Most Powerful Sales Quotes

Ought we not to love dearly the neighbor, who truly represents to us the sacred Person of our Master? And is this not one of the most powerful motives we could have for loving each other with an ardently burning love?

Of all the smiths from goldsmiths to John Smiths, the most powerful is the wordsmith, because he can influence your emotions and cognitions. And while you are standing there pondering what he said, he can rob you of your gold and your identity.

Although most introverts seek time alone as an alternative to people and competition, solitude is a power source for the introvert. And for someone wanting to exert control, solitude is indeed threatening. Many sales schemes rely on “today only” impulse purchases because “sleeping on it” will help you realize that you don’t need the product. Cults gain their power by depriving members of any time alone. Clients in my office comment on what a difference it makes to have time to think, and value psychotherapy for its attention to inner processes.

If I had to pick the single most powerful force in advertising and selling—the most important psychological trigger—I would pick honesty.

Mexico is a lawless place. I don’t care what the UN says, or what the State Department travel advisories tell you. The fact is that Mexico, as a whole, is a narco-state run by powerful regional cartels, with a hollow and largely irrelevant central government that is nothing more than window-dressing to appease the international community. Freedom is for those who can afford it, law is for sale, and what is fair is determined by who is most powerful. That’s the reality of Mexico. Cancun, Playa, Cabo, Puerto Vallarta- they are all much better than the interior of Mexico, but that is only because their survival depends on a steady flow of tourists with money to burn. To protect that, the government does a good job maintaining the appearance of western-style law and order through the direct threat of massive military intervention. Underneath it all, those places are not much different from the rest of Mexico.

Massino’s crew stashed stolen expensive men’s suits in a warehouse in the Corona section of Queens, and propelled the clothes on a rope line attached to a haberdashery across the street whenever customers showed up for a cut-rate sale.

What do they all say? That will never work. By now, I hope you know what my answer to that line is. Nobody Knows Anything. I only get to write this book once. And I’d feel like I missed an opportunity if I ended this story without giving you some advice. The most powerful step that anyone can take to turn their dreams into reality is a simple one: you just need to start. The only real way to find out if your idea is a good one is to do it. You’ll learn more in one hour of doing something than in a lifetime of thinking about it. So take that step. Build something, make something, test something, sell something. Learn for yourself if your idea is a good one. What happens if your idea doesn’t work? What happens if your test fails, if nobody orders your product or joins your club? What if sales don’t go up and customer complaints don’t go down? What if you get halfway through writing your novel and get writer’s block? What if after dozens of tries – even hundreds of attempts – you still haven’t seen your dream become anything close to real? You have to learn to love the problem, not the solution. That’s how you stay engaged when things take longer than you expected.

The old gentleman died: his will was read, and like almost every other will, gave as much disappointment as pleasure. He was neither so unjust, nor so ungrateful, as to leave his estate from his nephew;—but he left it to him on such terms as destroyed half the value of the bequest. Mr. Dashwood had wished for it more for the sake of his wife and daughters than for himself or his son;—but to his son, and his son's son, a child of four years old, it was secured, in such a way, as to leave to himself no power of providing for those who were most dear to him, and who most needed a provision by any charge on the estate, or by any sale of its valuable woods. The whole was tied up for the benefit of this child, who, in occasional visits with his father and mother at Norland, had so far gained on the affections of his uncle, by such attractions as are by no means unusual in children of two or three years old; an imperfect articulation, an earnest desire of having his own way, many cunning tricks, and a great deal of noise, as to outweigh all the value of all the attention which, for years, he had received from his niece and her daughters. He meant not to be unkind, however, and, as a mark of his affection for the three girls, he left them a thousand pounds a-piece.

Most of us take for granted the ease with which we can fill up our cars, buy a new smartphone or order a cup of Colombian coffee. But underpinning almost all of our consumption is a frenetic international trade in natural resources. And underpinning that trade, from their offices in sleepy towns in Switzerland or New England, are the commodity traders.

In several Southern counties, mortgages taken out on enslaved workers injected more capital into the economy than sales from the crops harvested by workers themselves. Global financial markets had powered the slave economy for years. When Thomas Jefferson mortgaged his enslaved workers in 1796 to build Monticello, it was a Dutch firm that put up most of the money.

The long gray two-story box was the newest structure on the property, having been built in the 1970s. The buildings up the hill had accumulated one by one since the 1920s, most of them incorporating bits salvaged from various torn-down hotels and movie sets. Their aunt Amity, affluent from the sales of her series of popular novels, had added to the architectural clutter after

Conditions for statehood would be achieved when the settlers outnumbered the Indigenous population, which in the cases of both the Mexican cession area and the Louisiana Purchase territory required decimation or forced removal of Indigenous populations. In this US system, unique among colonial powers, land became the most important exchange commodity for the accumulation of capital and building of the national treasury. To understand the genocidal policy of the US government, the centrality of land sales in building the economic base of the US wealth and power must be seen. Apologists for US expansionism see the 1787 ordinance not as a reflection of colonialism, but rather as a means of “reconciling the problem of liberty with the problem of empire,” in historian Howard Lamar’s words.

No psychic powers; I just happen to know how several of the big toy companies jack up their January and February sales. They start prior to Christmas with attractive TV ads for certain special toys. The kids, naturally, want what they see and extract Christmas promises for these items from their parents. Now here’s where the genius of the companies’ plan comes in: They undersupply the stores with the toys they’ve gotten the parents to promise. Most parents find those things sold out and are forced to substitute other toys of equal value. The toy manufacturers, of course, make a point of supplying the stores with plenty of these substitutes. Then, after Christmas, the companies start running the ads again for the other, special toys. That juices up the kids to want those toys more than ever. They go running to their parents whining, ‘You promised, you promised,’ and the adults go trudging off to the store to live up dutifully to their words.

A second example of this abandonment of fundamental principles can be found in recent trends in the U.S. Supreme Court. Note what Lino A. Graglia, a professor of law at the University of Texas, has to say about this: 'Purporting merely to enforce the Constitution, the Supreme Court has for some thirty years usurped and exercised legislative powers that its predecessors could not have dreamed of, making itself the most powerful and important institution of government in regard to the nature and quality of life in our society.... 'It has literally decided issues of life and death, removing from the states the power to prevent or significantly restrain the practice of abortion, and, after effectively prohibiting capital punishment for two decades, now imposing such costly and time-consuming restrictions on its use as almost to amount to prohibition. 'In the area of morality and religion, the Court has removed from both the federal and state government nearly all power to prohibit the distribution and sale or exhibition of pornographic materials.... It has prohibited the states from providing for prayer or Bible-reading in the public schools. 'The Court has created for criminal defendants rights that do not exist under any other system of law-for example, the possibility of almost endless appeals with all costs paid by the state-and which have made the prosecution so complex and difficult as to make the attempt frequently seem not worthwhile. It has severely restricted the power of the states and cities to limit marches and other public demonstrations and otherwise maintain order in the streets and other public places.

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

The heart of the issue is not simply that a group that gets a large portion of its budget from the Walton family fortune is unlikely to be highly critical of Walmart. The 1990s was the key decade when the contours of the climate battle were being drawn—when a collective strategy for rising to the challenge was developed and when the first wave of supposed solutions was presented to the public. It was also the period when Big Green became most enthusiastically pro-corporate, most committed to a low-friction model of social change in which everything had to be ‘win- win.’ And in the same period many of the corporate partners of groups like the EDF and the Nature Conservancy—Walmart, FedEx, GM—were pushing hard for the global deregulatory framework that has done so much to send emissions soaring. This alignment of economic interests—combined with the ever powerful desire to be seen as ‘serious’ in circles where seriousness is equated with toeing the pro-market line —fundamentally shaped how these green groups conceived of the climate challenge from the start. Global warming was not defined as a crisis being fueled by overconsumption, or by high emissions industrial agriculture, or by car culture, or by a trade system that insists that vast geographical distances do not matter—root causes that would have demanded changes in how we live, work, eat, and shop. Instead, climate change was presented as a narrow technical problem with no end of profitable solutions within the market system, many of which were available for sale at Walmart.

