Highest Sales Quotes

Of course, Emily, of course. I know. But here in Holland, we live first, work second. We truly appreciate life and make it our highest priority to enjoy it.

I sometimes forgot about how spiritual Henry was. I had been raised as a Methodist where the highest sacrament was the bake sale.

I feel robbing a bank would be the highest form of performance art. No need to pay to see me work. The Federal Reserve is subsidizing it.

The world is a great mart, my Holly, where all things are for sale to whom who bids the highest in the currency of our desires.

Then the Communists set up a front organization, the National Rifle Association, to encourage the wide usage of guns of all sorts, and to battle any attempt to control guns as “unconstitutional.” Thus, they guaranteed that the murder rate in Unistat would always be the highest in the world. This kept the citizens in perpetual anxiety about their safety both on the streets and in their homes. The citizens then tolerated the rapid growth of the Police State, which controlled almost everything, except the sale of guns, the chief cause of crime.

[you’ll acquire] A certain amount of cynicism. This business works on you. When you were in law school you had some noble idea what a lawyer should be. A champion of individual rights; a defender of the Constitution; a guardian of the oppressed; an advocate for your client’s principles. Then after you practice for six months you realize you were nothing but hired guns. Mouthpieces for sale to the highest bidder, available to anybody, any crook, any sleazebag with enough money to pay your outrageous fees. Nothing shocks you. It’s supposed to be an honorable profession, but you’ll meet so many crooked lawyers you’ll want to quit and find an honest job. Yeah Mitch, you’ll get cynical. And it’s sad, really.

Apple Stores produce more sales per square foot than any other retailer in the United States, including luxury stores like Tiffany.

When you were in law school you had some noble idea of what a lawyer should be. A champion of individual rights; a defender of the Constitution; a guardian of the oppressed; an advocate for your client’s principles. Then after you practice for six months you realize we’re nothing but hired guns. Mouthpieces for sale to the highest bidder, available to anybody, any crook, any sleazebag with enough money to pay our outrageous fees. Nothing shocks you. It’s supposed to be an honorable profession, but you’ll meet so many crooked lawyers you’ll want to quit and find an honest job. Yeah, Mitch, you’ll get cynical. And it’s sad, really.

Come all ye conservatives and liberals who want to conserve the good things and be free, come away from the merchants of big answers, whose hands are metalled with power; from the union of anywhere and everywhere by the purchase of everything from everybody at the lowest price and the sale of anything to anybody at the highest price; from the union of work and debt, work and despair; from the wage-slavery of the helplessly well-employed. From the union of self-gratification and self-annihilation, secede into care for one another and for the good gifts of Heaven and Earth.

how does a state manage to achieve, all at once, the highest basket of gas, sales, and income taxes, yet rate nearly dead last in roads and highways, or school performance tests, and have the nation’s greatest number of billionaires, and one-sixth of America’s welfare recipients, and the largest percentage of any state population below the poverty line?

The US has the highest incarceration rate in the world. I don’t want to release the prisoners—I want to lease them. If they’re not going to work, they might as well not work for me.

Since the values of the market were the highest criteria, persons also became valued as commodities which could be bought and sold. A person's worth is then his salable market value, whether it is skill or 'personality' that is up for sale. [...] The market value, then, becomes the individual's valuation of himself, so that self-confidence and 'self-feeling' (ones experience of identity with one's self) are largely reflections of what others think of one, in this case the 'others' being those who represent the market. Thus contemporary economic processes have contributed not only to an alienation of man from man, but likewise to 'self-alienation' - an alienation of the individual from himself. As Fromm very well summarizes the point: Since modern man experiences himself both as the seller and as the commodity to be sold on the market, his self-esteem depends on conditions beyond his control. If he is 'successful,' he is valuable; if he is not, he is worthless. The degree of insecurity which results from this orientation can hardly be overestimated. If one feels that one's own value is not constituted primarily by the human qualities one possesses, but by one's succes on a competitive market with ever-changing conditions, one's self-esteem is bound to be shaky and in constant need of confirmation by others. [Erich Fromm, Man for himself] In such a situation one is driven to strive relentlessly for 'succes'; this is the chief way to validate ones self and to allay anxiety. And any failure in the competitive struggle is a threat to the quasi-esteem for one's self - which, quasi though it be, is all one has in such a situation. This obviously leads to powerful feelings of helplessness and inferiority. [p.169f]

Functional prices are those that encourage the largest volume of production and the largest volume of sales. Functional wages are those that tend to bring about the highest volume of employment and the largest real payrolls.

Nothing requires a higher level of emotional control than asking for something and subsequently dealing with objections. This leads us again to the single most important lesson in this book: In every sales conversation, the person who exerts the greatest amount of emotional control has the highest probability of getting the outcome they desire. You must first gain control of your emotions before you can influence the emotions of other people. Getting past no in all its various forms, begins and ends with emotional control.

Auctions are a venerable selling institution, in use since the time of Herodotus. The word comes from the Latin auctus, meaning to increase. An obscure term for auction, one guaranteed to impress friends and neighbors, is the Latin word subhastare. It is the conjunction of sub, meaning "under," and hasta, meaning "spear." After a military victory, a Roman soldier would plant his spear in the ground to mark the location of his spoils. Later, he would put these goods up for sale by auction. ¹The highest bidder was called the emptor, whence the term caveat emptor.

