Network Marketing Success Quotes

Everything you want in life is a relationship away.

If you are on social media, and you are not learning, not laughing, not being inspired or not networking, then you are using it wrong.

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

5 Ways To Build Your Brand on Social Media: 1 Post content that add value 2 Spread positivity 3 Create steady stream of info 4 Make an impact 5 Be yourself

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

Some people have a lot of time, but no money-- It's because they don't work hard enough. Some people have a lot of money, but no time-- It's because they don't work smart enough. The most successful people have both.

The modern job market is like a game of musical chairs. You need to be the one with a chair when the music stops, or you're out of luck.

interviews showed me that successful people are playing an entirely different game. They don’t flood the job market with résumés, hoping that some employer will grace them with an interview. They network. They email a friend of a friend to make sure their name gets the look it deserves. They have their uncles call old college buddies. They have their school’s career service office set up interviews months in advance on their behalf. They have parents tell them how to dress, what to say, and whom to schmooze. That

Paradoxically, then, network effects businesses must start with especially small markets. Facebook started with just Harvard students—Mark Zuckerberg’s first product was designed to get all his classmates signed up, not to attract all people of Earth. This is why successful network businesses rarely get started by MBA types: the initial markets are so small that they often don’t even appear to be business opportunities at

Success comes to people with leadership skills, a sound vision, enthusiasm, and the willingness to put forth the effort to build an organization and find others who will do the same.

If you succeed in this business, it’s going to be you who creates that success, not me. And, if you fail in this business, it’s going to be you who creates that failure, not me. You are going to be the difference between success or failure. I’m here to guide you every step of the way, but I can’t do it for you. I’m here to work with you, but not for you.

Successful people always have their next goal in mind.   Goals are dreams with deadlines.

Model Successful Behavior Try to avoid reinventing the wheel when you get involved in this profession. The hard work has already been done.

If you have to repeatedly chase after someone when you have a great opportunity, don't bother, if they aren't responsive, they aren't the type of person who'll succeed at it anyway.

The most intelligent or brilliant of us all are not usually the most successful, financially or career wise. A lot depends on the ability of a person to break into circles, meet people, network and interact. A well marketed yam may sell better than a not-so-well marketed Jollof. Do not just stay in the library and read all the books there, lest you become publicly dusty like the books you read. Food for thought!

The truth is, most people spend their lives doing everything within their power to seek success while simultaneously doing everything within their power to avoid failure—a recipe that virtually ensures average performance! Increasing your failure rate is the ultimate strategy for long-term, outstanding performance.

Never underestimate the power of a tweet.

Building a successful network marketing business isn’t just about developing your business. It’s about developing you.

The best revenge is massive success.

Mr. Prospect, you’ve spent 16 years and $120,000 to learn how to be a good employee. Won’t you invest $100 and two months to see if you can be as successful as your own boss?

Remember this law of balance: Increase the number of approaches and decrease the impact of rejection. Susan

Guerrilla networking does not mean meeting people. It means becoming the type of person other people want to meet.

The second reason that deep work is valuable is because the impacts of the digital network revolution cut both ways. If you can create something useful, its reachable audience (e.g., employers or customers) is essentially limitless—which greatly magnifies your reward. On the other hand, if what you’re producing is mediocre, then you’re in trouble, as it’s too easy for your audience to find a better alternative online. Whether you’re a computer programmer, writer, marketer, consultant, or entrepreneur, your situation has become similar to Jung trying to outwit Freud, or Jason Benn trying to hold his own in a hot start-up: To succeed you have to produce the absolute best stuff you’re capable of producing—a task that requires depth.

In order to be successful in the digital space you must produce creative and original content in line with current social and media trends that is innovative enough to have a memorable impact.

Most of the successful innovators and entrepreneurs in this book had one thing in common: they were product people. They cared about, and deeply understood, the engineering and design. They were not primarily marketers or salesmen or financial types; when such folks took over companies, it was often to the detriment of sustained innovation. “When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off,” Jobs said. Larry Page felt the same: “The best leaders are those with the deepest understanding of the engineering and product design.”34 Another lesson of the digital age is as old as Aristotle: “Man is a social animal.” What else could explain CB and ham radios or their successors, such as WhatsApp and Twitter? Almost every digital tool, whether designed for it or not, was commandeered by humans for a social purpose: to create communities, facilitate communication, collaborate on projects, and enable social networking. Even the personal computer, which was originally embraced as a tool for individual creativity, inevitably led to the rise of modems, online services, and eventually Facebook, Flickr, and Foursquare. Machines, by contrast, are not social animals. They don’t join Facebook of their own volition nor seek companionship for its own sake. When Alan Turing asserted that machines would someday behave like humans, his critics countered that they would never be able to show affection or crave intimacy. To indulge Turing, perhaps we could program a machine to feign affection and pretend to seek intimacy, just as humans sometimes do. But Turing, more than almost anyone, would probably know the difference. According to the second part of Aristotle’s quote, the nonsocial nature of computers suggests that they are “either a beast or a god.” Actually, they are neither. Despite all of the proclamations of artificial intelligence engineers and Internet sociologists, digital tools have no personalities, intentions, or desires. They are what we make of them.

If you want to attract, create, and sustain extraordinary levels of success and income, you must first figure out how to become the person that is capable of easily and consistently attracting, creating, and sustaining the extraordinary levels of success and income that you desire.

The key to success in selling/recruiting lies in your ability to go from no to no without losing your enthusiasm. Remember that we are in the people attraction business. So we must keep our level of passion and excitement high as we sort through the prospects because part of what they are buying into is our “music” — our conviction and attitude about what we are a part of. It’s not what you say; it’s how it sounds that is most important. Don’t worry about having the right words … that is secondary.

