Marketing Business Motivational Quotes

No one else knows exactly what the future holds for you, no one else knows what obstacles you've overcome to be where you are, so don't expect others to feel as passionate about your dreams as you do.

When employees are able to feel what you feel and see what you see in your idea, you won’t need anything else to motivate them, and success will become inevitable.

If you think your products are infallible, you will never figure out ways to make them better.

Your employees shouldn’t be scared of being let go but you should be scared of them leaving you.

Tweet others the way you want to be tweeted.

That is why enemies can be great motivators. They serve as fuel for your fire.

Freedom of Speech doesn't justify online bullying. Words have power, be careful how you use them.

In addition to building a strong team, you also have to motivate that team when their spirits are down, show your pride in them when they perform well, and be there when they make mistakes. You have to invest in their training and start treating them as partners in your business’ success.

Networking isn't how many people you know, it's how many people know you.

If you are in a position where you can reach people, then use your platform to stand up for a cause. HINT: social media is a platform.

Be creative while inventing ideas, but be disciplined while implementing them.

If we all work together there is no telling how we can change the world through the impact of promoting positivity online.

Improvement is not enough, you also needs innovation.

At the heart of all sales and marketing is the ability to create demand even in the absence of logic.

While friends are there to motivate us and keep us pleased. Our enemies are there to annoy us, which makes us work harder to beat them.

When you were making excuses someone else was making enterprise.

I don't put my ideas in a meeting for acceptance or rejection, I put them in the market for success or failure.

Those people who live in an Independent nation should know how important it is to support independence not only in the government but also in arts, literature, films, newspapers, and business. Innovation, growth, and self-motivation comes from independent artists, journalists, authors, and inventors; not from the Big What which has held 90% of the market since the 1900s. Encourage innovation by supporting the Indies. That's where new opportunities are found!

Most people set intentions wrong. The right way to set intentions is to be clear on what you want to go FROM and what you want to go TO.

Strive to be bored is a contradictory statement for most entrepreneurs. But we have to strive to be bored to make space for more if we want to grow our business.

The self-employed need business strategies that are relationship-based, not transactional, authentic to who you are, and right-sized for small business.

It is not your job to prove your value to anyone. It is your job to find the people that already value what you do.

Negotiation is permissible for mediocrity not for excellence.

We can't all be bakers or chefs. Many of us have modest ambitions. But we can all buy a piece of the pie.

Your money habits and investment strategy is not all about what you do, but much about who you are. Become the person it takes to do, succeed, and innovate.

We hire coaches for our mindsets, attend conferences to improve our skill set, work with specialists for every need in our business and wonder why we feel like we’re all over the place.

We are doing business in the empowerment age. It is our job to empower our customers to choose us. The moment you tell them to choose you, they will back up. The moment you tell someone to trust you, they won’t.

In stark contrast, China’s startup culture is the yin to Silicon Valley’s yang: instead of being mission-driven, Chinese companies are first and foremost market-driven. Their ultimate goal is to make money, and they’re willing to create any product, adopt any model, or go into any business that will accomplish that objective. That mentality leads to incredible flexibility in business models and execution, a perfect distillation of the “lean startup” model often praised in Silicon Valley. It doesn’t matter where an idea came from or who came up with it. All that matters is whether you can execute it to make a financial profit. The core motivation for China’s market-driven entrepreneurs is not fame, glory, or changing the world. Those things are all nice side benefits, but the grand prize is getting rich, and it doesn’t matter how you get there.

When you’re self-employed, your success is proportionate to your personal development.

When we’re self-employed, much of what has been typical of business, marketing, and sales has creeped us out. We want to do business in ways that feel good to us.

The beginning of change doesn’t come from motivation and dangling carrots. It begins with being clear about what you want to get away from.

We stretch ourselves when the impact we want to make and the life we want to create is bigger than the fear and challenges.

Having a successful life and business requires that we first learn who we are, then do what we have to do in order to have what we want.