The commodity traders are arbitragers par excellence, trying to exploit a series of differences in prices. Because they’re doing deals to buy and to sell all the time, they are often indifferent to whether commodity prices overall go up or down. What matters to them is the price disparity – between different locations, different qualities or forms of a product, and different delivery dates. By exploiting these price differences, they help to make markets more efficient, directing resources to their highest value uses in response to price signals. They are, in the words of one academic, the visible manifestation of Adam Smith’s invisible hand.

Dispute resolution is too important to be entrusted to governments. When we accept arbitrary authority from a violent monopoly protection racket, the authority is soon used to make us submit. Then that authority is for sale to the highest bidder and courts are used to get us to go along with all kinds of disastrous policies.

Consider that the original Star Wars movies—some of the highest-grossing films of all time—required more than forty years to amass $3 billion in revenue. It took Ambien just twenty-four months to amass $4 billion in sales profit, discounting the black market. That’s a large number, and one I can only imagine influences Big Pharma decision-making at all levels.

MY FATHER was a brilliant man, a true iconoclast, fiercely self-reliant, a dark genius, cruel, selfish, and eternally optimistic. Early in his sales career, a boss called him an “independent son of a bitch,” which Dad took as the highest compliment he’d ever received. He wanted me to be the same way. Dad had no hobbies, no distractive activities. He didn’t do household chores, wash the car,

the best prices are not the highest prices, but the prices that encourage the largest volume of production and the largest volume of sales. The best wage rates for labor are not the highest wage rates, but the wage rates that permit full production, full employment and the largest sustained payrolls. The best profits, from the standpoint not only of industry but of labor, are not the lowest profits, but the profits that encourage most people to become employers or to provide more employment than before.

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!

When I first started dual enrollment at Lake City Community College you could print in the library for free. I printed whole books. Like James Legge's 1891 "Tao Te Ching" translation. He was to parentheses what Emily Dickinson was to the Em Dash. "To know and yet (think) we do not know is the highest (at­tain­ment); not to know (and yet think) we do know is a dis­ease." I'd sit around listening to records as their dot matrix printer whirred. Slowly printing a book from the 6th century BCE. They had those hard blue plastic headphones. Your ears would ache. But Rimsky-Korsakov was pretty metal. Herbert Benson's "The Relaxation Response" had me picking "ZOOM" as my meditation mantra. Reading Vonnegut with his nonlinear narrative. Books will often have Acknowledgments. A page or two. Things that helped you. What matters. Everything I write is an Acknowledgment. What matters. And I've printed whole books.

Insurance Adjuster Tom We have studied your case and we have decided the policy applies. That means you’re entitled to a settlement of $13,600. I see. How did you reach that figure? That’s how much we decided the car was worth. I understand, but what standard did you use to determine that amount? Do you know where I can buy a comparable car for that much? How much are you asking for? Whatever I’m entitled to under the policy. I found a secondhand car just about like it for $17,700. Adding the sales and excise tax, it would come to about $19,000. $19,000! That’s too much! I’m not asking for $19,000 or $18,000 or $20,000, but for fair compensation. Do you agree that it’s only fair I get enough to replace the car? OK, I’ll offer you $15,000. That’s the highest I can go. Company policy. How does the company figure that? Look, $15,000 is all you’ll get. Take it or leave it. $15,000 may be fair. I don’t know. I certainly understand your position if you’re bound by company policy. But unless you can state objectively why that amount is what I’m entitled to, I think I’ll do better in court. Why don’t we study the matter and talk again? Is Wednesday at eleven a good time to talk? . . .

Richard Lovelace makes a compelling case that the best defense is a good offense. “The ultimate solution to cultural decay is not so much the repression of bad culture as the production of sound and healthy culture,” he writes. “We should direct most of our energy not to the censorship of decadent culture, but to the production and support of healthy expressions of Christian and non-Christian art.”10 Public protests and boycotts have their place. But even negative critiques are effective only when motivated by a genuine love for the arts. The long-term solution is to support Christian artists, musicians, authors, and screenwriters who can create humane and healthy alternatives that speak deeply to the human condition. Exploiting “Talent” The church must also stand against forces that suppress genuine creativity, both inside and outside its walls. In today’s consumer culture, one of the greatest dangers facing the arts is commodification. Art is treated as merchandise to market for the sake of making money. Paintings are bought not to exhibit, nor to grace someone’s home, but merely to resell. They are financial investments. As Seerveld points out, “Elite art of the New York school or by approved gurus such as Andy Warhol are as much a Big Business today as the music business or the sports industry.”11 Artists and writers have been reduced to “talent” to be plugged into the manufacturing process. That approach may increase sales, but it will suppress the best and highest forms of art. In the eighteenth century, the world nearly lost the best of Mozart’s music because the adults in the young man’s life treated him primarily as “talent” to exploit.