It Is a Pyramid! “Before I answer your question, is it okay if I ask you a quick question? "When you were getting your formal education at school, if your teachers would have received a small percentage of your earnings for the rest of your life, do you think your formal education would have been better?" The prospect answers, “Of course.” Robert continues, “Well, that is how network marketing works. Your sponsor wants to teach and train you to be as successful as possible, because the only way your sponsor can earn money is by making you successful.” ***

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The reality is that Facebook has been so successful, it’s actually running out of humans on the planet. Ponder the numbers: there are about three billion people on the Internet, where the latter is broadly defined as any sort of networked data, texts, browser, social media, whatever. Of these people, six hundred million are Chinese, and therefore effectively unreachable by Facebook. In Russia, thanks to Vkontakte and other copycat social networks, Facebook’s share of the country’s ninety million Internet users is also small, though it may yet win that fight. That leaves about 2.35 billion people ripe for the Facebook plucking. While Facebook seems ubiquitous to the plugged-in, chattering classes, its usage is not universal among even entrenched Internet users. In the United States, for example, by far the company’s most established and sticky market, only three-quarters of Internet users are actively on FB. That ratio of FB to Internet user is worse in other countries, so even full FB saturation in a given market doesn’t imply total Facebook adoption. Let’s (very) optimistically assume full US-level penetration for any market. Without China and Russia, and taking a 25 percent haircut of people who’ll never join or stay (as is the case in the United States), that leaves around 1.8 billion potential Facebook users globally. That’s it. In the first quarter of 2015, Facebook announced it had 1.44 billion users. Based on its public 2014 numbers, FB is growing at around 13 percent a year, and that pace is slowing. Even assuming it maintains that growth into 2016, that means it’s got one year of user growth left in it, and then that’s it: Facebook has run out of humans on the Internet. The company can solve this by either making more humans (hard even for Facebook), or connecting what humans there are left on the planet. This is why Internet.org exists, a vaguely public-spirited, and somewhat controversial, campaign by Facebook to wire all of India with free Internet, with regions like Brazil and Africa soon to follow. In early 2014 Facebook acquired a British aerospace firm, Ascenta, which specialized in solar-powered unmanned aerial vehicles. Facebook plans on flying a Wi-Fi-enabled air force of such craft over the developing world, giving them Internet. Just picture ultralight carbon-fiber aircraft buzzing over African savannas constantly, while locals check their Facebook feeds as they watch over their herds.

Which meant, if somehow GameStop did start to go up, the people who had shorted the company would begin to feel pressure to buy; the more the stock went up, the heavier that pressure became. As the shorts began to cover, buying shares to return them to their lenders, the stock would rise even higher. In financial parlance, this was something called a 'short squeeze.' It didn't happen often, but when it did, it could be spectacular. Most famously, in 2008, a surprise takeover attempt of the German automaker Volkswagen by rival Porsche drove Volkswagen's stock price up by a factor of 5 — briefly making it the most valuable company in the world — in two quick days of trading, as short selling funds struggled to cover their positions. Similarly, a battle between two hedge fund titans — Bill Ackman, of Pershing Square Capital Management, and Carl Icahn — led to a squeeze involving supplement maker — and alleged pyramid marketer — Herbalife, which cost Ackman a reported $1 billion. And perhaps the first widely reported short squeeze dated back a century, to 1923, when grocery magnate Clarence Saunders successfully decimated short sellers who had targeted his nascent chain of Piggly Wiggly grocery stores.

The story of the Internet's origins departs from the explanations of technical innovation that center on individual inventors or on the pull of markets. Cerf and Kahn were neither captains of industry nor "two guys tinkering in a garage." The Internet was not built in response to popular demand, real or imagined; its subsequent mass appeal had no part in the decisions made in 1973. Rather, the project reflected the command economy of military procurement, where specialized performance is everything and money is no object, and the research ethos of the university, where experimental interest and technical elegance take precedence over commercial application. This was surely an unlikely context for the creation of what would become a popular and profitable service. Perhaps the key to the Internet's later commercial success was that the project internalized the competitive forces of the market by bringing representatives of diverse interest groups together and allowing them to argue through design issues. Ironically, this unconventional approach produced a system that proved to have more appeal for potential "customers"—people building networks—than did the overtly commercial alternatives that appeared soon after.

THE GLOBE | Unlocking the Wealth in Rural Markets Mamta Kapur, Sanjay Dawar, and Vineet R. Ahuja | 151 words In India and other large emerging economies, rural markets hold great promise for boosting corporate earnings. Companies that sell in the countryside, however, face poor infrastructure, widely dispersed customers, and other challenges. To better understand the obstacles and how to overcome them, the authors—researchers with Accenture—conducted extensive surveys and interviews with Indian business leaders in multiple industries. Their three-year study revealed several successful strategies for increasing revenues and profits in rural markets: Start with a good distribution plan. The most effective approaches are multipronged—for example, adding extra layers to existing networks and engaging local partners to create new ones. Mine data to identify prospective customers. Combining site visits, market surveys, and GIS mapping can help companies discover new buyers. Forge tight bonds with channel partners. It pays to spend time and money helping distributors and retailers improve their operations. Create durable ties with customers. Companies can build loyalty by addressing customers’ welfare and winning the trust of community leaders.

businesses that could benefit from the way networks behave, and this approach yielded some notable successes. Richard came from a different slant. For twenty years, he was a ‘strategy consultant’, using economic analysis to help firms become more profitable than their rivals. He ended up co-founding LEK, the fastest-growing ‘strategy boutique’ of the 1980s, with offices in the US, Europe and Asia. He also wrote books on business strategy, and in particular championed the ‘star business’ idea, which stated that the most valuable venture was nearly always a ‘star’, defined as the biggest firm in a high-growth market. In the 1990s and 2000s, Richard successfully invested the money he had made as a management consultant in a series of star ventures. He also read everything available about networks, feeling intuitively that they were another reason for business success, and might also help explain why some people’s careers took off while equally intelligent and qualified people often languished. So, there were good reasons why Greg and Richard might want to write a book together about networks. But the problem with all such ‘formal’ explanations is that they ignore the human events and coincidences that took place before that book could ever see the light of day. The most