We used to build businesses with all effort and hard work. Today, we create businesses by paying attention to what the market wants and co-creating with those we serve.

Build systems for the business to come, not the business you have.

The biggest risk is not in what you build. It is in not supporting what you build.

To create success in your business, you have to protect your capacity to serve others by learning to work efficiently and effectively.

Your success is limited by your personal development- what you think you’re capable of, what you think you deserve, and the mindsets that hold you back.

Daily habits that create steady mindsets are vital to be sure the uncontrollable circumstances of business and life don’t derail you.

Be patient. Creating something good takes time. So take your time.

An entrepreneur with strong network makes money even when he is asleep.

Living to give to others, working hard for your destiny and fighting for your dreams are the battles you will never regret no matter how long it takes.

I believe that you can create genuine fulfillment, make money, have freedom and make a difference for others.

This is what made the difference, they used social networking for entertainment and I used it for business.

Selling is a sacred trust between buyer and seller.

Commitment shows up before results do!

You need a healthy, thriving self-employed ecosystem. An ecosystem that integrates the three main elements of self-employed success--personal development, business strategies, and daily habit.

The myth of self-employment is we go into business for ourselves thinking we’re going to gain control over our destiny without realizing we are entering completely uncontrollable circumstances.

Studies consistently show that happy companies are way more productive, creative and service-oriented than unhappy ones. Therefore, the happy companies will beat the pants off the unhappy ones in the market place. The future of business is happy! It’s inevitable.

When you don't see what you want on the market, create it.

The old-adage that business is business, don’t take it personal, doesn’t apply to the self-employed. It’s all personal!

Putting a stake in the ground that you’re self-employed is important. It’s the only term that accurately portrays your lifestyle and your business model.

We don’t let go of something until the benefits of what’s ahead are greater than what we’ve been holding on to.

You need to ask yourself " How much do you want" before you start your online business.

Do you really have a business without being able to reach and motivate a customer?

Making a product is just an activity, making a profit on a product is the achievement.

It is not your fans or your customers’ job to market you. Stop treating them like it is.

Are you joining a conversation or taking it over? Stay aware of how you join a conversation and of your effect on a conversation.

A small businesses ability to gain an edge for a profitable niche is not by just focusing on the dynamic market gap, but by identifying a market within the gap.

Because words have deep meaning, Tweets have power.

Entrepreneurs don’t ask for permission. They act per a mission.

You may start small but don't stay small

There are three types of people: those who make things happen, those who watch things happen, and those who wonder what happened.

In business, if you can effectively sell the value of an idea, then it is easier to trade any valuable commodity.

Stop worrying about your competition; focus on increasing your value proposition.

Marketers everywhere subtly reinforce your concerns and doubts – why do you fall for it?

The safest way to be in business today and the way to gain as much control over your business as possible, is to have a business model of multiples where you can reach a multiple of audiences in multiple ways.

The Edsel was a classic case of the wrong car for the wrong market at the wrong time. It was also a prime example of the limitations of market research, with its ‘depth interviews’ and ‘motivational’ mumbo-jumbo.

All organizations must be capable of change. We need concepts and measurements that give to other kinds of organizations what the market test and profitability yardstick give to business. Those tests and yardsticks will be quite different.

Um um um um um. This business of—this business about marketing yourself, there’s nothing wrong with that. Unless we’re allowed to think that that’s—that that’s it. That that’s the point, that that’s the goal, you know? And that’s the reason we’re here—because that’s so empty. And you as a writer know that it’s—if you as a writer think that your job is to get as many people to like your stuff and think well of you as possible … And I could, we could both, name writers that it’s pretty obvious that’s their motivation? It kills the work. Each time. That that’s maybe 50 percent of it, but it misses all the magic. And it misses, it doesn’t let you be afraid. Or it doesn’t, like, let you like make yourself be, be vulnerable. Or … nah, see, I’m not … Anyway, anyway.