One can hardly fault China for seizing on a great bargain, but for Zambia, the auctioning off of its most lucrative economic resources at fire-sale prices constituted another big stroke of bad national luck. Copper prices were still depressed and the government’s state of near bankruptcy at the time meant that Zambia had little negotiating power. Edith Nawakwi, who was the Zambian finance minister at the time of the sale, said that the country was pressured by its more traditional partners to accept this pittance. “We were told by advisers, who included the International Monetary Fund and the World Bank, that … for the next twenty years, Zambian copper would not make a profit. [Conversely, if we privatized] we would be able to access debt relief, and this was a huge carrot in front of us—like waving medicine in front of a dying woman. We had no option [but to go ahead].” The

When I discovered just how important contingency is, I performed a bit of a “garage sale” on my relationships. I identified the ones with the most possibility for growth and decided to put more of my energy into those people. On the flip side, I also chose to put less energy into the people who didn’t seem to be very supportive or capable of positive empowerment. I’m not suggesting that you do this yourself, but I do encourage you to make sure your support system is strong and nourishing. Take an added interest in people who feel safe, available, and emotionally resonant. Choose your people wisely. This doesn’t mean to avoid conflict, but focus on the people with whom you have the possibility of working things out—relationships that can weather the inevitable disagreements and disappointments and eventually become stronger and more resilient as a result. Some now say that who you eat your meals with is more important than what you eat or how you exercise. When it comes to enjoying healthy relationships and growing into your own secure attachment, it truly matters who you surround yourself with in life.

In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the "systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not "cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to "firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness. An even greater defect of the McNamara approach to military decisions was its businesslike "linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional "linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of "if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength... Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than "best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach.

Lucid Motors was started under the name Atieva (which stood for “advanced technologies in electric vehicle applications” and was pronounced “ah-tee-va”) in Mountain View in 2008 (or December 31, 2007, to be precise) by Bernard Tse, who was a vice president at Tesla before it launched the Roadster. Hong Kong–born Tse had studied engineering at the University of Illinois, where he met his wife, Grace. In the early 1980s, the couple had started a computer manufacturing company called Wyse, which at its peak in the early 1990s registered sales of more than $480 million a year. Tse joined Tesla’s board of directors in 2003 at the request of his close friend Martin Eberhard, the company’s original CEO, who sought Tse’s expertise in engineering, manufacturing, and supply chain. Tse would eventually step off the board to lead a division called the Tesla Energy Group. The group planned to make electric power trains for other manufacturers, who needed them for their electric car programs. Tse, who didn’t respond to my requests to be interviewed, left Tesla around the time of Eberhard’s departure and decided to start Atieva, his own electric car company. Atieva’s plan was to start by focusing on the power train, with the aim of eventually producing a car. The company pitched itself to investors as a power train supplier and won deals to power some city buses in China, through which it could further develop and improve its technology. Within a few years, the company had raised about $40 million, much of it from the Silicon Valley–based venture capital firm Venrock, and employed thirty people, mostly power train engineers, in the United States, as well as the same number of factory workers in Asia. By 2014, it was ready to start work on a sedan, which it planned to sell in the United States and China. That year, it raised about $200 million from Chinese investors, according to sources close to the company.

also been a white-collar worker in my career. In my experience, there are two types of people who do this type of work: Achievers and Hiders. Achievers are the people who want to perform at a high level. They are ambitious, motivated and energetic. They are full of ideas and want to move up the corporate ladder, which are great attributes to have. But there is a downside for the Achiever. The moment a person decides to be an Achiever, they become a target. Their boss sees them as threatening to their job, so they start to hold them down or take shots at their reputation. Their peers see them as a person who will either embarrass them or keep them from getting a promotion, so they start to do what they can to undermine their accomplishments. So, to remain an Achiever and survive in this hostile environment, a person must become good at one thing that has nothing to do with their productivity—and that’s politics. They must learn how to navigate the political world by diminishing their enemies and strengthening their relationship with powerful people. In fact, some of the most successful people in the corporate world aren’t Achievers at all. They are pure politicians. So if you decide to work in the corporate environment and to be an Achiever, you must accept the fact that you must become a good politician also. Now, let’s talk about the Hiders. These are the people who HATE politics, but still need a job. They learn not to be the ambitious Achiever. They don’t stand out. They don’t speak up in meetings. They don’t bring new ideas. They HIDE. They keep their heads down and do as they’re told. They do just enough so that they aren’t talked about negatively. They survive. And this has worked for decades. But in the New Economy, it’s becoming much more difficult to hide. And people are running out of time. So, back to our Perfect Career List: Can a white-collar job deliver on the list? Again, the clear answer is no—certainly not in very many areas. Sales

How I Turned a Troubled Company into a Personal Fortune. How to ________ This is a simple, straightforward headline structure that works with any desirable benefit. “How to” are two of the most powerful words you can use in a headline. Examples: How to Collect from Social Security at Any Age. How to Win Friends and Influence People. How to Improve Telemarketers' Productivity — for Just $19.95. Secrets Of ________ The word secrets works well in headlines. Examples: Secrets of a Madison Ave. Maverick — “Contrarian Advertising.” Secrets of Four Champion Golfers. Thousands (Hundreds, Millions) Now ________ Even Though They ________ This is a “plural” version of the very first structure demonstrated in this collection of winning headlines. Examples: Thousands Now Play Even Though They Have “Clumsy Fingers.” Two Million People Owe Their Health to This Idea Even Though They Laughed at It. 138,000 Members of Your Profession Receive a Check from Us Every Month Even Though They Once Threw This Letter into the Wastebasket Warning: ________ Warning is a powerful, attention-getting word and can usually work for a headline tied to any sales letter using a problem-solution copy theme. Examples: Warning: Two-Thirds of the Middle Managers in Your Industry Will Lose Their Jobs in the Next 36 Months. Warning: Your “Corporate Shield” May Be Made of Tissue Paper — 9 Ways You Can Be Held Personally Liable for Your Business's Debts, Losses, or Lawsuits Give Me ________ and I'll ________ This structure simplifies the gist of any sales message: a promise. It truly telegraphs your offer, and if your offer is clear and good, this may be your best strategy. Examples: Give Me 5 Days and I'll Give You a Magnetic Personality. Give Me Just 1 Hour a Day and I'll Have You Speaking French Like “Pierre” in 1 Month. Give Me a Chance to Ask Seven Questions and I'll Prove You Are Wasting a Small Fortune on Your Advertising. ________ ways to ________ This is just the “how to” headline enhanced with an intriguing specific number. Examples: 101 Ways to Increase New Patient Flow. 17 Ways to Slash Your Equipment Maintenance Costs. Many of these example headlines are classics from very successful books, advertisements, sales letters, and brochures, obtained from a number of research sources. Some are from my own sales letters. Some were created for this book.

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

The heart of rock will always remain a primal world of action. The music revives itself over and over again in that form, primitive rockabilly, punk, hard soul and early rap. Integrating the world of thought and reflection with the world of primitive action is *not* a necessary skill for making great rock 'n' roll. Many of the music's most glorious moments feel as though they were birthed in an explosion of raw talent and creative instinct (some of them even were!). But ... if you want to burn bright, hard *and* long, you will need to depend on more than your initial instincts. You will need to develop some craft and a creative intelligence that will lead you *farther* when things get dicey. That's what'll help you make crucial sense and powerful music as time passes, giving you the skills that may also keep you alive, creatively and physically. The failure of so many of rock's artists to outlive their expiration date of a few years, make more than a few great albums and avoid treading water, or worse, I felt was due to the misfit nature of those drawn to the profession. These were strong, addictive personalities, fired by compulsion, narcissism, license, passion and an inbred entitlement, all slammed over a world of fear, hunger and insecurity. That's a Molotov cocktail of confusion that can leave you unable to make, or resistant to making, the lead of consciousness a life in the field demands. After first contact knocks you on your ass, you'd better have a plan, for some preparedness and personal development will be required if you expect to hang around any longer than your fifteen minutes. Now, some guys' five minutes are worth other guys' fifty years, and while burning out in one brilliant supernova will send record sales through the roof, leave you living fast, dying young, leaving a beautiful corpse, there *is* something to be said for living. Personally, I like my gods old, grizzled and *here*. I'll take Dylan; the pirate raiding party of the Stones; the hope-I-get-very-old-before-I-die, present live power of the Who; a fat, still-mesmerizing-until-his-death Brando—they all suit me over the alternative. I would've liked to have seen that last Michael Jackson show, a seventy-year-old Elvis reinventing and relishing in his talents, where Jimi Hendrix might've next taken the electric guitar, Keith Moon, Janis Joplin, Kurt Cobain and all the others whose untimely deaths and lost talents stole something from the music I love, living on, enjoying the blessings of their gifts and their audience's regard. Aging is scary but fascinating, and great talent morphs in strange and often enlightening ways. Plus, to those you've received so much from, so much joy, knowledge and inspiration, you wish life, happiness and peace. These aren't easy to come by.

It takes a lot of commitment to sit on a committee. Only the most courageous could boldly command all that power, yet remain detached from any personal blame.