There are hundreds of examples of highly functioning commons around the world today. Some have been around for centuries, others have risen in response to economic and environmental crises, and still others have been inspired by the distributive bias of digital networks. From the seed-sharing commons of India to the Potato Park of Peru, indigenous populations have been maintaining their lands and managing biodiversity through a highly articulated set of rules about sharing and preservation. From informal rationing of parking spaces in Boston to Richard Stallman’s General Public License (GPL) for software, new commons are serving to reinstate the value of land and labor, as well as the ability of people to manage them better than markets can. In the 1990s, Elinor Ostrom, the American political scientist most responsible for reviving serious thought about commoning, studied what specifically makes a commons successful. She concluded that a commons must have an evolving set of rules about access and usage and that it must have a way of punishing transgressions. It must also respect the particular character of the resource being managed and the people who have worked with that resource the longest. Managing a fixed supply of minerals is different from managing a replenishing supply of timber. Finally, size and place matter. It’s easier for a town to manage its water supply than for the planet to establish water-sharing rules.78 In short, a commons must be bound by people, place, and rules. Contrary to prevailing wisdom, it’s not an anything-goes race to the bottom. It is simply a recognition of boundaries and limits. It’s pooled, multifaceted investment in pursuit of sustainable production. It is also an affront to the limitless expansion sought by pure capital. If anything, the notion of a commons’ becoming “enclosed” by privatization is a misnomer: privatizing a commons breaks the boundaries that protected its land and labor from pure market forces. For instance, the open-source seed-sharing networks of India promote biodiversity and fertilizer-free practices among farmers who can’t afford Western pesticides.79 They have sustained themselves over many generations by developing and adhering to a complex set of rules about how seed species are preserved, as well as how to mix crops on soil to recycle its nutrients over centuries of growing. Today, they are in battle with corporations claiming patents on these heirloom seeds and indigenous plants. So it’s not the seed commons that have been enclosed by the market at all; rather, the many-generations-old boundaries have been penetrated and dissolved by disingenuously argued free-market principles.

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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

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By collecting data from the vast network of doctors across the globe, they added dozens of new compounds to the arsenal—all proven effective against COVID-19. Dr. Kory told me that he was deeply troubled that the extremely successful efforts by scores of front-line doctors to develop repurposed medicines to treat COVID received no support from any government in the entire world—only hostility—much of it orchestrated by Dr. Fauci and the US health agencies. The large universities that rely on hundreds of millions in annual funding from NIH were also antagonistic. “We didn’t have a single academic institution come up with a single protocol,” said Dr. McCullough. “They didn’t even try. Harvard, Johns Hopkins, Duke, you name it. Not a single medical center set up even a tent to try to treat patients and prevent hospitalization and death. There wasn’t an ounce of original research coming out of America available to fight COVID—other than vaccines.” All of these universities are deeply dependent on billions of dollars that they receive from NIH. As we shall see, these institutions live in terror of offending Anthony Fauci, and that fear paralyzed them in the midst of the pandemic. “Dr. Fauci refused to promote any of these interventions,” says Kory. “It’s not just that he made no effort to find effective off-the-shelf cures—he aggressively suppressed them.” Instead of supporting McCullough’s work, NIH and the other federal regulators began actively censoring information on this range of effective remedies. Doctors who attempted merely to open discussion about the potential benefits of early treatments for COVID found themselves heavily and inexplicably censored. Dr. Fauci worked with Facebook’s Mark Zuckerberg and other social media sites to muzzle discussion of any remedies. FDA sent a letter of warning that N-acetyle-L-cysteine (NAC) cannot be lawfully marketed as a dietary supplement, after decades of free access on health food shelves, and suppressed IV vitamin C, which the Chinese were using with extreme effectiveness.

Are you an influencer? Are you in media? Do you run a conference? A business? A podcast? Are you a mom in the PTA? Are you a teller at the local bank? Are you a volunteer for Sunday school at church? Are you a high school student? Are you a grandma of seven? Great! I need you. We need you! We need you to live into your purpose. We need you to create and inspire and build and dream. We need you to blaze a trail and then turn around and light the way with your magic so other women can follow behind you. We need you to believe in the idea that every kind of woman deserves a chance to be who she was meant to be, and she may never realize it if you—yes, you—don’t speak that truth into her life. You’ll be able to do that if you first practice the idea of being made for more in your own life. After all, if you don’t see it, how do you know you can be it? If women in your community or your network marketing group or your Zumba class don’t ever see an example of a confident woman, how will they find the courage to be confident? If our daughters don’t see a daily practice of us feeling not only comfortable but truly fulfilled by the choice to be utterly ourselves, how will they learn that behavior? Pursuing your goals for yourself is so important, and I’d argue that it’s an essential factor in living a happy and fulfilled existence—but it’s not enough simply to give you permission to make your dream manifest. I want to challenge you to love the pursuit and openly celebrate who you become along the journey. When your light shines brighter, others won’t be harmed by the glare; they’ll be encouraged to become a more luminescent version of themselves. That’s what leadership looks like. Leaders are encouraging. Leaders share information. Leaders hold up a light to show you the way. Leaders hold your hand when it gets hard. True leaders are just as excited for your success as they are for their own, because they know that when one of us does well, all of us come up. When one of us succeeds, all of us succeed. You’ll be able to lead other women to that place if you truly believe that every woman is worthy and called to something sacred.

