core identity.” Lifetime Network Value Concerns about brand fickleness in the new generation of customers can be troubling partly because the idea of lifetime customer value has been such a cornerstone of business for so long. But while you’re fretting over the occasional straying of a customer due to how easy it is to switch brands today, don’t overlook a more important positive change in today’s landscape: the extent to which social media and Internet reviews have amplified the reach of customers’ word-of-mouth. Never before have customers enjoyed such powerful platforms to share and broadcast their opinions of products and services. This is true today of every generation—even some Silent Generation customers share on Facebook and post reviews on TripAdvisor and Amazon. But millennials, thanks to their lifetime of technology use and their growing buying power, perhaps make the best, most active spokespeople a company can have. Boston Consulting Group, with grand understatement, says that “the vast majority” of millennials report socially sharing and promoting their brand preferences. Millennials are talking about your business when they’re considering making a purchase, awaiting assistance, trying something on, paying for it and when they get home. If, for example, you own a restaurant, the value of a single guest today goes further than the amount of the check. The added value comes from a process that Chef O’Connell calls competitive dining, the phenomenon of guests “comparing and rating dishes, photographing everything they eat, and tweeting and emailing the details of all their dining adventures.” It’s easy to underestimate the commercial power that today’s younger customers have, particularly when the network value of these buyers doesn’t immediately translate into sales. Be careful not to sell their potential short and let that assumption drive you headlong into a self-fulfilling prophecy. Remember that younger customers are experimenting right now as they begin to form preferences they may keep for a lifetime. And whether their proverbial Winstons will taste good to them in the future depends on what they taste like presently.

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

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A small increase in prices while maintaining the firm’s sales and cost levels generates a significant boost to its profit.

Strategic email marketing is what’s going to move the sales needle, but just doing the same old email blasts, and that sort of thing somewhat randomly is very unlikely to generate the kind of leads and sales you’re looking for.

Picture a small South American dictatorship, weakened by economic stresses and a popular demand for more freedom, resulting from the existence of a laissez-faire society nearby. What would the dictator of such a country do if faced by a large and powerful insurance company and its defense service (or even a coalition of such companies) demanding that he remove all taxes, trade restrictions, and other economic aggressions from, say, a mining firm protected by the insurance company? If the dictator refuses the demand, he faces an armed confrontation which will surely oust him from his comfortable position of rule. His own people are restless and ready to revolt at any excuse. Other nations have their hands full with similar problems and are not eager to invite more trouble by supporting his little dictatorship. Besides this, the insurance company, which doesn’t recognize the validity of governments, has declared that in the event of aggression against its insured it will demand reparations payments, not from the country as a whole, but from every individual directly responsible for directing and carrying out the aggression. The dictator hesitates to take such an awful chance, and he knows that his officers and soldiers will be very reluctant to carry out his order. Even worse, he can’t arouse the populace against the insurance company by urging them to defend themselves—the insurance company poses no threat to them. A dictator in such a precarious position would be strongly tempted to give in to the insurance company’s demands in order to salvage what he could (as the managers of the insurance company were sure he would before they undertook the contract with the mining firm). But even giving in will not save the dictator’s government for long As soon as the insurance company can enforce noninterference with the mining company, it has created an enclave of free territory within the dictatorship. When it becomes evident that the insurance company can make good its offer of protection from the government, numerous businesses and individuals, both those from the laissez-faire society and citizens of the dictatorship, will rush to buy similar protection (a lucrative spurt of sales foreseen by the insurance company when it took its original action). At this point, it is only a matter of time until the government crumbles from lack of money and support, and the whole country becomes a free area. In this manner, the original laissez-faire society, as soon as its insurance companies and defense agencies became strong enough, would generate new laissez-faire societies in locations all over the world. These new free areas, as free trade made them economically stronger, would give liberty a tremendously broadened base from which to operate and would help prevent the possibility that freedom could be wiped out by a successful sneak attack against the original laissez-faire society. As the world-wide, interconnected free market thus formed became stronger and the governments of the world became more tyrannical and chaotic, it would be possible for insurance companies and defense agencies to create free enclaves within more and more nations, a sales opportunity which they would be quick to take advantage of.