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if the idea of blogging or tweeting makes you run screaming for the hills, I have some good news: you don’t have to do it. Indeed, the most effective marketing, and the kind that will actually help you get sales going right now, doesn’t involve any of that stuff.

As the producer states gradually forced the major oil companies to share with them more of the profits from oil, increasing quantities of sterling and dollars flowed to the Middle East. To maintain the balance of payments and the viability of the international financial system, Britain and the United States needed a mechanism for these currency flows to be returned. [...] The purchase of most goods, whether consumable materials like food and clothing or more durable items such as cars or industrial machinery, sooner or later reaches a limit where, in practical terms, no more of the commodity can be used and further acquisition is impossible to justify. Given the enormous size of oil revenues, and the relatively small populations and widespread poverty of many of the countries beginning to accumulate them, ordinary goods could not be purchased at a rate that would go far to balance the flow of dollars (and many could be bought from third countries, like Germany and Japan – purchases that would not improve the dollar problem). Weapons, on the other hand, could be purchased to be stored up rather than used, and came with their own forms of justification. Under the appropriate doctrines of security, ever-larger acquisitions could be rationalised on the grounds that they would make the need to use them less likely. Certain weapons, such as US fighter aircraft, were becoming so technically complex by the 1960s that a single item might cost over $10 million, offering a particularly compact vehicle for recycling dollars. Arms, therefore, could be purchased in quantities unlimited by any practical need or capacity to consume. As petrodollars flowed increasingly to the Middle East, the sale of expensive weaponry provided a unique apparatus for recycling those dollars – one that could expand without any normal commercial constraint.

People still do that today. Many business people feel compelled to use elaborate Power Point presentations to drive home their point. Between the slides, and their high faluting words, most of it flies right over people’s heads. There’s a reason newspapers and mass magazines write their stories at the fifth grade level. Everyone can understand it. Remember this the next time you’re giving a talk to the troops, or a sales pitch to that big client, keep it simple. Don’t use a five dollar word, when a five cent word will get your point across just as well.

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

The reasons why industrial-scale CHP has not been used more widely in the United States are all related to regulatory and institutional hurdles. It can be difficult to make the necessary coordination arrangements with a large building that will accept and use a generator’s waste heat. It also requires navigating many siting, land use, and other rules to put generators into or near heat users. Arrangements with utilities are also a frequent issue. Because cogenerators displace utility sales, utilities don’t have an economic incentive to help them get established—yet utilities have to connect up and monitor the cogenerator and provide backup service when the cogenerator trips off (some cogenerators are “off the grid,” in which case there is no backup, but most are not).

It’s important to be clear about your objectives when you approach people at the focus of receptivity. Calls to people who are purely receptive—which is a way of saying that they are not dissatisfied and they don’t have decision power—tend to be most successful if your strategic aims are to find out information about the account and the people in it and to gain access to others in the account who are located at the focus of dissatisfaction.

What is the most important goal the company needs to achieve? Customer count? Profitability? Customer success? Market share? New product distribution? New market penetration?” Then ask yourself, “How can the sales compensation plan be aligned with this goal?” Do not underestimate the power of the compensation plan. You

People are the most critical part of any company. They make it or break it. How they are managed determines corporate performance. People are second in importance to an organization only after the corporation’s core values and culture. Powerful investment groups don’t invest in companies; they invest in people.

High-velocity sales organizations are not born; they are developed. They require the necessary business environment to attract and keep high performers, and they require an efficient sales process, effective strategy, and management that believes in them. High-velocity sales organizations are your most powerful competitive advantage.

In many cases the presentation is like a game of chess. You make a move only to have the customer respond with another move. The person who makes the smartest moves wins the game. Your goal is to be the one who outsmarts the competitor and actually brings in the sale. This is most easily accomplished when you match every question and concern with an honest and thought-provoking answer. If left with nothing else to wonder, worry over or complain about, the customer has no choice but to buy. The big question is: are you up for the rigors of the game?

Bizarre and Surprising Insights—Consumer Behavior Insight Organization Suggested Explanation7 Guys literally drool over sports cars. Male college student subjects produce measurably more saliva when presented with images of sports cars or money. Northwestern University Kellogg School of Management Consumer impulses are physiological cousins of hunger. If you buy diapers, you are more likely to also buy beer. A pharmacy chain found this across 90 days of evening shopping across dozens of outlets (urban myth to some, but based on reported results). Osco Drug Daddy needs a beer. Dolls and candy bars. Sixty percent of customers who buy a Barbie doll buy one of three types of candy bars. Walmart Kids come along for errands. Pop-Tarts before a hurricane. Prehurricane, Strawberry Pop-Tart sales increased about sevenfold. Walmart In preparation before an act of nature, people stock up on comfort or nonperishable foods. Staplers reveal hires. The purchase of a stapler often accompanies the purchase of paper, waste baskets, scissors, paper clips, folders, and so on. A large retailer Stapler purchases are often a part of a complete office kit for a new employee. Higher crime, more Uber rides. In San Francisco, the areas with the most prostitution, alcohol, theft, and burglary are most positively correlated with Uber trips. Uber “We hypothesized that crime should be a proxy for nonresidential population.…Uber riders are not causing more crime. Right, guys?” Mac users book more expensive hotels. Orbitz users on an Apple Mac spend up to 30 percent more than Windows users when booking a hotel reservation. Orbitz applies this insight, altering displayed options according to your operating system. Orbitz Macs are often more expensive than Windows computers, so Mac users may on average have greater financial resources. Your inclination to buy varies by time of day. For retail websites, the peak is 8:00 PM; for dating, late at night; for finance, around 1:00 PM; for travel, just after 10:00 AM. This is not the amount of website traffic, but the propensity to buy of those who are already on the website. Survey of websites The impetus to complete certain kinds of transactions is higher during certain times of day. Your e-mail address reveals your level of commitment. Customers who register for a free account with an Earthlink.com e-mail address are almost five times more likely to convert to a paid, premium-level membership than those with a Hotmail.com e-mail address. An online dating website Disclosing permanent or primary e-mail accounts reveals a longer-term intention. Banner ads affect you more than you think. Although you may feel you've learned to ignore them, people who see a merchant's banner ad are 61 percent more likely to subsequently perform a related search, and this drives a 249 percent increase in clicks on the merchant's paid textual ads in the search results. Yahoo! Advertising exerts a subconscious effect. Companies win by not prompting customers to think. Contacting actively engaged customers can backfire—direct mailing financial service customers who have already opened several accounts decreases the chances they will open more accounts (more details in Chapter 7).

Tribes are the most effective media channels ever, but they’re not for sale or for rent. Tribes don’t do what you want; they do what they want. Which is why joining and leading a tribe is such a powerful marketing investment.

Traditionally, reaching the state of illumination symbolized by the center bestows a different fate from that of the ordinary person who accepts salvation. For the latter, life after death will persist in many different planes of being — higher ones, no doubt, where existence is less painful and burdensome and where spiritual aspiration faces less resistance. But those who attain gnosis are freed from this spiral entirely. They can choose to return to manifestation for a special purpose or can dwell in absorption into God — known in the Christian tradition as the “beatific vision.” They are, to use T. S. Eliot’s famous words in Four Quartets, “at the still point of the turning world.” In the Gospels, one name for this still point is “the eye of the needle.” As Christ says, “It is easier for a camel to go through the eye of a needle, than for a rich man to enter the kingdom of God” (Mark 10:25). This means that the “I” has to be very fine and subtle to reach this still center of being. A “rich man” — one who is encumbered not only with property but with the heavy baggage of a pompous self-image — is too big to make it through. Obviously, this is an inner condition and so does not necessarily refer to all rich people, though in practice it probably applies to most. Francis de Sales, a Catholic spiritual teacher of the early seventeenth century, observes: A man is rich in spirit if his mind is filled with riches or set on riches. The kingfisher shapes its nests like an apple, leaving only a little opening at the top, builds it on the seashore, and makes it so solid and tight that although waves sweep over it the water cannot get inside. Keeping always on top of the waves, they remain surrounded by the sea and are on the sea, and yet are masters of it. Your heart . . . must in like manner be open to heaven alone and impervious to riches and all other transitory things. Money — “mammon,” as Christ called it — is only one of the forms the force of the world takes. There are people for whom money holds no allure but who are beguiled by sex, pleasure, or power. And for those who are indifferent even to these temptations, there is always the trap of apathy (accidie or acedia, derived from a Greek word meaning “not caring,” are names sometimes used in the tradition). There are many variations, which will take on slightly different forms in everyone. Freeing oneself from the world requires overcoming these drives in oneself, however they appear.