CONGRUENCE Have you ever felt stuck? Maybe you haven’t recruited anyone in a while, and you just can’t seem to break the streak of no success. This causes you to not feel like picking up the phone and getting any more rejection. You don’t feel like talking about the business that day, so you don’t. Can you relate? This is critical for you to always remember. You cannot avoid rejection. Ninety percent of people are always going to tell you that your business is not for them. You have to go through the no’s to get to the yeses. There is no other way around it. You may not like making calls and accepting no’s, but you will like the results and income you will get by doing it consistently enough. Bank on it. So here’s what happens to everyone, myself included. You have a bad day, where everyone says no. You wake up the next day and you just cannot get yourself to make some calls. The whole day goes by and you did nothing to grow your business. The next day, you have a nagging little feeling of guilt about doing nothing the day before, so you start to internalize it. You question whether you know what you are doing. Does the business work? Is it worth the effort? You know the answer is yes, so you don’t quit — but you also do no activity. The next day, that little guilt feeling has mushroomed even bigger. And as time goes on, the guilt turns into self-loathing. You get down on yourself for not performing like you know you could and should. You begin to beat yourself up and even compare yourself to others. Sadly, this can become a downward spiral that is self-inflicted and hard to break out of. Without being wise enough to seek direct help from an upline expert, some people never recover. Instead of fixing their mindset and bringing their goals and the actions back into alignment — getting congruent — they quit the business. These are the blamers who walk the Earth claiming the business didn’t work. No! They stopped working! Don’t be a blamer. Be congruent. Make your activity match up with your WHY in the business. Pick up the phone and snap back into action. Don’t allow yourself to be depressed, because it is a form of depression. Your upline can help you snap out of it. How

Success comes with an inevitable problem: market saturation. New products initially grow just by adding more customers—to grow a network, add more nodes. Eventually this stops working because nearly everyone in the target market has joined the network, and there are not enough potential customers left. From here, the focus has to shift from adding new customers to layering on more services and revenue opportunities with existing ones. eBay had this problem in its early years, and had to figure its way out. My colleague at a16z, Jeff Jordan, experienced this himself, and would often write and speak about his first month as the general manager of eBay’s US business. It was in 2000, and for the first time ever, eBay’s US business failed to grow on a month-over-month basis. This was critical for eBay because nearly all the revenue and profit for the company came from the US unit—without growth in the United States, the entire business would stagnate. Something had to be done quickly. It’s tempting to just optimize the core business. After all, increasing a big revenue base even a little bit often looks more appealing than starting at zero. Bolder bets are risky. Yet because of the dynamics of market saturation, a product’s growth tends to slow down and not speed up. There’s no way around maintaining a high growth rate besides continuing to innovate. Jeff shared what the team did to find the next phase of growth for the company: eBay.com at the time enabled the community to buy and sell solely through online auctions. But auctions intimidated many prospective users who expressed preference for the ease and simplicity of fixed price formats. Interestingly, our research suggested that our online auction users were biased towards men, who relished the competitive aspect of the auction. So the first major innovation we pursued was to implement the (revolutionary!) concept of offering items for a fixed price on ebay.com, which we termed “buy-it-now.” Buy-it-now was surprisingly controversial to many in both the eBay community and in eBay headquarters. But we swallowed hard, took the risk and launched the feature . . . and it paid off big. These days, the buy-it-now format represents over $40 billion of annual Gross Merchandise Volume for eBay, 62% of their total.65

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Network marketing is needed in every business, no matter how many different names you give. Ultimately, good business only happens when all things are balanced.

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

Leaders’ Tip As a Leader, you should be making a welcome phone call to every new distributor in your team, and encourage all others in the sponsorship line to do the same to each new person. There are so many benefits to this: – a different voice who they can create synergy and rapport with; – tips and advice; – helps the new person feel a sense of belonging and part of something special; – makes them realise there’s plenty of support and a totally different working environment to anything they’ve experienced before. I think this approach increases retention considerably and it is something I have used and taught regularly in my business and when speaking abroad.

Getting visitors to your networking events Experience taught me that working hard to find visitors for the group was also very good for building up goodwill within the group. Whether it was calling or texting local business owners, speaking to people I came into contact with during the course of my week, or watching local Facebook groups and reaching out to people who were running small businesses, I found that putting this extra effort in really did increase my influence in the group. Naturally, if the person saw value in joining the group, they would be grateful to you for the

You need to build a brand as someone who is believable, approachable, trustworthy, honourable and well-valued within the chapter. Strive to become the best connector in the room, unconditionally. See who you can refer as often as you can. During my most active networking days, I would ask the customers

Authenticity is the heart of the success of each digital personal brand.

To achieve meaningful success—to be considered successful by virtually any standard—you must be willing to fail. There are no exceptions to this rule.

This is why successful network businesses rarely get started by MBA types: the initial markets are so small that they often don’t even appear to be business opportunities at all.

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My friend Bangaly Kaba, formerly head of growth at Instagram, called this idea the theory of “Adjacent Users.” He describes his experience at Instagram, which several years post-launch was growing fast but not at rocketship speed: When I joined Instagram in 2016, the product had over 400 million users, but the growth rate had slowed. We were growing linearly, not exponentially. For many products, that would be viewed as an amazing success, but for a viral social product like Instagram, linear growth doesn’t cut it. Over the next 3 years, the growth team and I discovered why Instagram had slowed, developed a methodology to diagnose our issues, and solved a series of problems that reignited growth and helped us get to over a billion users by the time I left. Our success was anchored on what I now call The Adjacent User Theory. The Adjacent Users are aware of a product and possibly tried using it, but are not able to successfully become an engaged user. This is typically because the current product positioning or experience has too many barriers to adoption for them. While Instagram had product-market fit for 400+ million people, we discovered new groups of billions of users who didn’t quite understand Instagram and how it fit into their lives.67 In my conversations with Bangaly on this topic, he described his approach as a systematic evaluation of the network of networks that constituted Instagram. Rather than focusing on the core network of Power Users—the loud and vocal minority that often drive product decisions—instead the approach was to constantly figure out the adjacent set of users whose experience was subpar. There might be multiple sets of nonfunctional adjacent networks at any given time, and it might require different approaches to fix each one. For some networks, it might be the features of the product, like Instagram not having great support for low-end Android apps. Or it might be because of the quality of their networks—if the right content creators or celebrities hadn’t yet arrived. You fix the experience for these users, then ask yourself again, who are the adjacent users? Then repeat. Bangaly describes this approach: When I started at Instagram, the Adjacent User was women 35–45 years old in the US who had a Facebook account but didn’t see the value of Instagram. By the time I left Instagram, the Adjacent User was women in Jakarta, on an older 3G Android phone with a prepaid mobile plan. There were probably 8 different types of Adjacent Users that we solved for in-between those two points. To solve for the needs of the Adjacent User, the Instagram team had to be nimble, focusing first on pulling the audience of US women from the Facebook network. This required the team to build algorithmic recommendations that utilized Facebook profiles and connections, so that Instagram could surface friends and family on the platform—not just influencers. Later on, targeting users in Jakarta and in other developing countries might involve completely different approaches—refining apps for low-end Android phones with low data connections. As the Adjacent User changes, the strategy has to change as well.