Never hyper-focus on one ball. You do not live or die by one sale. 2. You never wonder, “What’s next?” because your next deal is already in the works. 3. You are surrounded by opportunity—making contacts, gaining referrals, generating new business, always reaching for new balls. 4. You know that it takes as much energy to manage one ball as it does four, five, or even six. 5. You control the flight path—you know which balls to handle first, which ones to deal with quickly, and which ones require more time and attention. 6. You don’t blindly toss balls in the air. You care about where each one lands. LET FEAR DRIVE YOUR SUCCESS

Immelt wanted division heads to generate imaginative new product and service concepts, which in turn would generate the new organic revenue on which his vision depended. It was a tall order: a handful of product ideas that would each pull in $100 million in new sales for each business. More important, Immelt wanted these “breakthrough” sessions to be led by each unit’s marketing department—to have the division that usually dictated advertising and branding stepping into the role that had been the province of product engineers. Immelt’s inspiration for the directive was an article he read about a smaller industrial conglomerate called Danaher Corporation that had formed an internal incubator to develop new ideas that could drive revenues and profits. Its CEO was a young whiz named Larry Culp who, at age thirty-seven, was even younger than Immelt had been when he took the reins.

Kepercayaan dibangun atas dasar saling memahami kebutuhan masing-masing sehingga rasa aman dan nyaman bisa tercipta.

It takes a complete process of creating a real solution to a real problem for real people to generate profit. Not only that, but to generate profit you have to get people’s attention (marketing) and persuade them to purchase your solution (sales) while simultaneously managing the incoming dollars and outgoing dollars to end the day with more than you started with (finance).

But the reality that our lives are perfect reflections of our thoughts is not exclusively a metaphysical or spiritual concept. This is the case because of a simple physiological process whereby our minds generate thoughts that lead to chemical secretions that lead to emotions that lead to actions that lead to results.

Reconstructing family life amid the chaos of the cotton revolution was no easy matter. Under the best of circumstances, the slave family on the frontier was extraordinarily unstable because the frontier plantation was extraordinarily unstable. For every aspiring master who climbed into the planter class, dozens failed because of undercapitalization, unproductive land, insect infestation, bad weather, or sheer incompetence. Others, discouraged by low prices and disdainful of the primitive conditions, simply gave up and returned home. Those who succeeded often did so only after they had failed numerous times. Each failure or near-failure caused slaves to be sold, shattering families and scattering husbands and wives, parents and children. Success, moreover, was no guarantee of security for slaves. Disease and violence struck down some of the most successful planters. Not even longevity assured stability, as many successful planters looked west for still greater challenges. Whatever the source, the chronic volatility of the plantation took its toll on the domestic life of slaves. Despite these difficulties, the family became the center of slave life in the interior, as it was on the seaboard. From the slaves' perspective, the most important role they played was not that of field hand or mechanic but husband or wife, son or daughter - the precise opposite of their owners' calculation. As in Virginia and the Carolinas, the family became the locus of socialization, education, governance, and vocational training. Slave families guided courting patterns, marriage rituals, child-rearing practices, and the division of domestic labor in Alabama, Mississippi, and beyond. Sally Anne Chambers, who grew up in Louisiana, recalled how slaves turned to the business of family on Saturdays and Sundays. 'De women do dey own washing den. De menfolks tend to de gardens round dey own house. Dey raise some cotton and sell it to massa and git li'l money dat way.' As Sally Anne Chambers's memories reveal, the reconstructed slave family was more than a source of affection. It was a demanding institution that defined responsibilities and enforced obligations, even as it provided a source of succor. Parents taught their children that a careless word in the presence of the master or mistress could spell disaster. Children and the elderly, not yet or no longer laboring in the masters' fields, often worked in the slaves' gardens and grounds, as did new arrivals who might be placed in the household of an established family. Charles Ball, sold south from Maryland, was accepted into his new family but only when he agreed to contribute all of his overwork 'earnings into the family stock.' The 'family stock' reveals how the slaves' economy undergirded the slave family in the southern interior, just as it had on the seaboard. As slaves gained access to gardens and grounds, overwork, or the sale of handicraft, they began trading independently and accumulating property. The material linkages of sellers and buyers - the bartering of goods and labor among themselves - began to knit slaves together into working groups that were often based on familial connections. Before long, systems of ownership and inheritance emerged, joining men and women together on a foundation of need as well as affection.

There is a noticeable parallel between the ways that commercial fishermen and department stores generate a competitive fury among those they wish to hook. To attract and arouse the catch, fishermen scatter some loose bait called chum. For similar purposes, department stores holding a bargain sale toss out a few especially good deals on prominently advertised items called loss leaders. If the bait—of either form—has done its job, a large and eager crowd forms to snap it up. Soon, in the rush to score, the group becomes agitated, nearly blinded, by the adversarial nature of the situation. Human beings and fish alike lose perspective on what they want and begin striking at whatever is being contested.