Suppose that you need to hire a sales representative for your firm. If you are serious about hiring the best possible person for the job, this is what you should do. First, select a few traits that are prerequisites for success in this position (technical proficiency, engaging personality, reliability, and so on). Don’t overdo it—six dimensions is a good number. The traits you choose should be as independent as possible from each other, and you should feel that you can assess them reliably by asking a few factual questions. Next, make a list of those questions for each trait and think about how you will score it, say on a 1–5 scale. You should have an idea of what you will call “very weak” or “very strong.” These preparations should take you half an hour or so, a small investment that can make a significant difference in the quality of the people you hire. To avoid halo effects, you must collect the information on one trait at a time, scoring each before you move on to the next one. Do not skip around. To evaluate each candidate, add up the six scores. Because you are in charge of the final decision, you should not do a “close your eyes.” Firmly resolve that you will hire the candidate whose final score is the highest, even if there is another one whom you like better—try to resist your wish to invent broken legs to change the ranking. A vast amount of research offers a promise: you are much more likely to find the best candidate if you use this procedure than if you do what people normally do in such situations, which is to go into the interview unprepared and to make choices by an overall intuitive judgment such as “I looked into his eyes and liked what I saw.

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).

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

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

The fact is that the financial advisor must find ways to distinguish himself not just during the initial sales process, but equally importantly on an ongoing basis to keep his clients from going elsewhere.

that U.S. corporate taxes are now, thanks to a recent rollback in rates in Japan, the highest in the world. He didn’t mention that in 1950 in this country, corporate taxes accounted for about 30% of all federal revenue. But in 2012, corporate taxes will account for less than 7% of all federal revenue. Think maybe we’re doing something wrong … that Obama should be addressing? Fact is, no U.S. company has an incentive to keep operations in this country—particularly in a time when two-thirds of their global sales are in overseas markets. Our government

Making the field salespeople do cold calls means having your highest-cost (per hour) sales resource perform the lowest-value (per hour) activity.

Several years after she obtained the patent for her game, and finding it difficult to support herself on the $10 a week she was earning as a stenographer, Magie staged an audacious stunt mocking marriage as the only option for women; it made national headlines. Purchasing an advertisement, she offered herself for sale as a “young woman American slave” to the highest bidder. Her ad said that she was “not beautiful, but very attractive,” and that she had “features full of character and strength, yet truly feminine.

We need to show the Congress that our Government is no longer on sale to the highest bidder. It belongs to the voters.

This is a summary of the negotiated sale approach: 1. Package the company. Identify and describe the company’s strengths clearly and accurately, both in the descriptive memorandum and in phone calls, e-mails, and meetings. 2. Identify and contact all the potential buyers. Employ discipline and creativity in pursuing more than just the likely buyers. 3. Execute a disciplined process for following up and moving the buyers forward. 4. Negotiate by understanding the strategic implications of the acquisition for each buyer. 5. Endeavor to get multiple offers at the same point in time. Take the highest offer. Package

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Surveys of customers consistently show that they put the highest value on salespeople who make them think, who bring new ideas, who find creative and innovative ways to help the customer’s business.

The woman who invented the Landlord’s Game, Elizabeth Magie, was an advocate of that tax. As an unmarried woman with her own home, rare at the time, she struggled to support herself on the $10 per week she earned as a stenographer. “If we could be reduced to the character of a machine,” she remarked, “having only to be oiled and kept in working order, $10 perhaps would be sufficient.” Rather than marry out of economic necessity, she advertised herself for sale to the highest bidder as a “young woman American slave.” This made national news and caused a small scandal. Her brother, embarrassed, said she was just trying to publicize her writing. As well as being an inventor, she was also a poet.

social profiles shows that in just the first half of 2018, the skills in highest demand were leadership, management, communications, sales, and problem solving.19 (See Figure 1.1.) This all sounds promising: Human skills are in higher demand than ever, and we appear to be well positioned (as humans) to demonstrate those uniquely human skills.

MidAmerica Jet is a private jet hire service that makes air travel a comfortable and luxurious experience. Offering private jet rental, aircraft sales, aircraft management, aircraft maintenance, and an exclusive travel membership. Since 1980 we have been serving our clients with the utmost care and support. We aim to satisfy you in each step of your needs. Our staff is trained to the highest standards in their respective field and trained in the highest standards of safety. We guarantee safety and customer care in everything we do.

you are looking for a good long-term investment, buy a company that has the highest sales in its industry. So for home improvement, you want to own Home Depot; for fast food, McDonald's; for toothpaste, Colgate Palmolive; for payments, Visa; for smart phones, Apple; and for social media, Facebook. Once a business sells more than any other company in its industry, it becomes

Our one recommendation is that all investors should be wary of new issues—which means, simply, that these should be subjected to careful examination and unusually severe tests before they are purchased. There are two reasons for this double caveat. The first is that new issues have special salesmanship behind them, which calls therefore for a special degree of sales resistance.* The second is that most new issues are sold under “favorable market conditions”—which means favorable for the seller and consequently less favorable for the buyer.† The effect of these considerations becomes steadily more important as we go down the scale from the highest-quality bonds through second-grade senior issues to common-stock flotations at the bottom.

