Online Business Quotes

Marketing is an investment. Don’t treat it like sales.

No product irrespective of how great it is can sell itself without being discovered with the power of marketing.

Online word-of-mouth is very powerful. These days customer service is one of the most important differentiation factors used by customers to pick one brand over others.

The change from shopping in-stores to shopping online didn’t happen overnight. It was a big cultural change which took many years.

The reason that online ads are 80% of the time ignored lies in the fact that we have started forgetting creativity when creativity is as important as data.

Speak with caution. Even if someone forgives harsh words you've spoken, they may be too hurt to ever forget them. Don't leave a legacy of pain and regret of things you never should have said.

Word-of-mouth marketing is great. It can help you enter the market, but it cannot help you stay in the market or achieve rapid long-term growth.

If our personal lives need marketing, how can we even think that our business can go on without it?

Footwear, apparel, accessories, cosmetics - they all belong to the ecommerce category or retail category, but they all are very different industries and require their own research.

A bad product may or may not succeed with marketing, but a good product will definitely never succeed without proper marketing.

Marketing needs to be ethical. Anything which is not is generally a wrong marketing technique.

Marketing can neither sell a broken product nor can it mend a broken heart.

Advertising is very powerful as it brings a business out of the darkness to the light and brings your products closer to your buyers.

The reason that online ads are 80% of the time ignored lies in the fact that we have started forgetting creativity when creativity is as important as data

Start paying more attention to your digital customer strategy. You don’t want any of your online actions to take a hit on your brand reputation.

I bet he never goes on YouTube. He's too busy. It's only tragic cases like you and me who are always online.

The most important task of marketing is to communicate the value of your product to your audience.

Ethical marketing is the only way of marketing. By doing that, you don’t disguise the faults of your products, but instead you try to fix them. When you do that, the results are long-lasting.

Tweet others the way you want to be tweeted.

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

The internet and online communication is the window into your world - but real life, in person communication / connection is the door.

In the 1990s, the Internet had yet to fall victim to the greatest iniquity in digital history: the move by both government and businesses to link, as intimately as possible, users’ online personas to their offline legal identity.

If you want your customers to start eating spinach flavored ice cream, your idea won’t need as much cultural change as it will if you want your customers to start taking a coffee pill in the morning instead of fresh brewed coffee. Obviously, the latter will require more efforts and more marketing.

Make something people want and sell that, or be someone people need and sell you.

Can you guess what makes me choose other restaurants over vegan restaurants when there is a perfect match in my dietary needs and those restaurants’ offerings? It is the inability of most of the vegan restaurants to differentiate between the needs of a vegan who never had meat and a vegan who is not born as one but became one with time.

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

Thinking there had to be a better way was a brilliant stroke of serendipity!

Billions of people online and millions of businesses with countless applications, data sources, chat rooms, bloggers, gamers, and hackers all interacting in a great experiment of anarchism.

Online and in-store experiences should work together to drive sales for the business.

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

In fact, the business plans of the next 10,000 startups are easy to forecast: Take X and add AI. Find something that can be made better by adding online smartness to it. An

Ultimately, the business that can spend the most to acquire a customer wins.” —Dan Kennedy

In the digital world, we have gained access to various online survey tools. Online surveys are replacing the old form of pen and paper surveys because of their ease and convenience.

In Marie’s opinion, the OASIS was the best thing that had ever happened to both women and people of color. From the very start, Marie had used a white male avatar to conduct all of her online business, because of the marked difference it made in how she was treated and the opportunities she was given. When

Business magazines and newspapers are very frequently publishing data that can prove very useful for market research. You can access the physical or the online versions of these reports.

There is great potential for your business to grow exponentially if you take advantage of digital advertising. With an online presence, your products will be visible to a wider audience. You’ll be able to take your product to where your target customers are.

90% of new business fail in the first three months of launching, due to lack of proper planning, wrong selection of niche/products and marketing platform.

For every day we don't unlock our own value, we remain plugged into our other identity.