Value innovation: The cornerstone of blue ocean strategy Value innovation is created in the region where a company’s actions favorably affect both its cost structure and its value proposition to buyers. Cost savings are made by eliminating and reducing the factors an industry competes on. Buyer value is lifted by raising and creating elements the industry has never offered. Over time, costs are reduced further as scale economies kick in due to the high sales volumes that superior value generates.

Francisco was an underdog city struggling to absorb an influx of aspiring alphas. It had long been a haven for hippies and queers, artists and activists, Burners and leather daddies, the disenfranchised and the weird. It also had a historically corrupt government, and a housing market built atop racist urban-renewal policies—real estate values had benefited as much from redlining as from discriminatory zoning practices and midcentury internment camps—but these narratives, along with the reality that an entire generation had been prematurely lost to AIDS, undercut its reputation as a mecca for the free and freakish, people on the fringe. The city, trapped in nostalgia for its own mythology, stuck in a hallucination of a halcyon past, had not quite caught up to the newfound momentum of tech’s dark triad: capital, power, and a bland, overcorrected, heterosexual masculinity. It was a strange place for young and moneyed futurists. In the absence of vibrant cultural institutions, the pleasure center of the industry might have just been exercise: people courted the sublime on trail runs and day hikes, glamped in Marin and rented chalets in Tahoe. They dressed for work as if embarking on an alpine expedition: high-performance down jackets and foul-weather shells, backpacks with decorative carabiners. They looked ready to gather kindling and build a lean-to, not make sales calls and open pull-requests from climate-controlled open-plan offices. They looked in costume to LARP their weekend selves.

While purchasing an investment property, you need the expertise of professionals who protect your interests as they take you through the process of finding a home, making an offer, getting financing, and finalizing the sale.

Those that use only fundamental variables refer only to a company's business performance, not the relationship between that performance and its share price. Studies have sorted stocks using returns on equity or on total capital invested, growth in earnings per share, growth in assets—as opposed to sales growth—and various measures of profit margins. Companies with high marks on these variables are successful firms whose shares are inherently attractive to investors. However, consistent with the studies we discussed above, it is often the firms that ranked lowest on these measures—low returns on capital or narrow profit margins—that have tended to generate the highest future market returns.

The Matching Principle The matching principle is a fundamental accounting rule for preparing an income statement. It simply states, “Match the cost with its associated revenue to determine profits in a given period of time—usually a month, quarter, or year.” In other words, one of the accountants’ primary jobs is to figure out and properly record all the costs incurred in generating sales.

I believe it was the Beatles and other singer-songwriters of the sixties who realized that recording your own songs was far more lucrative than doing record after record covering other people’s songs, as had often been the norm in pop music. This incentivized songwriting, and it was partly due to this insight that there was suddenly an explosion of creativity and innovation in pop music in the sixties. But it also made a few too many musicians feel more or less obliged to consider themselves songwriters. I’m as guilty as many others in feeling that I, or my bandmates, “had” to write every last song on a record, even though covering an underappreciated gem might have been a better choice than recording one of our not-so-stellar writing efforts. However, even not-so-good songs generate income from album sales, as long as there are a couple of hits on there that motivate folks to buy the whole album. The “filler” goes along for the ride and still generates money for the artists and publishers.

A wildly successful business is a business where: Customers chase you, and not the other way around. Predictability and consistency generate new leads, clients, and revenue. You speak only to highly-qualified prospects you can actually help. You have an automated lead-generation system that delivers new customers on demand with minimal human effort. You focus only on the Highly Leveraged Activities that produce revenue.

Conversely, if you skimp on resources for lead generation, your sales reps will end up having only a couple of meetings a week.