Surveys of customers consistently show that they put the highest value on salespeople who make them think, who bring new ideas, who find creative and innovative ways to help the customer’s business

There are many different Sponsor Programs available including several that give you a competition-free exclusive position. Sponsors are needed for each hour for the phone banks; for the Interview Area, where guests are interviewed by celebrity hosts; for table banners; and much more. There are even a few 1 and 2 minute Video Presentation Opportunities (company exposure) available. In all cases, representatives of your firm come on the show for you, your people, and your products. We will also assist you every step of the way with your employee fundraising event or other promotion, to raise the funds for your sponsorship. There really is no good reason not to participate. As a sponsor, you'll be showing your concern for the community, in connection with a situation that, at one time or another, will affect over 35% of all families! Arthritis is one of the most common, frustrating, debilitating diseases. It is understandably of great concern to a great many people. Also, the Arthritis Foundation has an excellent track record in terms of appropriate use of funds for research and education (rather than organizational overhead). We believe that real cures for arthritis are just around the corner; you can help get us there! With our Telethon on Channel 10, we will benefit from their superior production capability, involvement of their popular celebrities, and advance promotional opportunities. Our Telethon will be on for several hours immediately before and again immediately after an NBA Basketball Game, which we believe will increase our viewership. And, of course, we're mixing our live, local show with a “feed” from the National Telethon, featuring major Hollywood entertainers. Everything points to our highest, most responsive viewership ever! You'll be in good company, too, with local and national sponsors like: Thrifty, Sears, Allstate, Greyhound, Prudential, and Procter & Gamble. To summarize, you have an opportunity to … Help a good, worthy cause Gain valuable TV exposure and publicity Get all the benefits with little or no money out of your present budget — we'll work with your employees to raise the funds! Possibly have exclusive position, if you act quickly Have complete, step-by-step assistance from our staff Why not give me a call; let's arrange a meeting where I can personally explain the different “standard opportunities” available and then “brainstorm” with you about the best way for your business to participate. There's no obligation, of course, and certainly no pressure, but, together, we just may figure out the perfect situation for your business. Thank you for you consideration, Joel L. Beck Telethon Chairman for the Arthritis Foundation JLB/va _______ Letter reprinted with permission of Dan Kennedy (writer) and Joel Beck, former telethon chairman, Arizona.

The highest training trains oneness.

What makes a difference between Apple Store and any other? Describe your best day at work: my best day at Apple was more like six months. Sales target was not tough, Justin cleared it before half of the day was over.

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.

Identify some of the actual individuals who are your best customers. Evaluate those with the highest customer lifetime value (CLV) and develop hypotheses about their shared traits. Although demographics and psychographics might be the most obvious, you’ll find additional insights if you examine their behavior. What channels did they come through? What messages resonated? How did they onboard? How recently, frequently, and deeply have they engaged? Compare best customers and worst customers—those you acquired who weren’t ultimately profitable or who weren’t satisfied with your offering. Notice people who exhaust your free trial but don’t convert to paid, or who join but cancel within the first few months. The best customers have the greatest customer lifetime value (CLV); they will spend more with you over time than anyone else. Produce either a qualitative write-up of your best customer or use regression analysis to prioritize characteristics. Share these conclusions with your frontline team—retail workers, customer support, sales—to accrue early insights. With a concrete conception of your best customer, you can discern if the customer segment is sufficiently large to justify addressing. Test and adjust as needed. Then make these best customers and their forever promise as “real” as possible to the team. If you have actual customers who fit the profile, talk about them, invite them in, or have their pictures on your wall. You’re going to feel their pain, share their objectives, and design experiences for them. It’s important to know them well.

Labour-power was not always a commodity (merchandise). Labour was not always wage-labour, i.e., free labour. The slave did not sell his labour-power to the slave-owner, any more than the ox sells his labour to the farmer. The slave, together with his labour-power, was sold to his owner once for all. He is a commodity that can pass from the hand of one owner to that of another. He himself is a commodity, but his labour-power is not his commodity. The serf sells only a portion of his labour-power. It is not he who receives wages from the owner of the land; it is rather the owner of the land who receives a tribute from him. The serf belongs to the soil, and to the lord of the soil he brings its fruit. The free labourer, on the other hand, sells his very self, and that by fractions. He auctions off eight, 10, 12, 15 hours of his life, one day like the next, to the highest bidder, to the owner of raw materials, tools, and the means of life – i.e., to the capitalist. The labourer belongs neither to an owner nor to the soil, but eight, 10, 12, 15 hours of his daily life belong to whomsoever buys them. The worker leaves the capitalist, to whom he has sold himself, as often as he chooses, and the capitalist discharges him as often as he sees fit, as soon as he no longer gets any use, or not the required use, out of him. But the worker, whose only source of income is the sale of his labour-power, cannot leave the whole class of buyers, i.e., the capitalist class, unless he gives up his own existence. He does not belong to this or that capitalist, but to the capitalist class; and it is for him to find his man – i.e., to find a buyer in this capitalist class.

No state in America has taken more aggressive action to reduce the public’s exposure to chemicals, and to secondhand smoke, than California. California banned the sale of flavored tobacco, because it appeals to children, and the use of smokeless tobacco in the state’s five professional baseball stadiums. It prohibited the use of e-cigarettes in government and private workplaces, restaurants, bars, and casinos. San Francisco in late 2020 banned cigarette smoking in apartments.8 In the fall of 2020, California outlawed companies from using in cosmetics, shampoos, and other personal care products twenty-four chemicals it had deemed dangerous.9 And yet breathing secondhand smoke and being exposed to trace chemicals in your shampoo are hardly sufficient to kill. By contrast, hard drug use is both a necessary and sufficient cause to kill, as the 93,000 overdose and drug poisoning deaths of 2020 show. And yet, where the governments of San Francisco, California, and other progressive cities and states stress the remote dangers of cosmetics, pesticides, and secondhand smoke, they downplay the immediate dangers of hard drugs including fentanyl. In 2020, San Francisco even paid for two billboards promoting the safe use of heroin and fentanyl, which had been created by the Harm Reduction Coalition. The first had a picture of an older African American man smiling. The headline read, “Change it up. Injecting drugs has the highest risk of overdose, so consider snorting or smoking instead.” The second billboard’s photograph was of a racially diverse group of people at a party smiling and laughing. The headline read, “Try not to use alone. Do it with friends. Use with people and take turns.”10 When I asked Kristen Marshall of the Harm Reduction Coalition, which oversees San Francisco’s overdose prevention strategy, about the threat posed by fentanyl, she said, “People use it safely all the time. This narrative that gets it labeled as an insane poison where you touch it and die—that’s not how drugs work. It’s not cyanide. It’s not uranium. It’s just a synthetic opioid, but one that’s on an unregulated market.