Twitter, Reddit, Tumblr, Instagram, all these companies are businesses first, but, as a close second, they’re demographers of unprecedented reach, thoroughness, and importance. Practically as an accident, digital data can now show us how we fight, how we love, how we age, who we are, and how we’re changing. All we have to do is look:

Studies have shown that performance gets worse as group size increases: groups of nine generate fewer and poorer ideas compared to groups of six, which do worse than groups of four. The “evidence from science suggests that business people must be insane to use brainstorming groups,” writes the organizational psychologist Adrian Furnham. “If you have talented and motivated people, they should be encouraged to work alone when creativity or efficiency is the highest priority.” The one exception to this is online brainstorming.

Change management through business paradigm shifting minimizes disruption and maximizes benefit.

We must move from extractive to regenerative practices, for a climate-resilient future. Permaculture Economics is the path on which we walk towards that climate-resilient future.

I have a proposition for you,” I said. “No.” She didn’t look up from her screen. “I propose we form a mutually beneficial arrangement,” I continued, ignoring her flat rejection. “As much as it pains me to admit, you weren’t terrible in bed, and I know I’m not terrible in bed. We’re both too busy to date or deal with the online dating scene. Therefore, we should enter a friends with benefits agreement. Minus the friends part.” It was genius, if I did say so myself. The physical chemistry was there, and neither of us had to worry about the other catching feelings. We could just fuck until we got tired of it.

Antifa know the effect that smashed windows, breached businesses, and fires have on crowd mentality. Each act serves as blood in the water. It can turn protesters into rioters. That’s why antifa teach this in their literature that is disseminated widely online and in real life.

Adaptable companies foster a growth mindset, driving progress and innovation.

Embrace adaptability and the Business Paradigm Shifting approach to ensure a future-proof business.

The goal with this or any kind of business is not to lead with, “How can I sell my product?” Instead, you want to ask, “How can I serve people?

Someone asked why do you want a homestead? To be independent, get out of the rat race, support local businesses, buy only American made. Stop buying stuff I don't need to impress people I don't like. Right now I am working in a big warehouse, for a major online supplier. The stuff is crap all made somewhere else in the world where they don't have child labor laws, where the workers labor fourteen- to sixteen-hour days without meals or bathroom breaks. There is one million square feet in this warehouse packed with stuff that won't last a month. It is all going to a landfill. This company has hundreds of warehouses. Our economy is built on the backs of slaves we keep in other countries, like China, India, Mexico, any third world country with a cheap labor force where we don't have to seem them but where we can enjoy the fruits of their labor. This American Corp. is probably the biggest slave owner in the world.

I care about a lot of issues. I care about libraries, I care about healthcare, I care about homelessness and unemployment. I care about net neutrality and the steady erosion of our liberties both online and off. I care about the rich/poor divide and the rise of corporate business.

But the truth is that the world has changed. And not participating in the conversation is a loud statement of its own to your customer base. You can’t control your branding message in any case because your customers are already talking about you online. The best you can do is to participate.