The Moat is the final phase of the Cold Start Theory. The earliest chapters of the book focus on starting from zero, then on scaling, and eventually the incumbent establishes its monopoly on its industry. The moat is about a successful network that defends its turf, using network effects in a perpetual battle against smaller networks trying to enter the market.

Each of these examples, naturally, was able to leverage multiple network effects on its upward trajectory. Each of these companies did this in crowded markets in the face of successful incumbents—who also possessed various forms of network effects—and still established themselves. By picking the right entry points, these new startups were spring-loaded to quickly reach an atomic network quickly, and then scale up with multiple network effects.

Anti-Network Effects Hit the Google+ Launch A charismatic executive from one of the most powerful technology companies in the world introduces a new product at a conference. This time, it’s June 2011 at the Web 2.0 Summit, where Google vice president Vic Gundotra describes the future of social networking and launches Google+. This was Google’s ambitious strategy to counteract Facebook, which was nearing their IPO. To give their new networked product a leg up, as many companies do, it led with aggressive upsells from their core product. The Google.com homepage linked to Google+, and they also integrated it widely within YouTube, Photos, and the rest of the product ecosystem. This generated huge initial numbers—within months, the company announced it had signed up more than 90 million users. While this might superficially look like a large user base, it actually consisted of many weak networks that weren’t engaged, because most new users showed up and tried out the product as they read about it in the press, rather than hearing from their friends. The high churn in the product was covered up by the incredible fire hose of traffic that the rest of Google’s network generated. Even though it wasn’t working, the numbers kept going up. When unengaged users interact with a networked product that hasn’t yet gelled into a stable, atomic network, then they don’t end up pulling other users into the product. In a Wall Street Journal article by Amir Efrati, Google+ was described as a ghost town even while the executives touted large top-line numbers: To hear Google Inc. Chief Executive Larry Page tell it, Google+ has become a robust competitor in the social networking space, with 90 million users registering since its June launch. But those numbers mask what’s really going on at Google+. It turns out Google+ is a virtual ghost town compared with the site of rival Facebook Inc., which is preparing for a massive initial public offering. New data from research firm comScore Inc. shows that Google+ users are signing up—but then not doing much there. Visitors using personal computers spent an average of about three minutes a month on Google+ between September and January, versus six to seven hours on Facebook each month over the same period, according to comScore, which didn’t have data on mobile usage.86 The fate of Google+ was sealed in their go-to-market strategy. By launching big rather than focusing on small, atomic networks that could grow on their own, the teams fell victim to big vanity metrics. At its peak, Google+ claimed to have 300 million active users—by the top-line metrics, it was on its way to success. But network effects rely on the quality of the growth and not just its quantity

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successful platforms begin with a single core interaction that consistently generates high value for users.

It might have been easy to think they should just double down on their marketing spend, but instead the team looked toward amplifying the network effects that engaged its streamers. Leveraging network effects for customer acquisition is the norm for the more successful products on the planet. Many of them have more than a billion active users, and as you might imagine, it’s simply not tenable to buy this scale of users through paid marketing.

Research on launching new businesses and products shows that—at best—the so-called first-mover advantage is a dangerous half-truth. When markets are treacherous and uncertainty is high, first movers often flounder because consumers aren’t ready for their ideas or are put off by crummy early offerings. Companies that launch their products or services later end up as winners, in part, because they learn from the fatal missteps of eager early movers. Amazon was not the first online bookstore; the defunct Books.com and Interloc were among the earlier entrants. Netscape, the first commercially successful Web browser, was launched years before Google. Myspace was a successful social networking service before Facebook. Couchsurfing was founded before Airbnb. Being first is risky when smart fast followers can learn from your troubles and pass you

Also, never forget … Bad unicorns make you stronger. More importantly, they always make for funny stories.

Your efforts will be blessed. Efforts cannot be blessed if there was no effort. So give it all you’ve got.

Tell me this. When things were working, what were you doing differently?

realize the higher the level, the bigger the devil. So, I face challenges.

So, in all you do, remember that God blesses your efforts. You just have to give him something to bless.

Leadership 101: When you do for someone what they can do on their own, you take away their self-esteem.

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Knowing What Your Job Is We are trained to believe our “job” is the set of tasks we accomplish for an employer in return for money. That’s how I saw it until a CEO shared with me his approach to business. He viewed his career as a non-stop search for a better job and because of that changed jobs and companies often. Apparently it worked because he was the head of a company when I met him. Usual Frame: Your job is what your boss tells you it is. Reframe: Your job is to get a better job. Don’t confuse your job with the work your employer wants you to do. The boss might want you to process all the pending orders by quitting time, but your job is to get a better job. Everything else you do should service that reframe. If it doesn’t help you leave the job you are in and upgrade, it might not be worth doing. But don’t worry that this line of thinking feels sociopathic—doing a good job on your assigned duties is one way to look good for promotions.  The reframe reminds us to be in continuous job-search mode, including on the first day of work at a new job. If that sounds unethical, consider that your employer would drop you in a second if the business required it. In a free market, you can do almost anything that is normal and legal. Changing jobs—for any reason you want—is normal. Your employer’s job is to take care of the shareholders. It’s your job to take care of you. That doesn’t always mean acting selfishly. If being generous with your time and energy seems as if it will have the better long-term payoff, do that. Your employer might want to frame employees as “a family,” which is common, but that’s to divert you from the fact that they can fire you at will. They don’t want you to know you have the same power to fire them. Part of the job of leadership is convincing you that what is good for the leader is good for you. Sometimes that is the case but keep your priorities clear. You are number one. When I recommend being selfish in the job market, I expect you to know that approach works best when dealing with a big corporation. A small business might require a more generous approach. When your workplace reframe is that your job is to get a better job, that helps you make decisions that work in your favor. For example, if you’re offered a choice of two different projects at work, pick the one that teaches you a valuable skill, lets you show off what you can do, or lets you network with people who can help you later. Don’t make the mistake of picking the project that has the most value to the company if doing so has the least value to you. Sometimes your best career move is to do exactly what your boss asks, especially if it’s critical to the company. You’ll know those situations when you see them. Don’t lose sight of your mission: Get a better job. Boredom