If there is a secret for greater self-control, the science points to one thing: the power of paying attention. It’s training the mind to recognize when you’re making a choice, rather than running on autopilot. It’s noticing how you give yourself permission to procrastinate, or how you use good behavior to justify self-indulgence. It’s realizing that the promise of reward doesn’t always deliver, and that your future self is not a superhero or a stranger. It’s seeing what in your world—from sales gimmicks to social proof—is shaping your behavior. It’s staying put and sensing a craving when you’d rather distract yourself or give in. It’s remembering what you really want, and knowing what really makes you feel better. Self-awareness is the one “self ” you can always count on to help you do what is difficult, and what matters most. And that is the best definition of willpower I can think of.

Charlestown’s most characteristic pastime had long been the reckless sport of “looping.” The young “looper” played by a rigid set of rules. First, he stole a car in downtown Boston. Then he roared into Charlestown, accelerating as he reached City Square, where the District 15 police station stood in a welter of bars, nightclubs, and pool halls. Often he had to take a turn around the square before the first policeman dashed for his patrol car or motorcycle. Then the chase was on: down Chelsea Street to Hayes Square, up the long slope of Bunker Hill Street to St. Francis de Sales’ Church at the crest, then down again, picking up speed, often to 70 or 80 miles per hour, until a screeching left into Sullivan Square took him onto Main Street, where, dodging the stanchions of the El, he roared into City Square again, completing the “loop.” All that remained was to ditch the car before the police caught up. Looping was an initiation rite, proof that a Townie had come of age. But it was something else as well: a challenge flung at authority, a middle finger raised to the powers that be. Before long, looping became a kind of civic spectacle, pitting the Town’s young heroes against the forces of law and order. Plans for a loop circulated well in advance. At the appointed hour, hundreds of men, women, and children gathered along Bunker Hill Street, awaiting the gladiators. When the stolen car came in sight, racing up the long hill, a cheer would rise from the spectators, followed by jeers for the pursuing policemen. The first recorded “loop” was performed in 1925 by a sixteen-year-old daredevil named Jimmy “Speed King” Murphy, but most renowned of all was “Shiner” Sheehan, the teenage son of a federal alcohol agent, whose exploits so electrified the Town that he drew round him a group of young acolytes. Membership in their “Speeders Club” was limited to those who could produce newspaper clippings showing they had bested the police.

Ironically, the only drug that has been shown to stimulate violent behavior, through its psychopharmacological effects on brain and behavior, is one that is legal — alcohol. And the most dangerous drug of all, without any close competitors — the drug whose very use is an act of violence, since it kills both those who use it and those whom they expose to it, and kills incomparably more people than are killed in the gang wars precipitated by the illegal drugs — is another legal drug, tobacco. So the net effect of the drug laws has been to outlaw the drugs that prevent violence, legalize the one that causes violence, legalize the other one whose use is an act of violence, precipitate violence over the sale of the illegal (but violence-preventing) drugs, subsidize an illegal drug industry which as a result is powerful enough to destabilize several fragile Third World countries, exacerbate the AIDS epidemic, and so on. Clearly, repealing these laws and providing treatment rather than punishment would be one of the most important and effective steps we could take in the secondary prevention of violence. The RAND Corporation (Caulkins, et al., Mandatory Minimum Drug Sentences, 1997), for example, found that treatment of heavy users of drugs reduced serious crimes against both persons and property ten times as much as conventional law enforcement did, and fifteen times as much as mandatory minimum sentences. And, not surprisingly, treatment was also vastly more effective in reducing cocaine consumption than either conventional law enforcement or mandatory minimum sentences.

The world’s most powerful business tool is also the most misunderstood. The e-factors are all about feelings not figures and feelings rule all buying decisions!

What is it?" "It's a Thermomix." "That crazy cooking-blender thing you were telling me about?" "The very one." I've been coveting this piece of equipment ever since my last trip to Montreal when I found out that nearly every great restaurant there is using them. It is essentially a powerful blender that also heats, so it will cook your soup and then puree it. It can spin slow enough to make risotto or hollandaise, or fast enough to turn whole unpeeled apples into the smoothest most velvety applesauce you've ever tasted. They aren't for sale in stores or online; you have to go through a special independent contractor salesperson, and they don't sell them in the U.S. Also? They are fifteen hundred dollars, an expense that even I couldn't justify for a piece of kitchen equipment. "I thought you can't get them here?" "You can't. He would have had to go through someone in Canada." "Wow. That is pretty amazing." "Yeah.

Since we know people like to do business with people who are most like themselves, consider this: Excellent sales people understand that "matching and mirroring" another person’s body language is a powerful technique and subliminal way to develop trust, build rapport, and make their clients more comfortable and engaging. Subtly mirroring the postures, gestures, and body language of your client inspires a kinship of commonality.

This strategy, together with the partial dismantling of measures to fight poverty, partly explains the continuous rise of inequalities in India. However, some of the rich have become richer for other reasons as well, including the close relationship between the Modi government and industrialists. FROM CRONY CAPITALISM TO COLLUSIVE CAPITALISM While the Modi government is not responsible for the enrichment of Indian tycoons, which began in most cases prior to the BJP victory in 2014, it continued to help them. In Gujarat, the Modi government had apparently granted unwarranted advantages to industrialists, including the sale of land below market prices, dispensations from environmental standards, unjustified tax rebates, interest-free loans, and so on.136 After forming the central government, the NDA government allegedly shielded Indian industrialists from banks to which these men owed billions. Such collusion has contributed to destabilizing a banking system undermined by dubious debts—particularly those held by these big investors, who do not pay back their loans.137 Even if the problem began under the previous government, it has persisted in part owing to collusion between businessmen and the ruling class. The government’s cronies continued to receive huge loans from public-sector banks (whose heads have trouble disobeying the government),138 which they proved unable to pay back. In May 2018, nonperforming assets (NPAs) vested in public banks—in other words, loans for which the borrower had not made payment on either the interest or the principal in at least ninety days—accounted for 12.65 billion dollars, or about 14 percent of their total loans (compared to 12.5 percent in March the previous year139 and only 3 percent in March 2012).140 A small number of borrowers were largely responsible for this evolution, among whom were prominent large industrialists.141 In 2015, in a fifty-seven-page document, Credit Suisse gave a detailed analysis of the astounding level of debt of ten Indian corporations that continued to borrow even though all the red flags had gone up.142 In 2018, 84 percent of the dubious loans were owed by major corporations, and twelve of them accounted for 25 percent of the outstanding NPAs.143 Among them is the group owned by Gautam Adani, a supporter of Prime Minister Narendra Modi since 2002.144 In 2015, the group increased its debt level by 16 percent to acquire a seaport and two power plants. Consequently, its debt soared to 840 billion rupees (11.2 billion USD), compared to only 331 billion rupees (4.41 billion dollars) in 2011.145

Product: •What is the product? •Who is it for? •What does it do? •How does it work? •How do people buy and use it? Benefits: •How does the product help people? •What are its most important benefits? Reader: •Who are you writing for? •How do they live? •What do they want? •What do they feel? •What do they know about the product, or this type of product? •Are they using a similar product already? Aim: •What do you want the reader to do, think or feel as a result of reading this copy? •What situation will they be in when they read it? Format: •Where will the copy be used? (Sales letter, web page, YouTube video, etc) •How long does it need to be? (500 words, 10 pages, 30 seconds, etc) •How should it be structured? (Main title, subtitles, sidebars, pullout quotes, calls to action, etc) •What other types of content might be involved? (Images, diagrams, video, music, etc) Tone: •Should the copy be serious, light-hearted, emotional, energetic, laid-back, etc? Constraints: •Maximum or minimum length •Anything that must be included or left out •Legal issues (regulations on scientific or health claims, prohibited words, trademarks, etc) •How this copy needs to fit in with other copy that’s already been written, or that will be written in the future •Whether the copy will form part of a campaign, so that different ideas along the same lines will be needed in future (see ‘Take it further’ in chapter 9) •Which countries the copy will appear in (whether in English, or translated) •SEO issues (for example, popular search terms that should feature in headings) •Brand or tone of voice guidelines (see ‘Tone of voice guidelines’ in chapter 15) Other background information about: •The product (development history, use cases, technical specifications, distribution, retail, buying processes, buying channels, marketing strategy) •The product’s market position (price point, offers and discounts, customer perceptions, competitors) •The target market (size, history, typical customer profile, marketing personas) •The client (history, current setup, culture, people, values) •The brand (history, positioning, values) Project management points: •Timescales (dates for copy plan, drafts, feedback, final copy, approval) •Who will provide feedback, and how •Who will approve the final copy, and how •How the copy will be delivered (usually a Word document, but not always) These are only suggestions.