I made it three days before the text messages started one afternoon while I was trying to finish warming up before our afternoon session. I had gotten to the LC later than usual and had gone straight to the training room, praising Jesus that I’d decided to change my clothes before leaving the diner once I’d seen what time it was and had remembered lunchtime traffic was a real thing. I was in the middle of stretching my hips when my phone beeped from where I’d left it on top of my bag. I took it out and snickered immediately at the message after taking my time with it. Jojo: WHAT THE FUCK JASMINE I didn’t need to ask what my brother was what-the-fucking over. It had only been a matter of time. It was really hard to keep a secret in my family, and the only reason why my mom and Ben—who was the only person other than her who knew—had kept their mouths closed was because they had both agreed it would be more fun to piss off my siblings by not saying anything and letting them find out the hard way I was going to be competing again. Life was all about the little things. So, I’d slipped my phone back into my bag and kept stretching, not bothering to respond because it would just make him more mad. Twenty minutes later, while I was still busy stretching, I pulled my phone out and wasn’t surprised more messages appeared. Jojo: WHY WOULD YOU NOT TELL ME Jojo: HOW COULD YOU DO THIS TO ME Jojo: DID THE REST OF YOU KEEP THIS FROM ME Tali: What happened? What did she not tell you? Tali: OH MY GOD, Jasmine, did you get knocked up? Tali: I swear, if you got knocked up, I’m going to beat the hell out of you. We talked about contraception when you hit puberty. Sebastian: Jasmine’s pregnant? Rubes: She’s not pregnant. Rubes: What happened, Jojo? Jojo: MOM DID YOU KNOW ABOUT THIS Tali: Would you just tell us what you’re talking about? Jojo: JASMINE IS SKATING WITH IVAN LUKOV Jojo: And I found out by going on Picturegram. Someone at the rink posted a picture of them in one of the training rooms. They were doing lifts. Jojo: JASMINE I SWEAR TO GOD YOU BETTER EXPLAIN EVERYTHING RIGHT NOW Tali: ARE YOU KIDDING ME? IS THIS TRUE? Tali: JASMINE Tali: JASMINE Tali: JASMINE Jojo: I’m going on Lukov’s website right now to confirm this Rubes: I just called Mom but she isn’t answering the phone Tali: She knew about this. WHO ELSE KNEW? Sebastian: I didn’t. And quit texting Jas’s name over and over again. It’s annoying. She’s skating again. Good job, Jas. Happy for you. Jojo: ^^ You’re such a vibe kill Sebastian: No, I’m just not flipping my shit because she got a new partner. Jojo: SHE DIDN’T TELL US FIRST THO. What is the point of being related if we didn’t get the scoop before everybody else? Jojo: I FOUND OUT ON PICTUREGRAM Sebastian: She doesn’t like you. I wouldn’t tell you either. Tali: I can’t find anything about it online. Jojo: JASMINE Tali: JASMINE Jojo: JASMINE Tali: JASMINE Tali: Tell us everything or I’m coming over to Mom’s today. Sebastian: You’re annoying. Muting this until I get out of work. Jojo: Party pooper Tali: Party pooper Jojo: Jinx Tali: Jinx Sebastian: Annoying ... I typed out a reply, because knowing them, if I didn’t, the next time I looked at my phone, I’d have an endless column of JASMINE on there until they heard from me. That didn’t mean my response had to be what they wanted. Me: Who is Ivan Lukov?

Dear Young Black Males, You’ve got so much raw talent that’s within you. Utilize it and make your money! Don’t allow your gifts to go to waste. You don’t have to just sit back and watch other celebrities come up, get focused and get yours, too! Grind and make your dreams a reality. Put in the hard work. Be dedicated to yourself. Create an online presence and put yourself out there where people from all over the world can witness your talents. There are so many platforms online that will help propel you to where you want to be. Get busy! You know that you’ve got something special! Why not allow the world to see it? Don’t be afraid of success! Stop talking about it and be about it. Don’t doubt yourself! Just go for it! GO HARD.

It’s hard to exaggerate how much the “like” button changed the psychology of Facebook use. What had begun as a passive way to track your friends’ lives was now deeply interactive, and with exactly the sort of unpredictable feedback that motivated Zeiler’s pigeons. Users were gambling every time they shared a photo, web link, or status update. A post with zero likes wasn’t just privately painful, but also a kind of public condemnation: either you didn’t have enough online friends, or, worse still, your online friends weren’t impressed. Like pigeons, we’re more driven to seek feedback when it isn’t guaranteed.

Human resource managers should practice mindfulness and self-reflection, acknowledging their limitations and biases. It should not be the case that all or most human resource managers think the same way, look the same way, and decide the same way - because the inevitable result of that monotony is an even more disturbing monotony of opportunity.