John sat down and looked at the ceiling. “So, they can’t work it out because . . .” “Because you’re sending two very different messages about what matters most.” At the highest level, the words were clear: “Get the new product to market quickly.” But one of the reasons the company struggled to get there was that their compensation, recognition, and reward systems weren’t aligned with the strategic goal. The sales team’s compensation and bonus structure required time from engineering to solve customer issues with the older products. Time they couldn’t get until they yelled. Misaligned systems undermined everyone’s progress and resolve. Once they realigned their compensation and performance evaluation systems to support the strategic goal, everyone could work together.

The Metaphor That Stuck In 1996, the Summer Olympic Games were held in my home city of Atlanta. As I watched athletes from all over the world perform in their respective events, I remember wondering what motivated them to compete at the highest levels. On the surface, it seemed logical to assume that these world-class athletes were driven by all the positive rewards that would go to the champion—fame, admiration, and of course, the gold medal. After training for most of their lives, who wouldn’t want to experience “the thrill of victory”? But as I watched the games unfold, it became obvious that while some athletes were motivated by positive rewards, many others were trying to avoid “the agony of defeat.” Rather than think about all the accolades that would come from success, some athletes were motivated to run even faster, and jump even higher, because they were trying to avoid an undesirable outcome. Carl Lewis, arguably one of the greatest track and field athletes of all time, and nine-time Olympic gold medalist, was an excellent example of this. After his last event in Atlanta, when he won the gold medal on his final attempt in the long jump, the sportscaster asked, “Mr. Lewis, what were you thinking about just before you jumped?” As it turned out, Carl Lewis wasn’t thinking about medals, money, or having his picture on a box of Wheaties. Instead, he said his primary motivation was that his family was in the stadium and he didn’t want to disappoint them by losing his final Olympic event.

And while seeking out the opinions and perspectives of people like ourselves may lead to a more personal and familiar buying experience, what’s even more amazing is the impact those trusted sources have on conversion rates. B2B sales cycle data from Salesforce demonstrates that, when it comes to lead conversion, the interest that originates from customer and employee referrals converts to deals at rates fifty times higher than email campaigns!9 Furthermore, data from marketing automation giant Marketo indicates that leads originating from referrals convert to opportunities at rates of four times the average, and similar to the next three highest-converting lead sources combined (those being partner, inbound, and marketing-generated).10 My personal experience over the years greatly corroborates these statistics. For example, when I started my own sales practice, Cerebral Selling, I needed to have a logo designed. Around the same time, my friend had recently had a nice logo designed for his business. I asked him who he used, he told me, and I just did the same. No further research or investigation required. A short time later, I wanted to head out of town with my wife for an overnight trip to the beautiful Niagara wine region of Ontario to celebrate our anniversary. I didn’t know where to stay or which restaurant to go to, so instead of sifting through pages of online content and reviews, I asked a friend who runs a vineyard in the region. When he gave me his recommendations, I simply booked the places he told me. No questions asked. Were there better places to stay and eat? Potentially. Were there other creative design shops that could have generated equally if not more spectacular logos? More than likely. Do I care? Absolutely not! I love my logo and had a great anniversary outing, and feel secure in my decisions around both because of the feeling I received by selecting recommendations from people I trust. Both experiences are perfect examples of the prescriptive-led sales cycle we spoke about in chapter 2. This means that when it comes to your selling motion, one of the most unobtrusive, empathetic, and authentic ways to convert prospective buyers is simply to surround them with like-minded customers who love you.

When the debt bills come due, governments have no good options. The kinds of harsh remedies available—devaluing currencies and cutting off the social safety net, for example—often lead to all manner of unintended consequences, including market crashes, authoritarian populism, and even the quiet sale of missile and nuclear technologies to the highest rogue bidders.

It’s amazing how so many companies put the average income a salesperson can make in their ads. That’s how you get average salespeople. Put the highest possible number that a top person can make in your ads.

If you are looking for a good long-term investment, buy a company that has the highest sales in its industry. So for home improvement, you want to own Home Depot; for fast food, McDonald's; for toothpaste, Colgate Palmolive; for payments, Visa; for smart phones, Apple; and for social media, Facebook.

As an aside, the deal’s terms also included a provision that precluded Blackstone from sharing any information about our transaction. As a result, they could not prearrange sales of any of the buildings to help offset the risk of their bet. This would turn out to be a critical negotiating point to secure the highest price possible for Equity Office later on.