Tesla Motors was created to accelerate the advent of sustainable transport. If we clear a path to the creation of compelling electric vehicles, but then lay intellectual property landmines behind us to inhibit others, we are acting in a manner contrary to that goal. Tesla will not initiate patent lawsuits against anyone who, in good faith, wants to use our technology. When I started out with my first company, Zip2, I thought patents were a good thing and worked hard to obtain them. And maybe they were good long ago, but too often these days they serve merely to stifle progress, entrench the positions of giant corporations and enrich those in the legal profession, rather than the actual inventors. After Zip2, when I realized that receiving a patent really just meant that you bought a lottery ticket to a lawsuit, I avoided them whenever possible. At Tesla, however, we felt compelled to create patents out of concern that the big car companies would copy our technology and then use their massive manufacturing, sales and marketing power to overwhelm Tesla. We couldn’t have been more wrong. The unfortunate reality is the opposite: electric car programs (or programs for any vehicle that doesn’t burn hydrocarbons) at the major manufacturers are small to non-existent, constituting an average of far less than 1% of their total vehicle sales. Given that annual new vehicle production is approaching 100 million per year and the global fleet is approximately 2 billion cars, it is impossible for Tesla to build electric cars fast enough to address the carbon crisis. By the same token, it means the market is enormous. Our true competition is not the small trickle of non-Tesla electric cars being produced, but rather the enormous flood of gasoline cars pouring out of the world’s factories every day. We believe that Tesla, other companies making electric cars, and the world would all benefit from a common, rapidly-evolving technology platform. Technology leadership is not defined by patents, which history has repeatedly shown to be small protection indeed against a determined competitor, but rather by the ability of a company to attract and motivate the world’s most talented engineers. We believe that applying the open source philosophy to our patents will strengthen rather than diminish Tesla’s position in this regard.[431]

If you’re reading this, stuck on inbound, it’s your time. Time for outbound action, even mastery, where you become the most

I have always believed that writing advertisements is the second most profitable form of writing. The first, of course, is ransom notes.” Philip Dusenberry

Follow-up Call (Script) Seller: “Hello Mr. Prospect, my name is Tom Freese, and I’m the regional manager for KnowledgeWare in Kansas City. I wanted to contact you about the CASE application development seminar we are hosting at IBM’s Regional Headquarters on August 26. Do you remember receiving the invitation we sent you? (Pause for a response) “Frankly, we are expecting a record turnout—over one hundred people, including development managers from Sprint, Hallmark Cards, Pepsi Co., Yellow Freight, Kansas Power & Light, the Federal Reserve Bank, Northwest Mutual Life, American Family Life, St. Luke’s Hospital, Anheuser-Busch, MasterCard, American Express, Worldspan, and United Airlines, just to name a few. “I wanted to follow up because we haven’t yet received an RSVP from your company, and I wanted to make sure you didn’t get left out.” Granted, this was a highly positioned approach, but it was also 100 percent accurate. I wanted prospects to know that IBM was endorsing this event. I also wanted to let them know that I expected “everyone else” to participate. I accomplished this by rattling off an impressive list of marquee company names that we were “expected” to attend. Most importantly, I wanted to make sure that they didn’t get left out.

One of the main things his research showed was that almost all of the world-class athletes and other peak performers are visualizers. They see it; they feel it; they experience it before they actually do it. They begin with the end in mind. You can do it in every area of your life. Before a performance, a sales presentation, a difficult confrontation, or the daily challenge of meeting a goal, see it clearly, vividly, relentlessly, over and over again. Create an internal “comfort zone.” Then, when you get into the situation, it isn’t foreign. It doesn’t scare you. Your creative, visual right brain is one of your most important assets, both in creating your personal mission statement and in integrating it into your life.

Without needs, there are no solutions; and without solutions, it’s virtually impossible to establish value.

Latent Needs The larger and more significant portion of the market is comprised of prospects who do have needs for your product or service, but haven’t yet recognized those needs. In QBS, we say that these prospects have latent needs. Latent needs are needs that do exist but haven’t yet surfaced as problems or desires. Prospects with latent needs fail to recognize that they are no longer satisfied with the status quo. As an example, suppose you and I were standing beside your car when suddenly we noticed that one of your tires was worn down to the cords. Instantly, you would have a need for new tires. The question is, did you have a need for new tires yesterday? Sure you did. The tread on your tire didn’t wear itself down overnight. But until you actually recognized the existence of a problem, your need for new tires was latent. It existed, although you were not aware of it at the time. This is essentially what happened when Brent called me. I absolutely had a need for septic tank improvement products, but my need was a latent need. Salespeople encounter prospects with latent needs all the time—especially prospects who say things like: “I don’t need life insurance because I’m not planning to die any time soon.” Or, “We don’t have time to evaluate new technology, because we’re too busy putting out fires.” Here’s my personal favorite: “We can’t afford sales training right now, because sales have been slow.

Nothing better illustrates the limits of the consumer model of change in the face of monopolized markets than the extraordinary success of the local, slow-food, organic agriculture movement and its simultaneous failure to make a meaningful dent in the way food is created. About 75% of all Americans try to eat local, organic food, and one survey showed that nearly 90% of people want locally grown food at the grocery store and would consider that as part of their shopping decision. As Stacy Mitchell, who runs the Institute for Local Self-Reliance, points out: 'The local food movement has gone farther than any other [consumer] movement in terms of widespread adoption...' Despite the health food movement's unmitigated success, and the fact that food is where people have the peak amount of leverage - they can buy or not buy, or 'vote with their pocketbook,' three times a day - only 5% of all farms are organic, and only 0.3% of total farm sales are direct-to-consumer sales. Monsanto may be widely reviled, yet Monsanto's power keeps rising. Consumer choice simply cannot get us a to a world where most farmers and farmworkers are treated better.

A business with sales of $10 million that grows at 3 per cent a year - roughly the rate the economy grows - will increase by 34 per cent over a decade, to just over $13 million. What will a business that grows at 30 per cent a year - ten times 3 per cent - grow by in the same time? You might assume is it ten times 34 per cent, which is 340 per cent, and add a bit for the effect of compounding, to take the growth to perhaps 500 per cent. If this were true the sales after ten years would have grown to $50 million. But the correct answer is nearly $138 million. Such is the magic of compound interest, which Albert Einstein called ‘the most powerful force in the universe’.

Russia was not waiting for rapprochement with the United States. They could see that Trump’s chaotic White House was creating numerous financial opportunities worldwide, and they were going to scoop them up. On December 5, 2018, the Middle East and North Africa representative for the Russian state atomic energy company Rosatom went to Riyadh to meet with MBS. Its representative, Alexander Voronkov, said Russia would supply Generation 3+ VVER-1220 reactors for the kingdom, which he said were the most advanced ones Russia offered.26 It’s worth noting here that in 1994 Russia built the first nuclear reactor in Iran, also a VVER model. The reactors in Bushehr nuclear station were to be the same VVER-1220 as those Russia promised to Saudi Arabia.27 Even more interesting, Russian arms exporter Rosobornexport, a sanctioned arms company, sold S-300 air defense systems to Iran to protect Iran’s reactors, and one could imagine this could be part of the package to Saudi Arabia as well.28 The Russians were brilliantly offering regional parity and stability to both Iran and Saudi Arabia if the reactors were bought. It came with a tacit guarantee neither side could attack the other since they would have the same air defense system. On January 22, 2019, the International Atomic Energy Agency (IAEA) delivered a report on what Saudi Arabia needed to do to stay within international norms if it pursued a nuclear power program. Mikhail Chudakov, a former head of Russian nuclear programs and IAEA deputy director, delivered the report that gave the kingdom the green light to move forward.29 The following day, the kingdom received offers from five nations for construction of the project: the United States, Russia, France, South Korea, and China.30 The Saudis originally wanted sixteen reactors but have scaled that back to two as part of a larger effort to diversify its energy grid.31 The “tilt” seems to be toward the Russians, with the Russian IAEA official paving the way and the Rosatom folks working over the royal family. Like their arms sales, the Russians promised a fairly cheap but stable deal that comes with massive long-term costs. But it was Team Trump that started this game, trying to cheat, abuse ethics, and lie its way into potentially gaining billions of Arab sheikdom money under the guise of a major foreign policy initiative. In the end, they got played by Russia, who knew corruption at a master-class level. Trump was a piker. And Russia ate America’s lunch… again.