The apps start out with seemingly simple motivations, as entertainment that could lead to a business: Facebook is for connecting with friends and family, YouTube is for watching videos, Twitter is for sharing what’s happening now, and Instagram is for sharing visual moments. And then, as they enmesh themselves in everyday life, the rewards systems of their products, fueled by the companies’ own attempts to measure their success, have a deeper impact on how people behave than any branding or marketing could ever achieve.

Freedom of speech is priceless to me. So is the freedom of expres- sion of thoughts and beliefs as an expression of yourself, the free- dom of showing that you are different, the freedom of being the force motivating people around you, and the freedom of being motivated by the successes of others.

In business, the market is changing so rapidly that many products and services that successfully met consumer tastes and needs a few years ago are obsolete today. Proactive powerful leadership must constantly monitor environmental change, particularly customer buying habits and motives, and provide the force necessary to organize resources in the right direction.

Moore’s law means computers will get smaller, more powerful, and cheaper at a reliable rate. This does not happen because Moore’s law is a natural law of the physical world, like gravity, or the Second Law of Thermodynamics. It happens because the consumer and business markets motivate computer chip makers to compete and contribute to smaller, faster, cheaper computers, smart phones, cameras, printers, solar arrays, and soon, 3-D printers. And chip makers are building on the technologies and techniques of the past. In 1971, 2,300 transistors could be printed on a chip. Forty years, or twenty doublings later, 2,600,000,000. And with those transistors, more than two million of which could fit on the period at the end of this sentence, came increased speed.

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.

What’s really worried me over the years is not our stock price, but that we might someday fail to take care of our customers, or that our managers might fail to motivate and take care of our associates. I also was worried that we might lose the team concept, or fail to keep the family concept viable and realistic and meaningful to our folks as we grow. Those challenges are more real than somebody’s theory that we’re headed down the wrong path. As business leaders, we absolutely cannot afford to get all caught up in trying to meet the goals that some retail analyst or financial institution in New York sets for us on a ten-year plan spit out of a computer that somebody set to compound at such-and-such a rate. If we do that, we take our eye off the ball. But if we demonstrate in our sales and our earnings every day, every week, every quarter, that we’re doing our job in a sound way, we will get the growth we are entitled to, and the market will respect us in a way that we deserve.

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

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Your circle of friends means a whole lot. Your idea must not be accepted by anybody. Just be focused. I used to have some friends back then, any idea I bring forth they trash. One of them even said she can NEVER be a business person. She rather land herself a 'white collar job' Fast forward today she owns a shop at balogun market and she's proud of it. *Lesson* Prove yourself to yourself not others.

A major portion of the cost of defense against foreign aggression in a laissez-faire society would be borne originally by business and industry, as owners of industrial plants obviously have a much greater investment to defend than do owners of little houses in suburbia. If there were any real threat of aggression by a foreign power, businessmen would all be strongly motivated to buy insurance against that aggression, for the same reason that they buy fire insurance, even though they could save money in the short run by not doing so. An interesting result of this fact is that the cost of defense would ultimately tend to be spread among the whole population, since defense costs, along with overhead and other such costs, would have to be included in the prices paid for goods by consumers. So, the concern that “free riders” might get along without paying for their own defense by parasitically depending on the defenses paid for by their neighbors is groundless. It is based on a misconception of how the free-market system would operate.