Even while I dreamed I prayed that what I saw was only fear and no foretelling, for I saw the last known landscape destroyed for the sake of the objective, the soil bludgeoned, the rock blasted. Those who had wanted to go home would never get there now. I visited the offices where for the sake of the objective the planners planned at blank desks set in rows. I visited the loud factories where the machines were made that would drive ever forward toward the objective. I saw the forest reduced to stumps and gullies; I saw the poisoned river, the mountain cast into the valley; I came to the city that nobody recognized because it looked like every other city. I saw the passages worn by the unnumbered footfalls of those whose eyes were fixed upon the objective. Their passing had obliterated the graves and the monuments of those who had died in pursuit of the objective and who had long ago forever been forgotten, according to the inevitable rule that those who have forgotten forget that they have forgotten. Men, women, and children now pursued the objective as if nobody ever had pursued it before. The races and the sexes now intermingled perfectly in pursuit of the objective. the once-enslaved, the once-oppressed were now free to sell themselves to the highest bidder and to enter the best paying prisons in pursuit of the objective, which was the destruction of all enemies, which was the destruction of all obstacles, which was the destruction of all objects, which was to clear the way to victory, which was to clear the way to promotion, to salvation, to progress, to the completed sale, to the signature on the contract, which was to clear the way to self-realization, to self-creation, from which nobody who ever wanted to go home would ever get there now, for every remembered place had been displaced; the signposts had been bent to the ground and covered over. Every place had been displaced, every love unloved, every vow unsworn, every word unmeant to make way for the passage of the crowd of the individuated, the autonomous, the self-actuated, the homeless with their many eyes opened toward the objective which they did not yet perceive in the far distance, having never known where they were going, having never known where they came from.

Decades later, it's striking to see the archival center clearly articulating the value of collections like Estelle's, using words that no one in the archdiocese could muster at the time of the sale: "The Archival Center," its website says today, "long ago embraced the notion expressed by Lawrence Clark Powell that: 'the collecting of books is...the summum bonum {highest good} of the acquisitive desire, for the reason that books brought together by plan and purposely kept together are a social force to be reckoned with, as long as people have clear eyes and free minds.

To illustrate the losses from market impact, suppose XYZ stock has a “true” price of $50 a share. Assuming for simplicity that it trades in 10-cent increments, between trades there will be buyers bidding for various amounts at $49.90, $49.80, $49.70, and so forth. Similarly, sellers will be asking $50.10, $50.20, et cetera. Someone who places an order to buy at whatever price is available in the market, called a market order and one of the most common types, will pay $50.10, a little above the true price. This 10-cent difference between the price paid and the “true” price is called market impact. Market impact increases with order size since, to continue our example, a large market order may clean out not only the offering at $50.10 but also stock offered for sale at higher prices, resulting in an average purchase price above $50.10 and a market impact greater than 10 cents per share. When Steve Mizusawa and I operated Ridgeline Partners, we reduced these costs by dividing large orders into smaller ones of $20,000 to $100,000, and waiting a few minutes between transactions to allow the market price to recover. We know the “true” price is somewhere at or between the highest bid price (the Bid) and the lowest asking price (the Offer), but not exactly where. On average, it is about halfway between the two. To see that market impact is a real cost, suppose in our example that just after buying stock at $50.10 the buyer wants to sell it at market. He gets $49.90, for an immediate loss of 20 cents or about 0.4 percent.

Grand Slam Offer: Pay one time. (No recurring fee. No retainer.) Just cover ad spend. I’ll generate leads and work your leads for you. And only pay me if people show up. And I’ll guarantee you get 20 people in your first month, or you get your next month free. I’ll also provide all the best practices from the other businesses like yours. ● Daily sales coaching for your staff ● Tested scripts ● Tested price points and offers to swipe and deploy ● Sales recordings . . . and everything else you need to sell and fulfill your customers. I’ll give you the entire play book for (insert industry), absolutely free just for becoming a client. In a nutshell, I'm feeding people into your business, showing you, exactly, how to sell them so that you can get the highest prices, which means that you make the most money possible . . . sound fair enough? It’s clear these are drastically different offers . . .  but so what? Where’s the money!? Let’s compare both in the below chart. Breakdown: You spend the same amount of money for the same eyeballs. Then, you get 2.5x more people to respond to your advertisement because it’s a more compelling offer. From there, you close 2.5x as many people because the offer is so much more compelling. From there, you are able to charge a 4x higher price up front. The end result is 2.5 x 2.5 x 4 = 22.4x more cash collected up front. Yes, you spent $10,000 to make $112,000. You just made money getting new customers.

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!