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

Direct response marketing is designed to evoke an immediate response and compel prospects to take some specific action, such as opting in to your email list, picking up the phone and calling for more information, placing an order or being directed to a web page. So what makes a direct response ad? Here are some of the main characteristics: It’s trackable. That is, when someone responds, you know which ad and which media was responsible for generating the response. This is in direct contrast to mass media or “brand” marketing—no one will ever know what ad compelled you to buy that can of Coke; heck you may not even know yourself. It’s measurable. Since you know which ads are being responded to and how many sales you’ve received from each one, you can measure exactly how effective each ad is. You then drop or change ads that are not giving you a return on investment. It uses compelling headlines and sales copy. Direct response marketing has a compelling message of strong interest to your chosen prospects. It uses attention-grabbing headlines with strong sales copy that is “salesmanship in print.” Often the ad looks more like an editorial than an ad (hence making it at least three times more likely to get read). It targets a specific audience or niche. Prospects within specific verticals, geographic zones or niche markets are targeted. The ad aims to appeal to a narrow target market. It makes a specific offer. Usually, the ad makes a specific value-packed offer. Often the aim is not necessarily to sell anything from the ad but to simply get the prospect to take the next action, such as requesting a free report. The offer focuses on the prospect rather than on the advertiser and talks about the prospect’s interests, desires, fears, and frustrations. By contrast, mass media or “brand” marketing has a broad, one-size-fits-all marketing message and is focused on the advertiser. It demands a response. Direct response advertising has a “call to action,” compelling the prospect to do something specific. It also includes a means of response and “capture” of these responses. Interested, high-probability prospects have easy ways to respond, such as a regular phone number, a free recorded message line, a website, a fax back form, a reply card or coupons. When the prospect responds, as much of the person’s contact information as possible is captured so that they can be contacted beyond the initial response. It includes multi-step, short-term follow-up. In exchange for capturing the prospect’s details, valuable education and information on the prospect’s problem is offered. The information should carry with it a second “irresistible offer”—tied to whatever next step you want the prospect to take, such as calling to schedule an appointment or coming into the showroom or store. Then a series of follow-up “touches” via different media such as mail, email, fax and phone are made. Often there is a time or quantity limit on the offer.

The problem with a convenience store (a small store with a small inventory and few fixtures) is that it is hard to invest enough money to let the people be productive enough to justify high wages and benefits. I had put the cart—the high wages—before the horse—the convenience market. Perhaps, as the young lady from Stanford commented in 1986, I had done the right thing for the wrong reason. Much of my career was spent trying to find ways to pay the high wages to which I was totally committed. First we upped the investment ante by taking only prime locations, which could generate the most sales, even though the rents were higher.

An income statement measures how a business is doing: what value it generates (sales), what value it consumes (expenses), and the value left at the end (profit).

Ideal methods of sales prospecting generates business growth.

Economists are beginning to use attention to explain economic decisions.2 As a nice example, if shoppers were to pay full attention to the price they paid for goods and services, we would predict that $4.00 CDs could be advertised on eBay as $0.01 plus $3.99 shipping or $4.00 plus no shipping and generate the same sales. But in reality, shoppers pay much more attention to the sale price and much less to the shipping cost, and so sellers make more sales in the former condition.3 The inherent scarcity of attention has also caught on in the business world; it’s described as the “attention economy,” where obtaining the attention of customers and employees who are constantly bombarded by information and technology is an essential element of commercial success.

Large corporations now owned dozens, if not hundreds, of franchises. AutoNation Inc., a publicly traded car seller based in Florida, was the largest with 265 franchises in the U.S., selling everything from Chevrolet to BMW. In 2012, AutoNation employed 21,000 people (compared to the 2,964 full-time workers at Tesla). Its largest shareholder was Microsoft co-founder Bill Gates, who invested $177 million in the business that year. The company generated $8.9 billion in revenue off the sale of more than a quarter of a million new vehicles.

Ddhan is India's Sales & Service Lead Generation Company. Find the best lead generation company in India today! Read client reviews & compare industry experience of leading B2B lead generation companies. Ddhan is a leading digital platform for local service businesses in India. Using technology and domain intelligence, the platform tries to obtain the user’s needs in detail and matches them to verified service professionals.

A strong product will generate escape velocity and find its market, even with a mediocre sales team. But even a great sales team cannot fix or compensate for product problems.

Burroughs Wellcome holds the 1942 patent on the popper container and remained one of the largest manufacturers of poppers during the 1980s and ’90s. As early as 1977, a New York Daily News article described Burroughs Wellcome strategies for dodging criticism of widespread health injuries from its booming popper sales. As we shall presently see, Burroughs Wellcome and other popper manufacturers were the principal sources of advertising revenues to the gay press during that epoch, and they used that leverage to force censorship of any journalist attempting to link amyl nitrite to immune system collapse. If Duesberg and others are correct about that association, it means that Burroughs Wellcome was profiting from both causing the AIDS epidemic and then from poisoning a generation of gay men with the AZT “Cure.