Can you give us some examples of the intangible benefits being conveyed by a salesperson? Absolutely. Here’s a partial list of some of the things you might bring to the table in a sale: • Integrity • Honesty • Thought leadership • Competence • Confidence • Capability • Responsiveness • Accountability • Follow-through • Comfort level • Humility • Attitude • Vision • Being forthright • Humor • Knowledge • Experience • Expertise • Understanding • Empathy • Caring …just to name a few. Of course, I can keep going. A successful rep is also hardworking, diligent, well prepared, credible, purposeful, professional, relevant, and customer focused, rather than self-serving. Are these intangible benefits important in the strategic sales process? You bet they are! In fact, your ability to convey many of these qualities in a short period of time is likely to be the difference between gaining the customer’s trust or losing the sale. The challenge for sellers is knowing how to convey this much intangible value without trying to personally claim it.

That’s why one of the fundamental concepts I originally introduced as part of Question Based Selling was, “Always positive is not always most productive.” To illustrate, sellers have long been conditioned to ask questions with a positive, even hopeful, tone. Therefore, typical sales questions tend to sound optimistic, like: Mr. Prospect, would next Tuesday work for a conference call? Or: Does your boss like our proposal? Sometimes sellers ask: Are we still in good shape to close this deal by the end of the month? The salesperson in these examples is obviously hoping next Tuesday will work for a conference call, or hoping the boss likes the proposal, and that the deal is still in “good shape” to close by month-end. These positively dispositioned questions do not generate more positive results. In reality, just the opposite occurs. I will talk at length later in the book about the fact that positively dispositioned questions tend to cause customers to withhold, or give less accurate information, which is counterproductive to your selling efforts.

Thus, the play is no longer to try to uncover needs, but to facilitate a conversation where the salesperson raises potential issues and their implications. This facilitation is a proactive means of accomplishing two things. On one hand, your bringing up important issues could absolutely jog the customer’s thinking and cause them to recognize key points that they might not have otherwise factored into their decisions. As well, raising important issues and implications is one of your greatest opportunities to gain credibility with potential buyers, as we will discuss in more depth when we get to the chapters on needs development. The key is preparation. When I train sales teams on-site, they leave with a list of action items that are important in terms of implementing the QBS methodology. The first action item on the list is always the same—to create a repository of decision issues and implications that could impact the customer. Notice I use the word “could,” because we’re not asking salespeople to be clairvoyant. You can’t know what’s important to a customer until you actually talk with them. But, you can absolutely make a list of potential issues and the implications of those issues, as a way to prepare yourself in advance for more productive conversations.

If you want to motivate people, then it’s more important to think about what they want, rather than what you want.

Always Positive Is Not the Most Productive Salespeople have tried numerous ways to address the fact that prospects are motivated differently. One of the most prevalent sales tricks is to try to motivate prospects with “happy gas.” For decades, sellers have been told that attitude is everything, and the more enthusiastic you are, the more excited your prospects will become. You know the drill—flash a big smile and bubble over with energy in an attempt to get prospects excited about your product. Gag me! Especially in this new era of customer skepticism, this fluffy cloud approach to selling is just a facade that causes many salespeople to miss out on some otherwise lucrative opportunities. Even salespeople who are not filled with happy gas still tend to emphasize the positive, pointing out all the wonderful benefits of their product or service, in an attempt to get prospects and customers excited. But as you are about to find out, always positive is not always the most productive approach in Question Based Selling. True professionals are not “always positive.” Instead, they radiate intangible qualities like competence, capability, and expertise by being serious and self-assured. This is very different from the eager salesperson who attempts to communicate value by having a permanent smile plastered on his or her face. Secret #22 Competence, credibility, expertise, and value will outsell over-eagerness every time. I’m not saying that you shouldn’t be proud of your product or excited about a new opportunity. I’m merely suggesting that being super-positive and highly enthusiastic is not the best way to motivate all prospects. And as you’ll see throughout Question Based Selling, being super-positive is not even the best way to motivate most prospects.

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.

Secret #24 While some people run fast toward Gold Medals, many others run even faster from German Shepherds.

The easiest way to describe how to harness the galvanizing power of why is with a tool I call the belief statement. For example, most of Apple’s product launches in recent years feature slick videos with commentary from Apple designers, engineers, and executives. These videos, while camouflaged as beautiful product showcases, are actually packed with statements not about what the products do but about the design thinking behind them: in essence, the tightly held beliefs with which Apple’s design team operates. We believe our users should be at the center of everything we do. We believe that a piece of technology should be as beautiful as it is functional. We believe that making devices thinner and lighter but more powerful requires innovative problem solving. Belief statements like these are so compelling for two reasons. First, the right corporate or organizational beliefs have the ability to resonate with our personal belief systems and feelings, and move us to action. In fact, the 2018 Edelman Earned Brand study revealed that nearly two out of three people are now belief-driven buyers.4 And as we saw in our discussion of buyers’ emotional motivators in chapter 3, this works even if the beliefs stated are aspirational. For example, if my vision for my future self is someone who weighs a few pounds less and is in better physical shape, a well-timed ad from a health club or fancy kitchen blender evangelizing the benefits of a healthy lifestyle may be enough to rapidly convert me. In the case of Apple, the same phenomenon results in mobs of smitten consumers arriving at stores in droves, braving long lines and paying premium prices, as if to say, “Yes! I do believe I should be at the center of everything you do! Technology should be beautiful! Thinner? Lighter? More powerful? Of course! We share the same vision! We’re both cool!” (Although these actual words are rarely spoken aloud.) The second reason belief statements are so compelling is because they help us manifest the conviction and emotion critical to delivering our message in an authentic way.

You bond with customers by talking more about what’s most important to them (their problems), rather than whatever might be most important to you (your solutions).

Turning a prospect’s complacency into an active desire is the real game in professional selling. This is what allows sellers to go after the broader market opportunity—those prospects who have needs but haven’t yet recognized the opportunity to improve their existing condition. It’s what separates top sales performers from the rest of the masses. While it is natural for prospects to find comfort in the status quo, sellers have to realize that potential buyers can’t take advantage of opportunities they don’t know about. This boils the sales function down into a process of mutual discovery, where sellers work together with prospective buyers to uncover problems and opportunities that otherwise wouldn’t have been identified. Have you ever heard a prospect say, “I wish I had known about your production sooner”? Just like you and me, they can only act on the information they have at the time.

Sometimes the best way to communicate something is to explain what happens in the absence of it.

So as a salesperson, you put yourself in a stronger position by positioning the value of your product or service in terms of the positive benefits it provides as well as the problems it solves or prevents.

The tendency to focus on the positive comes long before the customer actually makes a purchase decision. Early in the sales process, for example, when sellers are trying to get to higher levels within the account, a salesperson might say, “Mr. Customer, I would like to get a few minutes with your CFO to show him how cost-effective our products are relative to increasing productivity and maximizing the return on your investment.” Sounds like a mini elevator pitch, doesn’t it? Here’s the reverse. “Mr. Customer, would it make sense to spend a few minutes and bring your CFO up to speed, so he doesn’t have a knee-jerk reaction and torpedo the idea?” In preparation for QBS training events, I always ask for a conference call to customize the material for the intended audience. But I don’t ask for a manager’s time so I can “understand their business and deliver better training.” Although these are positive benefits, they don’t necessarily create a sense of urgency. Therefore, I am more inclined to ask a vice president of sales for time on their calendar, “so we don’t completely miss the boat at the upcoming training event.” Both of these questions refer to benefits that would come from strategizing in advance. But how you ask does make a difference.

Personally, I have learned the hard way that spending most of the time with prospective clients talking about their potential problems is way better than trying to promote myself with accolades about the value of my product or service. Granted, this aforementioned passage is a condensed version of my value proposition for QBS. But it delivers the message. Times are tough in sales, and QBS has ways to solve that. That message resonates with sales management. In the same way, as prospective customers relate to the verbal pictures you paint about challenges they currently face, they will naturally look to you as someone who can help address those issues.

Well, there is chat powerful "monkey-see, monkey-do" aspect of human nature that psychologists often call "social proof." Social proof, imitative consumption triggered by mere sight of consumption, will not only help induce trial of our beverage. It will also bolster perceived rewards from consumption. We will always take this powerful social-proof factor into account as we design advertising and sales promotion and as we forego present profit to enhance present and future consumption. More than with most other products, increased selling power will come from each increase in sales.

You must learn bow to handle rejection. When I repeat that in a seminar, I can feel the physiology in the room change. Is there anything in the human language with more sting than the tiny word “no”? If you’re in sales, what’s the difference between making $100,000 and making $25,000? The main difference is learning how to handle rejection so that this fear no longer stops you from taking action. The best salesmen are those who are rejected the most. They’re the ones who can take any “no” and use it as a prod to go onto the next “yes.