One way to make yourself less vulnerable to copycats is to build a moat around your business. How Can I Build a Moat? As you scale your company, you need to think about how to proactively defend against competition. The more success you have, the more your competitors will grab their battering ram and start storming the castle. In medieval times, you’d dig a moat to keep enemy armies from getting anywhere near your castle. In business, you think about your economic moat. The idea of an economic moat was popularized by the business magnate and investor Warren Buffett. It refers to a company’s distinct advantage over its competitors, which allows it to protect its market share and profitability. This is hugely important in a competitive space because it’s easy to become commoditized if you don’t have some type of differentiation. In SaaS, I’ve seen four types of moats. Integrations (Network Effect) Network effect is when the value of a product or service increases because of the number of users in the network. A network of one telephone isn’t useful. Add a second telephone, and you can call each other. But add a hundred telephones, and the network is suddenly quite valuable. Network effects are fantastic moats. Think about eBay or Craigs-list, which have huge amounts of sellers and buyers already on their platforms. It’s difficult to compete with them because everyone’s already there. In SaaS—particularly in bootstrapped SaaS companies—the network effect moat comes not from users, but integrations. Zapier is the prototypical example of this. It’s a juggernaut, and not only because it’s integrated with over 3,000 apps. It has widened its moat with nonpublic API integrations, meaning that if you want to compete with it, you have to go to that other company and get their internal development team to build an API for you. That’s a huge hill to climb if you want to launch a Zapier competitor. Every integration a customer activates in your product, especially if it puts more of their data into your database, is another reason for them not to switch to a competitor. A Strong Brand When we talk about your brand, we’re not talking about your color scheme or logo. Your brand is your reputation—it’s what people say about your company when you’re not around.

It was pretty clear that there was some mysterious force at work, and I had just tapped into it for the first time. I had always thought that when you need a job, you look online for job postings. And then you submit a dozen résumés. And then you hope that someone calls you back. If you’re lucky, maybe a friend puts your résumé at the top of the pile. If you’re qualified for a very high-demand profession, like accounting, maybe the job search comes a bit easier. But the rules are basically the same. The problem is, virtually everyone who plays by those rules fails. That week of interviews showed me that successful people are playing an entirely different game. They don’t flood the job market with résumés, hoping that some employer will grace them with an interview. They network. They email a friend of a friend to make sure their name gets the look it deserves. They have their uncles call old college buddies. They have their school’s career service office set up interviews months in advance on their behalf. They have parents tell them how to dress, what to say, and whom to schmooze.

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This is why successful network businesses rarely get started by MBA types: the initial markets are so small that they often don’t even appear to be business opportunities at all.

One of the keys to achieving a goal is to share it with someone, so I recommend an accountability partner. Choose your spouse, sponsor, or someone in your company who’s committed to remaining positive, who’s collaborative, and who’s working toward something similar as you! Set a weekly talk time to inspire one another, share best practices, and celebrate successes! Social integration is powerful. Processing with positive people allows you to discuss and apply what you’re learning! Get an accountability partner right away and start goal setting today! Track your activity daily.

Willpower comes from the conscious mind, the weakest part of our brain. This

Success in this industry is not in finding the right person, but in becoming the right person.” mlmtalkies.com

And, thanks to the network of contacts I’d built up before going out on my own, I quickly achieved that level of business success. So

UNITED GHANA AGENDA Bill Gate assisted in discovering Microsoft a window that connects the world to an interactive SocialMedia Networking to sell,market and trade their uniqueness to the world for profits . Though MicroHard has being discovered,it seems Micro-Hard still plays same technological duties,Chief-Icons has discovered the Micro - Tough(trademark from Micro-Hard) Micro-Tough(M-H) will connect the world both offline and online on a unified interactive SocialMedia Networking to live in complete peace and unity with each other to make even huger profits and be granted the complete comfort to live ,enjoy and be Happy . Business Friendship when applied to our daily lives will reborn TRUST for greater things. United Ghana(Roadmap to Successful Globalization) is target but beyond the skies is the limit . Written and Endorsed, Icons-Gates Network, Chief-Icons

the DeVos clan of Michigan. The family, whose members became stalwarts in the Kochs’ donor network, had made a multibillion-dollar fortune from a remarkable American business success, the Amway direct-marketing empire.

*THE COMMONS, which are creative - so unleash their potential* The commons are shareable resources of society or nature that people choose to use and govern through self-organising, instead of relying on the state or market for doing so. Think of how a village community might manage its only freshwater well and its nearby forest, or how Internet users worldwide collaboratively curate Wikipedia. Natural commons have traditionally emerged in communities seeking to steward Earth's 'common pool' resources, such as grazing land, fisheries, watersheds and forests. Cultural commons serve to keep alive a community's language, heritage and rituals, myths and music, traditional knowledge and practice. And the fast-growing digital commons are stewarded collaboratively online, co-creating open-source software, social networks, information and knowledge. ...In the 1970s, the little-known political scientist Elinor Ostrom started seeking out real-life examples of natural commons to find out what made them work - and she went on to win a Nobel-Memorial prize for what she discovered. Rather than being left 'open access', those successful commons were governed by clearly defined communities with collectively agreed rules and punitive sanctions for those who broke them...she realised, the commons can turn out to be a triumph, outperforming both state and market in sustainably stewarding and equitably harvesting Earth's resources... The triumph of the commons is certainly evident in the digital commons, which are fast turning into one of the most dynamic areas of the global economy. (p.82-3)