When it is a question of abuses in political institutions, it is necessary to take great care to judge of them only by their constant effects, and never by any of their causes, of whatever kind, which signify nothing still less by certain collateral inconveniences (if I may so express myself ) which men of limited views readily lay hold of, and are thus prevented from seeing the whole together. Indeed, the cause, according to the hypothesis which seems to be proved, not having any logical relation to the effect; and the inconveniences of an institution, good in itself, being only, as I have just said, an inevitable dissonance in the general key; how can we judge of institutions by their causes and inconveniences?—Voltaire, who spoke of every thing, during an age, without having so much as penetrated below the surface, has reasoned very humorously on the sale of the offices of the magistracy which occurred in France; and no instance, perhaps, could be more apposite to make us sensible of the truth of the theory which I am setting forth. That this sale is an abuse, says he, is proved by the fact, that it originated in another abuse. Voltaire does not mistake here as every man is liable to mistake. He shamefully mistakes. It is a total eclipse of common sense. Everything which springs from an abuse, an abuse! On the contrary; one of the most general and evident laws of this power, at once secret and striking, which acts and makes itself to be felt on every side, is, that the remedy of an abuse springs from an abuse, and that the evil, having reached a certain point, destroys itself, as it ought to do; for evil, which is only a negation, has, for measure of dimension and duration, that of the being to which it is joined, and which it destroys. It exists as an ulcer, which can only terminate in self-destruction. But then a new reality will necessarily occupy the place of that which has disappeared; for nature abhors a vacuum, and the Good. But I diverge too far from Voltaire.

When somebody is considering buying something, the one thing they want is information — useful, helpful, no-nonsense information. The more information you can give them in your ads, the better your chance to generate an action.

Design targets are not marketing targets. Stamp that on every persona document you create. Market segments do not translate into archetypes. And the user type with the highest value to your business may not be the one with the most value to the design process. Maybe existing Fantastic Science Center members with post-graduate science degrees generate the most revenue through gift shop sales and special event attendance, but they know too much. Their existing level of knowledge and engagement is likely to be very high. Design for the users with less expertise and you can meet the needs of those with more

Facebook Ads Checklist Does my copy look like news and demand attention? Are my Facebook ads selling the click? Is my tracking in place so I can determine which audiences and ads are generating sales? Is my focus on earnings per click (EPC) and sales volume? Is more money coming back to me than I’m putting into Facebook ads? Is my copy the perfect bait for my dream buyer? Are my conversions increasing? Is my cost per conversion decreasing?

The Importance of Bookkeeping Services for Businesses Effective bookkeeping is the foundation of any successful business. It involves the systematic recording, organizing, and managing of a company’s financial transactions. Whether you're a small business owner or running a large corporation, bookkeeping services help ensure that your financial records are accurate, up-to-date, and compliant with regulations. By outsourcing bookkeeping tasks to professionals, businesses can focus on growth and core operations without worrying about financial details. What Is Bookkeeping? Bookkeeping is the process of maintaining accurate records of all financial transactions, including sales, purchases, receipts, and payments. It involves organizing these records into categories like income, expenses, assets, and liabilities. The information generated through bookkeeping is essential for creating financial statements, tax filings, and understanding the overall financial health of the business. However, managing these tasks manually can be time-consuming and prone to errors, which is why many businesses opt for professional bookkeeping services. Benefits of Professional Bookkeeping Services One of the key benefits of hiring professional bookkeeping services is the accuracy they bring to financial management. Experienced bookkeepers are well-versed in the latest accounting software and financial regulations, ensuring that all records are kept accurately and consistently. Additionally, outsourcing this task allows business owners to save time and focus on other aspects of their business. As a result, they can make better financial decisions based on reliable data. Improved Financial Reporting Accurate bookkeeping leads to better financial reporting, which is critical for making informed business decisions. By keeping detailed and organized records, bookkeepers provide valuable insights into cash flow, profitability, and expenses. This allows businesses to plan their budgets more effectively, track financial performance, and identify areas for cost-saving or investment. Tax Compliance and Preparation Another important advantage of bookkeeping services is the ability to stay compliant with tax regulations. Bookkeepers ensure that all financial records are properly maintained and ready for tax season. With accurate and up-to-date records, businesses can avoid penalties and reduce the risk of audits, making tax preparation much smoother. In conclusion, professional bookkeeping services offer businesses the support they need to manage their financial records accurately and efficiently. By ensuring proper financial reporting and tax compliance, these services contribute to long-term financial stability and growth.

you will succeed, and you will become one of the great sales people of your generation.

We had to execute well and quickly. In sales management, if you want to grow fast, you should be able to hire well and quickly, and to train the new hires well and quickly so that they ramp up quickly and generate revenue. So, we had to be able not only to identify our key to success, but also be able to articulate it in a sharp and easy way so that the new hires could learn quickly and execute.

One CEB member described the problem solver as “a customer service rep in sales rep clothing.” As she put it, “They come into the office in the morning with grand plans to generate new sales, but as soon as an existing customer calls with a problem, they dive right in rather than passing it to the people we actually pay to solve those problems. They find ways to make that customer happy, but at the expense of finding ways to generate more business.