Structured methods for learning Method Uses Useful for Organizational climate and employee satisfaction surveys Learning about culture and morale. Many organizations do such surveys regularly, and a database may already be available. If not, consider setting up a regular survey of employee perceptions. Useful for managers at all levels if the analysis is available specifically for your unit or group. Usefulness depends on the granularity of the collection and analysis. This also assumes the survey instrument is a good one and the data have been collected carefully and analyzed rigorously. Structured sets of interviews with slices of the organization or unit Identifying shared and divergent perceptions of opportunities and problems. You can interview people at the same level in different departments (a horizontal slice) or bore down through multiple levels (a vertical slice). Whichever dimension you choose, ask everybody the same questions, and look for similarities and differences in people’s responses. Most useful for managers leading groups of people from different functional backgrounds. Can be useful at lower levels if the unit is experiencing significant problems. Focus groups Probing issues that preoccupy key groups of employees, such as morale issues among frontline production or service workers. Gathering groups of people who work together also lets you see how they interact and identify who displays leadership. Fostering discussion promotes deeper insight. Most useful for managers of large groups of people who perform a similar function, such as sales managers or plant managers. Can be useful for senior managers as a way of getting quick insights into the perceptions of key employee constituencies. Analysis of critical past decisions Illuminating decision-making patterns and sources of power and influence. Select an important recent decision, and look into how it was made. Who exerted influence at each stage? Talk with the people involved, probe their perceptions, and note what is and is not said. Most useful for higher-level managers of business units or project groups. Process analysis Examining interactions among departments or functions and assessing the efficiency of a process. Select an important process, such as delivery of products to customers or distributors, and assign a cross-functional group to chart the process and identify bottlenecks and problems. Most useful for managers of units or groups in which the work of multiple functional specialties must be integrated. Can be useful for lower-level managers as a way of understanding how their groups fit into larger processes. Plant and market tours Learning firsthand from people close to the product. Plant tours let you meet production personnel informally and listen to their concerns. Meetings with sales and production staff help you assess technical capabilities. Market tours can introduce you to customers, whose comments can reveal problems and opportunities. Most useful for managers of business units. Pilot projects Gaining deep insight into technical capabilities, culture, and politics. Although these insights are not the primary purpose of pilot projects, you can learn a lot from how the organization or group responds to your pilot initiatives. Useful for managers at all levels. The size of the pilot projects and their impact will increase as you rise through the organization.

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

Getting oriented to the business means learning about the company as a whole and not only your specific parts of the business. As you work to understand the organization, it’s worth thinking beyond simply the financials, products, and strategy. Regardless of your position, for example, it’s beneficial to learn about the brands and products you will be supporting, whether or not you’re directly involved in sales and marketing. Focus, too, on understanding the operating model, planning and performance evaluation systems, and talent management systems, because they often powerfully influence how you can most effectively have an impact.

The truth is that the world’s most successful people think differently than others—and think about different things.

Fernando was gone, but his tough-guy philosophy was alive if endangered. “You’ve taken away my powers,” supervisors would complain when they bumped into me in halls. “i can’t even tell if my people are arriving on time.” Or: “How do you expect me to meet this month’s sales goal when I don’t have control anymore?” They would tell me they were confused. They wanted me to explain Semco’s policy. I kept thinking that was what was wrong. There was too much policy at Semco, and not enough thought, judgement, and common sense. But I understood why our managers were scared.

The deal seemed favorable to Tanjong, especially given that its power-sale agreement with the Malaysian state would soon run out, handing the government leverage to achieve a bargain price. Lazard believed the whole deal smelled of political corruption. It was common in Malaysia for the government to award sweetheart deals to companies in return for kickbacks and political financing; that was what Lazard thought was going on, and so it pulled out. With no other choice, Goldman instead became an adviser to 1MDB on the purchase, as well as helping the fund raise the capital. The bank provided a valuation range that justified 1MDB paying $2.7 billion for the plants. Leissner was at his most charming as he tried to cajole members of 1MDB’s board of directors to accept Goldman’s terms for selling the bonds. Sitting opposite the Goldman banker in a room at the fund’s downtown Kuala Lumpur offices, just a few weeks after Leissner’s meeting in Abu Dhabi, some of the board members looked skeptical. Goldman was preparing to launch what it internally dubbed Project Magnolia, a plan to sell $1.75 billion in ten-year bonds for the 1MDB fund. But some board members were alarmed by what Leissner had informed them: Goldman would likely make $190 million from its part in the deal, or 11 percent of the bond’s value. This was an outrageous sum, even more than Goldman had made on the Sarawak transaction the year before, and way above the normal fee of $1 million for such work. The banker defended Goldman’s profit by pointing out that 1MDB would make big returns in a future IPO of the power assets, all without putting down any money of its own. “Look at your number, not at our number,” he said cajolingly.

Agricultural commodity traders, on the other hand, buy from thousands of individual farmers. That makes the traders’ job harder, but it also provides an opportunity: dealing with so many farmers gives the largest traders valuable information. Long before the concept of ‘big data’ became popular, the agricultural traders were putting it to work, aggregating information from thousands of farmers to get a real-time insight into the state of the markets. Each month, when the US Department of Agriculture published its update on the world’s key crops, the agricultural houses’ traders were able to bet on what it would say with near-certainty that they were right. Within most trading houses, there was a group of traders whose sole job was to speculate profitably with the company’s money – they were known as the proprietary, or ‘prop’, traders.

Asylum Records became a power base for David Geffen, with one of the best artist rosters in the business. It became the home label for what was to be known as the California sound. Elliot continued running the management company, most of whose artists recorded on Asylum, whose corporate philosophy was “benevolent protectionism.” The record company was different from other labels and was proud of its noninterference with the private and artistic lives of its artists, who in turn looked to David Geffen and company to insulate and protect them from the shocks and insults of commercially oriented sales and marketing types, aggressive promotion men, and demanding producers. The opening lineup at Asylum included Jackson Browne, the Eagles, and Joni Mitchell, with Linda Ronstadt joining shortly after. In 1974, the legendary Bob Dylan would leave Columbia and release two Top 10 albums with the company before returning to his original label. That didn’t matter to David. Crosby, Stills, Nash, and Young were Atlantic artists and they were doing quite nicely, thank you very much. Besides,

This  assumption close is one of the most powerful

We expect the cybereconomy to evolve through several stages. 1. The most primitive manifestations of the Information Age involve the Net simply as an information medium to facilitate what are otherwise ordinary industrial-era transactions. At this point, the Net is no more than an exotic delivery system for catalogues. Virtual Vineyards, for example, one of the first cybermerchants, simply sells wine from a page on the World Wide Web. Such transactions are not yet directly subversive of the old institutions. They employ industrial currency, and take place within identifiable jurisdictions. These uses of the Internet have little such megapolitical impact. 2. An intermediate stage of Internet commerce will employ information technology in ways that would have been impossible in the industrial era, such as in long-distance accounting or medical diagnosis. More examples of these new applications of advanced computational power are spelled out below. The second stage of Net commerce will still function within the old institutional framework, employing national currencies and submitting to the jurisdiction of nation-states. The merchants who employ the Net for sales will not yet employ it to bank their profits, only to earn revenues. These profits made on Internet transactions will still be subject to taxation. 3. A more advanced stage will mark the transition to true cybercommerce. Not only will transactions occur over the Net, but they will migrate outside the jurisdiction of nation-states. Payment will be rendered in cybercurrency. Profits will be booked in cyberbanks. Investments will be made in cyberbrokerages. Many transactions will not be subject to taxation. At this stage, cybercommerce will begin to have significant megapolitical consequences of the kind we have already outlined. The powers of governments over traditional areas of the economy will be transformed by the new logic of the Net. Extraterritorial regulatory power will collapse. Jurisdictions will devolve. The structure of firms will change, and so will the nature of work and employment.