Conventional economics is the dominant intellectual rationalization of today’s world order. As we’ve overextended the growth phase of our global adaptive cycle, this rationalization has become relentlessly more complex and rigid and progressively less tenable. Breakdown will, all at once, discredit this rationalization and create intellectual space for new ideas to flourish. But this space will be brutally competitive. We can boost the chances that humane alternatives will thrive by working them out in detail and disseminating them as widely as possible beforehand.89 Advance planning means we need to develop a wide range of scenarios and experiment with technologies, organizations, and ideas. We’ll do better at these tasks, and we’ll also do better in the confusing aftermath of breakdown, if we use a decentralized approach to solving our problems, because traditional centralized and top-down approaches aren’t nimble enough, and they stifle creativity. Scientists have found that complex systems that are highly adaptive—like markets and even the immune system of mammals—tend to share certain characteristics. First of all, the individual elements that make up the systems—such as companies in a market economy or T-cells and macrophages in an immune system—are extraordinarily diverse. Second, the power to make decisions and solve problems isn’t centralized in one place or thing; instead, it’s distributed across the system’s elements. The elements are then linked in a loose network that allows them to exchange information about what works and what doesn’t. Often in a market economy, for example, several companies will be working at the same time to solve different parts of a shared problem, and important information about solutions will flow between them. Third and finally, highly adaptive systems are unstable enough to create unexpected innovations but orderly enough to learn from their failures and successes. Systems with these three characteristics stimulate constant experimentation, and they generate a variety of problem-solving strategies.90 We

Shapiro’s and others’ research in industrial organizations influenced the Department of Justice’s efforts to write antitrust policies for networked markets, and they created a new language, too. Terms like compatibility, dynamics, and openness began appearing in articles. And successes in digital media businesses have necessitated more-recent changes in language. Product quality and creative marketing have given way to terms like networks, communities, and conversation. The language for success in media, as in technology, is less and less about content and more and more about connections.

Network marketing not about finding great people, it’s about becoming a great person. To be successful just keep asking yourself .Would you want to be sponsored by yourself

Let’s look at the case of Opsware. Why did I sell Opsware? Another good question is why didn’t I sell Opsware until I did? At Opsware, we started in the server automation market. When we received our first inquiries and offers for the server automation company, we had fewer than fifty customers. I believed that there were at least ten thousand target customers and that we had a decent shot at being number one. In addition, although I knew the market would be redefined, I thought that we could expand to networks and storage (data center automation) faster than the competition and win that market as well. Therefore, assuming 30 percent market share, somebody would have had to pay sixty times what we were worth in forward credit to buy out our potential. You won’t be surprised to find that nobody was willing to pay that. Once we grew to several hundred customers and expanded into data center automation, we were still number one and were more valuable stand-alone than any of the prior acquisition offers. At that point both Opsware and our main competitor, BladeLogic, had developed into full-fledged companies (worldwide sales forces, built-out professional services, etc.). This was significant, because it meant that a large company could buy one of us and potentially execute successfully (big enterprise companies can’t generally succeed with small acquisitions, because too much of the important intellectual property is the sales methodology, and big companies can’t build that).

AlphaPoint Completes Blockchain Trial Together with Scotiabank AlphaPoint, a fintech company, devoted to blockchain technological innovation, has accomplished a successful proof technology together with Scotiabank, a major international bank based in Barcelone, Canada. From the trial, Scotiabank sought to learn and examine how the AlphaPoint Distributed Journal Platform could be leveraged inside across a selection of use situations. When questioned if AlphaPoint and Scotiabank intended to further build this job, Igor Telyatnikov, president and also COO regarding AlphaPoint, advised Bitcoin Journal that he was not able to comment especially on the subsequent steps in the particular Scotiabank-AlphaPoint effort. He performed, however, suggest that AlphaPoint is about to reveal several additional media shortly. “We have a couple of other significant announcements that is to be announced inside the coming calendar month, including a generation launch using a systemically crucial financial institution, ” said Telyatnikov. “2017 will be shaping around be an unbelievable year for that distributed journal technology market as a whole and then for AlphaPoint also. ” Within the multi-month venture, trade studies were published upon deployment of the AlphaPoint Distributed Journal Platform, which usually ran concurrently on Microsoft’s Azure impair and AlphaPoint hardware. Inside real-time, typically the blockchain community converted FIXML messages to be able to smart deals and produced an immutable “single truth” across the complete network. The particular Financial Details eXchange (FIX) is a sector protocol used for communicating stock options information inside specific digital messages. Including information about getting rates, market info and buy and sell orders. Using trillions involving dollars bought and sold annually around the Nasdaq only, financial providers entities are usually investing seriously in maximizing electronic buying and selling to increase their particular speed monetary markets and decrease costs. Blockchain technology may help them help save $8-12 million per annum, which includes savings up to 70 percent throughout reporting, 50 % in post-trade and 50 % in consent, according to a report by Accenture and McLagan.

Reddit is a highly popular link-sharing community that circulates vast amounts of Internet content. When it first launched, the site was seeded with fake profiles posting links to the kind of content the founders wanted to see on the site over time. It worked. The initial content attracted people who were interested in similar content and created a culture of high-quality contributions to the community. Over time, its members have learned to rely on one another for guidance as to what’s worth scrutinizing and what is not. (The success of Reddit’s launch and expansion have not shielded it from controversy, of course, as the 2015 battles over allegedly racist and bigoted content on the site made clear.) Similarly, when Quora first started, the editors would ask questions and then answer the questions themselves, to simulate activity on the platform. Once users started asking questions, editors continued to answer them, thereby demonstrating how the platform was intended to work. Eventually, users themselves took over the process, and the “pump-priming” by Quora personnel could cease.