Anglos dominated the prisoner population in 1977 and did not lose their plurality until 1988. Meanwhile, absolute numbers grew across the board—with the total number of those incarcerated approximately doubling during each interval. African American prisoners surpassed all other groups in 1988, but by 1995, they had been overtaken by Latinos; however, Black people have the highest rate of incarceration of any racial/ethnic grouping in California, or, for that matter, in the United States (see also Bonczar and Beck 1997). TABLE 4 CDC PRISONER POPULATION BY RACE/ETHNICITY The structure of new laws, intersecting with the structure of the burgeoning relative surplus population, and the state’s concentrated use of criminal laws in the Southland, produced a remarkable racial and ethnic shift in the prison population. Los Angeles is the primary county of commitment. Most prisoners are modestly educated men in the prime of life: 88 percent are between 19 and 44 years old. Less than 45 percent graduated from high school or read at the ninth-grade level; one in four is functionally illiterate. And, finally, the percentage of prisoners who worked six months or longer for the same employer immediately before being taken into custody has declined, from 54.5 percent in 1982 to 44 percent in 2000 (CDC, Characteristics of Population, various years). TABLE 5 CDC COMMITMENTS BY CONTROLLING OFFENSE (%) At the bottom of the first and subsequent waves of new criminal legislation lurked a key contradiction. On the one hand, the political rhetoric, produced and reproduced in the media, concentrated on the need for laws and prisons to control violence. “Crime” and “violence” seemed to be identical. However, as table 5 shows, there was a significant shift in the controlling (or most serious) offenses for those committed to the CDC, from a preponderance of violent offenses in 1980 to nonviolent crimes in 1995. More to the point, the controlling offenses for more than half of 1995’s commitments were nonviolent crimes of illness or of illegal income producing activity: drug use, drug sales, burglary, motor vehicle theft. The outcome of the first two years of California’s broadly written “three strikes” law presents a similar picture: in the period March 1994–January 1996, 15 percent of controlling offenses were violent crimes, 31 percent were drug offenses, and 41 percent were crimes against property (N = 15,839) (Christoper Davis et al. 1996). The relative surplus population comes into focus in these numbers. In 1996, 43 percent of third-strike prisoners were Black, 32.4 percent Latino, and 24.6 percent Anglo. The deliberate intensification of surveillance and arrest in certain areas, combined with novel crimes of status, drops the weight of these numbers into particular places. The chair of the State Task Force on Youth Gang Violence expressed the overlap between presumptions of violence and the exigencies of everyday reproduction when he wrote: “We are talking about well-organized, drug-dealing, dangerously armed and profit-motivated young hoodlums who are engaged in the vicious crimes of murder, rape, robbery, extortion and kidnapping as a means of making a living” (Philibosian 1986: ix; emphasis added).

The worst performers and the best performers are givers; takers and matchers are more likely to land in the middle. This pattern holds up across the board. The Belgian medical students with the lowest grades have unusually high giver scores, but so do the students with the highest grades. Over the course of medical school, being a giver accounts for 11 percent higher grades. Even in sales, I found that the least productive salespeople had 25 percent higher giver scores than average performers—but so did the most productive salespeople. The top performers were givers, and they averaged 50 percent more annual revenue than the takers and matchers. Givers dominate the bottom and the top of the success ladder. Across occupations, if you examine the link between reciprocity styles and success, the givers are more likely to become champs—not only chumps.

The highest value provided by sales personnel is to help customers make choices when there is uncertainty and risk. This event is known as the “point of persuasion.” The purpose of sales compensation is to reward seller success at the point of persuasion.

Sell First, Negotiate Second I want to make one final comment before wrapping up this chapter. You’ll notice that I have resisted using the words negotiation or negotiating. I’m a firm believer that we need to sell first and negotiate second. Too many salespeople give up a tremendous amount of profit by being willing to negotiate with customers far too early in the sales process. No negotiations should take place with a customer until the customer has rejected your offer on two separate occasions. My reasoning is simple: You cannot negotiate anything successfully unless you know what it is you are negotiating. Any salesperson who attempts to negotiate too early is doomed to lose. Waiting until the offer has been rejected twice gives you the opportunity to learn what the customer’s key needs, desired benefits, and risks are. It allows you to understand how the customer communicates and what the customer’s timeline is for making a decision. There are a host of other things you can and will learn if you take the time to sell. If you truly listen to the customer, you will be able to close the sale without having to negotiate anything. When you close the sale without negotiating, you then have the best opportunity to sell at the highest profit possible.

He further said Neiers “seemed to be a good girl” and had achieved the “highest level in Pilates you can earn.” (When I later contacted the Pilates Method Alliance, the governing body of Pilates in the United States, they said no such ranking exists.)

What’s more, when Grant plotted total revenue over the three months against employees’ scores on the 1-to-7 scale, he found a distinct, and revealing, pattern. Indeed, revenue peaked between 4 and 4.5—and fell off as the personality moved toward either the introvert or extravert pole. Those highest in extraversion fared scarcely better than those highest in introversion, but both lagged behind their coworkers in the modulated middle.31 “These findings call into question the longstanding belief that the most productive salespeople are extraverted,” Grant writes.32 Instead, being too extraverted can actually impair performance, as other research has begun to confirm. For example, two recent Harvard Business Review studies of sales professionals found that top performers are less gregarious than below-average ones and that the most sociable salespeople are often the poorest performers of all.33 According to a large study of European and American customers, the “most destructive” behavior of salespeople wasn’t being ill-informed. It was an excess of assertiveness and zeal that led to contacting customers too frequently.34 Extraverts, in other words, often stumble over themselves. They can talk too much and listen too little, which dulls their understanding of others’ perspectives. They can fail to strike the proper balance between asserting and holding back, which can be read as pushy and drive people away.* The answer, though, isn’t to lurch to the opposite side of the spectrum. Introverts have their own, often reverse, challenges. They can be too shy to initiate and too timid to close. The best approach is for the people on the ends to emulate those in the center. As some have noted, introverts are “geared to inspect,” while extraverts are “geared to respond.”35 Selling of any sort—whether traditional sales or non-sales selling—requires a delicate balance of inspecting and responding. Ambiverts can find that balance. They know when to speak up and when to shut up. Their wider repertoires allow them to achieve harmony with a broader range of people and a more varied set of circumstances. Ambiverts are the best movers because they’re the most skilled attuners. For most of you, this should be welcome news. Look again at the shape of the curve in that second chart. That’s pretty much what the distribution of introverts and extraverts looks like in the wider population.36 A few of us are extraverts. A few of us are introverts. But most of us are ambiverts, sitting near the middle, not the edges, happily attuned to those around us. In some sense, we are born to sell.