A major portion of the cost of defense against foreign aggression in a laissez-faire society would be borne originally by business and industry, as owners of industrial plants obviously have a much greater investment to defend than do owners of little houses in suburbia. If there were any real threat of aggression by a foreign power, businessmen would all be strongly motivated to buy insurance against that aggression, for the same reason that they buy fire insurance, even though they could save money in the short run by not doing so. An interesting result of this fact is that the cost of defense would ultimately tend to be spread among the whole population, since defense costs, along with overhead and other such costs, would have to be included in the prices paid for goods by consumers. So, the concern that “free riders” might get along without paying for their own defense by parasitically depending on the defenses paid for by their neighbors is groundless. It is based on a misconception of how the free-market system would operate. The role of business and industry as major consumers of foreign-aggression insurance would operate to unify the free area in the face of any aggression. An auto plant in Michigan, for example, might well have a vital source of raw materials in Montana, a parts plant in Ontario, a branch plant in California, warehouses in Texas, and outlets all over North America. Every one of these facilities is important to some degree to the management of that Michigan factory, so it will want to have them defended, each to the extent of its importance. Add to this the concern of the owners and managers of these facilities for their own businesses and for all the other businesses on which they, in turn, depend, and a vast, multiple network of interlocking defense systems emerges. The involvement of the insurance companies, with their diversified financial holdings and their far-flung markets would immeasurably strengthen this defensive network. Such a multiple network of interlocking defense systems is a far cry from the common but erroneous picture of small cities, businesses, and individuals, unprotected by a government, falling one by one before an advancing enemy horde.

Your definition of yourself will help you position yourself. Define what you want, money might not flow in immediately. Know your worth and stand your ground.

Monir Islam is a global motivational speaker, successful personality in the e-commerce and digital marketing industries, and co-founder & Chief Visionary Officer of BE, an advanced tech company which offers multiple digital-based solutions. By combining aspects of human psychology and innovative business strategy, Monir leads a holistic approach in managing the future of business and technology.

Moyn Islam is an entrepreneur, motivational speaker, philanthropist, and co-founder & Chief Executive Officer of BE - an advanced tech company which offers multiple digital-based solutions. Moyn is most known for his successful career on the e-commerce and digital marketing industries, recognized among the top 10 highest earners in the shortest time in the business and is a thriving personality in the digital industry.

The Working Backwards process is all about starting from the customer perspective and following a step-by-step process where you question assumptions relentlessly until you have a complete understanding of what you want to build. It’s about seeking truth. Sometimes the Working Backwards process can uncover some surprising truths. Some companies, in a rush to get a project to market, ignore that truth and keep building according to the original plan. In their attachment to the modest gains of that plan, they motivate the team to pursue it aggressively, only to realize much later that there was a much bigger gain to be had if they’d taken the time to question their own assumptions. The cost of changing course in the PR/FAQ writing stage is much lower than after you’ve launched and have an operating business to manage. The Working Backwards process tends to save you from the expensive proposition of making a significant course change after you’ve launched your product.

The first lens is market research or, to give it a simpler name, asking people. However, the problem with it is that, if we remember David Ogilvy’s words: ‘The trouble with market research is that people don’t think what they feel, they don’t say what they think, and they don’t do what they say.’ People simply do not have introspective access to their motivations.

you can’t motivate people who are unwilling to do what it takes to succeed. They need to want it for themselves more than you want it for them. I can’t take credit for peoples’ success or failure. I am only responsible to get them off to a great start.

In the second year of the Trump presidency, I attended a dinner of American hedge funders in Hong Kong. I was there as a guest speaker, to survey the usual assortment of global hot spots. A thematic question emerged from the group—was the “Pax Americana” over? There was a period of familiar cross-talk about whether Trump was a calamitous force unraveling the international order or merely an impolitic Republican politician advancing a conventional agenda. I kept interjecting that Trump was ushering in a new era—one of rising nationalist competition that could lead to war and unchecked climate change, to the implosion of American democracy and the accelerated rise of a China that would impose its own rules on the world. Finally, one of the men at the table interrupted with some frustration. He demanded a show of hands—how many around the table had voted for Trump, attracted by the promise of tax cuts and deregulation? After some hesitation, hand after hand went up, until I was looking at a majority of raised hands. The tally surprised me. Sure, I understood the allure of tax cuts and deregulation to a group like that. But these were also people who clearly understood the dangers that Trump posed to American democracy and international order. The experience suggested that even that ambiguous term “Pax Americana” was subordinate to the profit motive that informed seemingly every aspect of the American machinery. I’d come to know the term as a shorthand for America’s sprawling global influence, and how—on balance—the Pax Americana offered some stability amid political upheavals, some scaffolding around the private dramas of billions of individual lives. From the vantage point of these bankers, the Pax Americana protected their stake in international capital markets while allowing for enough risk—wars, coups, shifting energy markets, new technologies—so that they could place profitable bets on the direction of events. Trump was a bet. He’d make it easier for them to do their business and allow them to keep more of their winnings, but he was erratic and hired incompetent people—so much so that he might put the whole enterprise at risk. But it was a bet that enough Americans were willing to make, including those who knew better. From the perspective of financial markets, I had just finished eight years in middle management, as a security official doing his small part to keep the profit-generating ocean liner moving. The debates of seemingly enormous consequence—about the conduct of wars, the nature of national identity, and the fates of many millions of human beings—were incidental to the broader enterprise of wealth being created.