As we’ll discuss in more detail in chapter 6, a platform’s ability to monetize the value of the exchanges it facilitates is directly related to the types of currency exchange it can capture and internalize. A platform that can internalize the flow of money may be well placed to charge a transaction cut—for example, the fee of 10 percent of the sale price typically charged by eBay after a successful auction. A platform that can capture only attention may monetize its business by collecting payments from a third party that considers the attention valuable—for example, an advertiser willing to pay Facebook for “eyeballs” attracted by posts related to a particular topic. The platform’s goal, then, is to bring together producers and consumers and enable them to engage in these three forms of exchange: of information, of goods or services, and of currency. The platform provides an infrastructure that participants plug in to, which provides tools and rules to make exchanges easy and mutually rewarding.

Match. A successful platform creates efficiencies by matching the right users with one another and ensuring that the most relevant goods and services are exchanged. It accomplishes this by using data about producers, consumers, the value units created, and the goods and services to be exchanged. The more data the platform has to work with—and the better designed the algorithms used to collect, organize, sort, parse, and interpret the data—the more accurate the filters, the more relevant and useful the information exchanged, and the more rewarding the ultimate match between producer and consumer.

In a 2006 article in Management Science, Alan MacCormack and Carliss Baldwin document an example of a product that successfully evolved from an integral to a modular architecture.21 When the software was put into the public domain as open source, the commercial firm that owned the copyright invested significant resources to make the transition. This was critical because the software could not have been maintained by distributed teams of volunteer developers if it had not been broken into smaller subsystems.

To define success or failure for a platform, and to identify how to improve it, there are three main metrics: liquidity, matching quality, and trust.

It’s important to distinguish network effects from other familiar market-building tools, such as price effects and brand effects. Misunderstanding of these distinctions is a source of the current confusion over how to value platform business models, and contributed to the dot-com boom and bust of 1997–2000. During the dot-com boom, investors in startups like eToys, Webvan, and FreePC regarded market share as practically the only significant metric of business success. Captivated by slogans like “Get big fast” and “Get large or get lost,” they urged companies to spend lavishly to lure customers in hopes of achieving an insurmountable market share advantage. The companies responded: for example, via discounting and couponing, they created price effects.

Curious about what separated the successful companies from those that failed, we examined dozens of cases and found that the failures mostly relied on price or brand effects. By contrast, the successes hit on an idea that really worked—driving traffic from one user group in order to drive profits from another user group. We described our findings in a paper that analyzed the mathematics of two-sided network effects.10 Today, such successful platform businesses as eBay, Uber, Airbnb, Upwork, PayPal, and Google exhibit this model extensively.11

Other factors strengthen or weaken a platform’s ability to pull users. One is the value of the currency available for exchange on the platform. As we’ve discussed, some platform exchanges are paid for in intangible forms of currency: attention, popularity, influence, and so on. Thus, one form of network effect is the increased attractiveness of the currency available on a platform that is growing in size. Because Twitter has achieved such an enormous user base, a successful tweet is likely to attract far more currency in the form of attention than the same message disseminated on some other platform. So Twitter’s huge size enlarges its pull, encouraging still more participant activity and making a competitive challenge to the platform increasingly unlikely.

Amazon Web Services (AWS), the most successful platform for providing cloud-based information storage and management, focuses on optimizing a handful of basic operations, including data storage, computation, and messaging.13 Other services, which are used by just a fraction of AWS customers, are restricted to the periphery of the platform and provided through purpose-built apps.

But the most significant mistake BranchOut made appears to have been focusing on—and measuring—the wrong things. Flush with investment capital and riding an incredible upsurge in “active user” enrollments, during those fateful months in the middle of 2012, BranchOut kept directing its efforts to boosting membership numbers. It incentivized users to invite as many friends as possible, and made it easy for Facebook members to invite everyone in their network to join BranchOut. As hundreds of millions of invitations flooded cyberspace, BranchOut’s enrollment figures skyrocketed.4 Having a person’s name and email address on a membership list doesn’t promise success for a platform. What matters is activity—the number of satisfying interactions that platform users experience. If BranchOut had tracked the activity numbers as diligently as it tracked membership, it might have realized that its millions of members weren’t finding much value in the service—which led, of course, to plummeting membership rolls.

platform metrics need to measure the rate of interaction success and the factors that contribute to it. Platforms exist to facilitate positive interactions among users—particularly between producers and consumers of value.

firms in the startup phase must track the growth of their most important asset: active producers and consumers who are participating in a large volume of successful interactions. These users and the interactions they engage in are the key to generating the positive network effects that will ultimately make the platform successful.

An almost equally important payoff of open source is its utility as a way to propagate open standards and build markets around them. The dramatic growth of the Internet owes much to the fact that nobody owns TCP/IP; nobody has a proprietary lock on the core Internet protocols. The network effects behind TCP/IP’s and Linux’s success are fairly clear and reduce ultimately to issues of trust and symmetry — potential parties to a shared infrastructure can rationally trust it more if they can see how it works all the way down, and will prefer an infrastructure in which all parties have symmetrical rights to one in which a single party is in a privileged position to extract rents or exert control. It is not, however, actually necessary to assume network effects in order for symmetry issues to be important to software consumers. No software consumer will rationally choose to lock itself

Yochai Benkler says that while an inordinate amount of attention is being placed on free software, it is in fact only one example of a much broader social-economic phenomenon. I suggest that we are seeing the broad and deep emergence of a new, third mode of production in the digitally networked environment. I call this mode “Commons-based peer-production,” to distinguish it from the property- and contract-based modes of firms and markets. Its central characteristic is that groups of individuals successfully collaborate on large-scale projects following a diverse cluster of motivational drives and social signals, rather than either market prices or managerial commands.43

What Do the Results of a Successful Tour of Duty Look Like for the Company? A successful mission objective delivers results for the company for either quantitative or qualitative goals, such as launching a new product line and generating a certain dollar amount in first-year revenues, or achieving thought leadership in a specific market category, as measured by the writings of industry analysts. At LinkedIn, for example, managers ask, “How will the company be transformed by this employee?” What Do the Results of

I’ve been in marketing for more than twenty years, and it is true that first impressions matter. But today your intellect, interests, and authentic self are a faster route to success than a designer suit or $200 highlights. Your