Author’s Note Writing about a suicidal character is one of the most challenging things I’ve ever done, but also one of the most important. Suicide is always tragic, but it has become an epidemic among American active-duty service members and veterans alike. The statistics are staggering and heart-wrenching. In the U.S. Army, which has the highest suicide rate among the branches (48.7 percent of all military suicides in 2012), the suicide rate in 2012 was thirty per hundred thousand, compared with fourteen per hundred thousand among civilians and eighteen per hundred thousand in 2008. In 2012, 841 active-duty service members attempted or committed suicide. Among veterans, as of November 2013, twenty-two committed suicide every day. Every. Day. A frightening 30 percent of veterans say they’ve considered suicide, and 45 percent say they know an Iraq or Afghanistan veteran who has attempted or committed suicide. In a study of veterans, combat-related guilt was the most significant predictor of suicide attempts and of preoccupation with suicide after discharge. Veterans’ suicidal thoughts are also related to feelings that one does not belong with other people or has become a burden. Couple these sad realities with the fact that veterans are less likely to seek care than active-duty military or civilians, and you begin to understand why statistics like these exist. Suicide is a process that begins with ideas and thoughts, followed by planning, and finally followed by a suicidal act. If you or someone you love is experiencing these thoughts, please seek immediate medical help or call the Suicide Prevention Hotline at 1-800-273-8255 (TALK). This service works with civilians of all ages, active-duty military, and veterans. I hope Easy’s story raises awareness of the problems these brave men and women—and our country as a whole—face. But awareness is not enough. Therefore, I will be donating all of my proceeds from the first two weeks’ sales of this book (8/19/14 – 9/1/14) to a national non-profit that assists wounded veterans. Because I don’t want anyone else’s Edward “Easy” Cantrell to be one of the twenty-two, either.

To make up for the projected billion-dollar-a-year shortfall created by the many new tax cuts he helped to deliver, something had to give. So for savings, the legislators turned to the one institution that had distinguished North Carolina from many other southern states—its celebrated public education system. The assault was systematic. They authorized vouchers for private schools while putting the public school budget in a vise and squeezing. They eliminated teachers’ assistants and reduced teacher pay from the twenty-first highest in the country to the forty-sixth. They abolished incentives for teachers to earn higher degrees and reduced funding for a successful program for at-risk preschoolers. Voters had overwhelmingly preferred to avoid these cuts by extending a temporary one-penny sales tax to sustain educational funding, but the legislators, many of whom had signed a no-tax pledge promoted by Americans for Prosperity, made the cuts anyway.

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A sound study-library must be a top priority. For many, such a library has been unimportant and the result has been an impoverished ministry, lacking depth, breadth, and stimulation. An excellent library is constructed by deliberate acquisition rather than “accidental” accumulation. Since an expository preacher's library is an integral part of his pulpit work, it should be assembled with an eye toward the highest quality.4 A preliminary indication of what a core library is not will help understand what it should be: 1. It is not a collection of inferior books donated to the preacher by well-meaning friends and listeners. 2. It is not an accumulation of books offered on sale or at discount prices. 3. It is not simply a collection of materials that are highly recommended or found on standard lists of bibliographies.

Three financial economists examined this issue. Josef Lakonishok, Andrei Shleifer, and Robert Vishny (henceforth LSV) studied the performance of stocks investors typically consider to be growth stocks. These researchers label growth stocks as “glamour” stocks. Stocks of firms that investors typically consider to be bad firms with minimal growth prospects are labeled “value” stocks. Investors consider growth firms to be firms with growing business operations. LSV calculated the average growth rate in sales for all firms over the past five years. The 10 percent of firms with the highest average growth rates were glamour firms, whereas the firms with the lowest sales growth were value firms. Glamour or value—which stocks will be better investments over the next year? The next five years? Using data for all stocks on the New York Stock Exchange and American Stock Exchange over the period 1963–1990, LSV reported the results in Figure 8.1.3 If you bought the glamour stocks, you earned an 11.4 percent return the following year. This compares with a return of 18.7 percent for the value stocks. The average total return over a five-year period is 81.8 percent for the glamour stocks and 143.4 percent for the value stocks.

Not only is there strong empirical evidence to suggest that brand advertising works, but there’s also proof that creativity matters. Jones identifies the three characteristics of ads that have the highest impact on sales: 1. They are intrinsically likeable. 2. They are visual, not verbal. 3. They are communicated in a way that’s relevant to consumers. Another study by Xueming Luo and Pieter

The world is listening. Israeli arms sales in 2021 were the highest on record, surging 55 percent over the previous two years to US$11.3 billion. Europe was the biggest recipient of these weapons, even before Russia’s invasion of Ukraine, followed by Asia and the Pacific. Rockets, aerial defense systems, missiles, cyberweapons, and radar were just some of the equipment sold by the Jewish state. The result is that Israel is now one of the top ten weapons dealers in the world, having sold a range of equipment to nations including India, Azerbaijan, and Turkey that worsened conflicts in their own regions. The Israeli government approved every defense deal brought to it since 2007, according to details uncovered in 2022 by Israeli human rights lawyer Eitay Mack.