Privatisation of government-owned enterprises is crucial to the project [neoliberalism]. One of the appealing features of tax cuts for neoliberal governments is that reduced revenue provides them with an excuse to sell state assets to meet the sudden budget shortfalls. The sale of state assets creates more lucrative business opportunities for the corporations that can afford to buy such things as power stations, water treatment plants, telecommunications providers, government banks and airlines. It's something of a windfall for a business to acquire an asset that will always deliver a return so long as citizens still need things like water or power supplied to their homes, a bus to catch from one place to another, or a telephone connection. And - unlike a state-owned asset - a private corporation never has to adjust its services due to democratic prompting from the electorate. Why do power prices keep going up across Australia? Because most of the power supply is now owned and operated by private corporations. They're free to price gouge on the supply of an essential service, because they can't be voted out of office. p.58-9

Privatisation of government-owned enterprises is crucial to the project [neoliberalism]. One of the appealing features of tax cuts for neoliberal governments is that reduced revenue provides them with an excuse to sell state assets to meet the sudden budget shortfalls. The sale of state assets creates more lucrative business opportunities for the corporations that can afford to buy such things as power stations, water treatment plants, telecommunications providers, government banks and airlines. It's something of a windfall for a business to acquire an asset that will always deliver a return so long as citizens still need things like water or power supplied to their homes, a bus to catch from one place to another, or a telephone connection. And - unlike a state-owned asset - a private corporation never has to adjust its services due to democratic prompting from the electorate. Why do power prices keep going up across Australia? Because most of the power supply is now owned and operated by private corporations. They're free to price gouge on the supply of an essential service, because they can't be voted out of office.

Line 4 - Sales (Director) Throughout the Golden Path Program we have gotten to know the 4th line as the great ‘friendmaker’. This gift comes from a truly genuine heart, and an easy warmth with people and community. This is the kind of person that emerges through the Venus Sequence, as those 4th lines release some of their inner restrictions and fears. To have a 4th line Vocation is to be a spokesperson. Such gifts are given to us to serve the whole, and although the 4th line wound may feel reluctant to engage at this level, they do have to overcome the fear that they inherited in their very early years. When we say that the 4th line is the most natural salesperson of all the lines, it does not mean only in business. The open 4th line is always selling their heart. They are here to create more openness, to help others overcome their fears, and to be examples of open-hearted communication. Like the 4th line, the 3rd line can be hugely successful in a business context. However, the role and style of the 4th line is very different. Their role is more like the director of the movie. They have to work closely with people, which involves diplomacy, conviction, and focus. The 4th line knows what the movie should look like, and their one-pointed drive will ensure that everyone else comes into harmony around that direction. The 4th line is comfortable taking control and guiding others to work towards a collective vision or ideal. This is where the notion of sales comes in - the 4th line can diffuse difficulties through the sheer strength and goodwill of its character. The 4th line also has a strong theme of aloneness as a counterbalance to its communal warmth. The inner strength and commitment of these people is rooted in this ability to stand alone and remain committed to one’s ideal, despite the odds. If you have a 4th line Vocation, then you are here to influence humanity. You are here to use your considerable gifts to open people’s hearts. If you happen to be selling a specific idea or product, then at the deepest level it is really an excuse to share your spirit with others. Sometimes you may also be here to deliver a rousing message that shakes people out of their comfort zones, and brings them to a new place inside themselves. Since the 4th line is so good at convincing people about things, it is for a very good reason. When this reason is for a higher purpose, then your whole life moves onto a higher level. There is nothing more powerful or authentic than when one of us stands alone in the world and expresses the love in our heart - whatever creative form that may take.

This type of tax structure also minimises the opportunity for citizens to protest against their government. Direct taxes, in particular income tax, are viewed as the category of tax that gives citizens most proof that they are contributing to the public purse. In Arab countries, the majority of tax receipts are derived from indirect sales and customs taxes hidden in the price … These types of tax typically conceal the direct link between tax payments and funding of the public purse, thus weakening public pressure for accountability. At the same time, income tax revenue is negligible and tax evasion is on the rise, particularly among influential social groups, which, in principle, should shoulder the greatest burden in funding the public purse, if only as fair return for their greater share of power and wealth. Moreover, in Arab countries, the share of direct taxes appears to have dropped over time, as a result of increasing resort to indirect taxes.

add-on to Phoenix, part faux cowboy tourist trap—the West’s Most Western Town—part artist’s colony. Now it sucked up capital, development, and retail sales from the center city like an Electrolux. Yet it never seemed like a happy place. The politics were poison. Every section and street seemed to vie for the power to look down on everybody else. Scottsdale wanted to be Santa Fe or South Beach, but it was neither artistic nor sexy. Nobody would set a cop show in Scottsdale. A golf or plastic surgery show, maybe. I suffered the unending traffic jam south past

Don’t worry, it’ll work out.” Really? How do you know? It’s unbelievable. When your business partners tell you not to worry because “It’ll work out”—it’s not going to work out. You can’t just sit back and wait for life to happen because when you do, unexpected stuff usually happens. You have to be smart. You have to be prepared. You have to go in with your guns loaded and a well-devised plan of attack. I can’t stress this enough. When starting your own business, “winging it” is not an option. Repeat after me: knowledge is power. Why do you think it’s one of the most overused aphorisms out there? Because it’s true! If you are about to make a sales pitch to a customer and you ask your salesperson, “What’s the plan?” and he or she says, “Oh, we’ll wing it,” you’re in trouble. Anytime one of my guys said that, my stomach turned. It drove me nuts. I’d say, “We’ve got to know everything about this prospect. We’ve got to know everything about this company. Do your homework!” The more you know about a customer, a product, a market, or even an employee, the greater advantage you have. And I’m not just talking about business and sales; I’m talking about everything you do in this world. You can’t just wing it through life. You’ll never end up where you want to be if you don’t know where you’re going.

You can express these goals in many ways, but the best way is whatever feels most natural and meaningful to you. The important thing is that you are very specific and precise in identifying them.

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

With World War I over, the decade prior to my birth was universally recognized as the “Roaring Twenties.” Many rejoiced, with mostly young, wealthy people indulging in wine, women and song. Promiscuous sexual behavior and the social use of alcohol became normal to the liberal thinkers who gathered in the bohemian sections of the world’s leading cities. Although political unrest still existed, most people enjoyed the peaceful years that followed the horror of World War I. The United States, however, has always been a more structured, puritanical and religious country. From the time of the Pilgrims, spirituality and moderation has prevailed. In the United States, the concept of abstinence was advanced by the American Temperance Society, also known as the American Society for the Promotion of Temperance. This activist group was established on February 13, 1826, in Boston, Massachusetts, and considered the concept of outlawing alcohol to be progressive. The United States Senate first proposed the Eighteenth Amendment to the Constitution, with the intent of banning the use of alcohol. After passage by the House and Senate, on December 18, 1917, the proposed amendment was submitted to the states for ratification. On January 16, 1919, the Eighteenth Amendment was ratified, with an effective date one year later on January 17, 1920. The Volstead Act, passed on October 28, 1919, specified the details for the enforcement of the Eighteenth Amendment. A total of 1,520 Federal Prohibition agents, having police powers, were assigned to enforce this unpopular law. Many people, ignoring this new law, partied at the many renowned illegal speakeasies, many of which were run by the Mafia. This ban on alcohol proved to be contentious, difficult to enforce, and an infringement on people’s personal rights. Still, due to political pressure, it continued until March 22, 1933, when President Franklin Roosevelt signed an amendment to the Constitution, known as the Cullen-Harrison Act, which allowed for the manufacture and sale of watery 3.2% beer. It took over a decade from its inception before the Eighteenth Amendment was finally repealed on December 5, 1933, when the Twenty-First Amendment to the Constitution was adopted.

Prospects don’t like to say no directly to you. They like to say no by not returning your phone calls or ignoring your emails. So, if you can nudge them into making a final decision face-to-face or on the phone, the decision will most often be yes.

WHAT IS IMPORTANT HERE IS THAT YOU IDENTIFY ONLY THE MOST IMPORTANT THINGS YOU NEED TO DO.

As you grow in your management responsibilities, one of the biggest areas of focus will be talent. Adopting an approach where you are always recruiting is the most powerful way to build a team of “A” players in the shortest time possible.

With these caveats in mind, then, RCTs offer a powerful method of establishing rigorous tests in a complex world. Handled with care, they cut through the ambiguity that can play havoc with our interpretation of feedback. And they are often simple to conduct. Take the example of the redesigned website mentioned earlier. The problem was in establishing whether the change in the design had increased sales, or was caused by something else. But suppose you randomly direct users to either the new or the old design. You could then measure whether they buy more goods from the former or the latter. This would filter out all the other influences such as interest rates, competition, weather and so on, and reveal the hidden counterfactual.

Fear, especially the fear of loss, is one of the most powerful emotional hot buttons you can push in your sales copy. Understanding how certain words link to certain emotions is powerful.

Adopting the brutal, anything-goes techniques of Patterson and Range, and adding a few devious tricks of his own, Watson began the systematic annihilation of Hallwood, its sales, and its customer base.

Patterson had created a sales manual designed to rigidly standardize all pitches and practices, and even mold the thought processes of selling.

Watson embraced many of Patterson’s regimenting techniques as indispensable doctrine for good sales.