The late David Ogilvy, one of the greats of the American advertising industry and the founder of the company I work for, apparently once said, ‘The trouble with market research is that people don’t think what they feel, they don’t say what they think, and they don’t do what they say.’* Trivers and Kurzban explained the evolutionary science behind that conundrum: we simply don’t have access to our genuine motivations, because it is not in our interest to know.

A clear vision must be developed in order to inspire, motivate, and activate people to move the business forward together

Here’s the thing, in any given market, roughly 3% of that market is ready to buy whatever it is you’re selling right now. (These are your most motivated prospects). Another 27% are fairly interested and will likely buy later.  They’re just not ready to buy right now. 30% of the market are mostly indifferent to you, and another 30% will never under any circumstances buy from you.

Set yourself apart as an expert in your field and draw people to you.

Amid the most challenging times, your ability to bring stakeholders back to first principles and connect with them at a deeper emotional level can be the difference between success and failure. Today, we refer to this skill as motivating people through purpose, However, for this to happen, we need a purpose in the first place.

Amid the most challenging times, your ability to bring stakeholders back to first principles and connect with them at a deeper emotional level can be the difference between success and failure. Today, we refer to this skill as motivating people through purpose. However, for this to happen, we need a purpose in the first place.

Let your competitors do cheap and efficient marketing while yours entertains, delights, inspires, and wows.

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A marketing consultant I knew was hired by a family-owned agency because he was dating one of the family members. Clients were leaving the agency in droves and this person didn't understand his duties or how to execute them. The agency owner's solution was to encourage the consultant to spend more time with senior staff who were more experienced; hoping this exposure would give the consultant insight and dedication. This consultant did not change or grow so the agency owner asked several of us for input. I told the agency owner that until this employee was shown direct benefits and need to improve there was no motivation for him to do so. Until there is a perceived need for growth, there isn't likely to be actual growth.

What inspires or motivates anyone to become an entrepreneur? The stories here suggest two ingredients go into the decision to start a company. Someone sees herself filling a need for others with a new product or service. Making something new to which the market responds, being the first to do so, entering into an unknown world by starting a company that could fail or make her wealthy, all suggest challenges that excite every entrepreneur. All these entrepreneurs were at moments in their careers at which they could consider new life plans and take on the challenges of starting companies. All implicitly weighed their circumstances, and the possibilities that awaited them if they let the entrepreneurial moment pass. Some had secure employment, mortgages, family obligations, or pending job offers. While such considerations hold others back, entrepreneurs choose the path of adventure. They set out to make the new, and in the process to make a different life for themselves. Some, as we will see shortly, can’t help themselves.

Good stories: 1. Connect us to our purpose and vision for our career or business. 2. Allow us to celebrate our strengths by remembering how we got from there to here. 3. Deepen our understanding of our unique value and what differentiates us in the marketplace. 4. Reinforce our core values. 5. Help us to act in alignment and make value-based decisions. 6. Encourage us to respond to customers instead of react to the marketplace. 7. Attract customers who want to support businesses that reflect or represent their values. 8. Build brand loyalty and give customers a story to tell. 9. Attract the kind of like-minded employees we want. 10. Help us to stay motivated and continue to do work we’re proud of.

If you don't care about your brand, why should I?