From the moment I was first pregnant, and those around me insisted that treats such as cold cuts and nail polish could cut my unborn child's potential IQ in half, I got into the habit of NOT seeking out the little things that brought me joy. Like soft cheese. And getting too close to a Starbucks. Then my son came, and I was too busy crying while searching for his User Manual to consider a manicure or massage. I lasted about a week as a new mom before reaching out to others in my situation online. As exhausted, cranky, and confused as I was, I needed friends. It didn't take long for this gaggle of desperate, sleepless women to meet up in person...

The Kochs were also directing millions of dollars into online education, and into teaching high school students, through a nonprofit that Charles devised called the Young Entrepreneurs Academy. The financially pressed Topeka school system, for instance, signed an agreement with the organization which taught students that, among other things, Franklin Roosevelt didn’t alleviate the Depression, minimum wage laws and public assistance hurt the poor, lower pay for women was not discriminatory, and the government, rather than business, caused the 2008 recession. The program, which was aimed at low-income areas, also paid students to take additional courses online.

To be the only clean one in a dirty business. And isn’t that what so many of us want as we try to win the game of personal branding—or at least not to get slain by it? We carefully cultivate online personas—doubles of our “real” selves—that have just the right balance of sincerity and world-weariness. We hone ironic, detached voices that aren’t too promotional but do the work of promoting nonetheless. We go on social media to juice our numbers, while complaining about how much we hate the “hell sites.

It is when you begin expressing your ideas and turning your knowledge into action that life really begins to change. You’ll read differently, becoming more focused on the parts most relevant to the argument you’re building. You’ll ask sharper questions, no longer satisfied with vague explanations or leaps in logic. You’ll naturally seek venues to show your work, since the feedback you receive will propel your thinking forward like nothing else. You’ll begin to act more deliberately in your career or business, thinking several steps beyond what you’re consuming to consider its ultimate potential. It’s not necessarily about becoming a professional artist, online influencer, or business mogul: it’s about taking ownership of your work, your ideas, and your potential to contribute in whatever arena you find yourself in. It doesn’t matter how impressive or grand your output is, or how many people see it. It could be just between your family or friends, among your colleagues and team, with your neighbors or schoolmates—what matters is that you are finding your voice and insisting that what you have to say matters. You have to value your ideas enough to share them. You have to believe that the smallest idea has the potential to change people’s lives. If you don’t believe that now, start with the smallest project you can think of to begin to prove to yourself that your ideas can make a difference.

When I was in the advertising business, I used to offer free seminars to advertisers about how to create better ads (the material in this chapter being the content). That was not so long ago, but since then the Internet has ballooned to major significance. If I were selling advertising today, I’d have that seminar online. Think of how this cuts down on your travel expenses. I used to fly all over creation to deliver those seminars. And appointments were harder to get. The education-based marketing concept that you learned in Chapter Four works hand in glove with the ability to do things over the Internet. Here’s the pitch I’d do today: “How would you like to learn to make your advertising literally 10 times more effective? And you can do it right from the comfort of your favorite office chair.” It’s hard to resist such an offer. There are many examples I could give you to flesh out the model of turning your Web site into a community. The examples below are simple and some are even silly, but each shows how far this concept can go and how it helps you capture more leads and build a better brand.

In 1994 very, very few people had heard of the internet. It was used at that time mostly by scientists and physicists. We used it a little bit at D. E. Shaw for some things but not much, and I came across the fact that the web—the World Wide Web—was growing at something like 2,300 percent a year. Anything growing that fast, even if it’s baseline usage today is tiny, is going to be big. I concluded that I should come up with a business idea based on the internet and then let the internet grow around it and keep working to improve it. So I made a list of products I might sell online. I started ranking them, and I picked books because books are super unusual in one respect: there are more items in the book category than in any other category. There are three million different books in print around the world at any given time. The biggest bookstores had only 150,000 titles. So the founding idea of Amazon was to build a universal selection of books in print. That’s what I did: I hired a small team, and we built the software. I moved to Seattle because the largest book warehouse in the world at that time was nearby in a town called Roseberg, Oregon, and also because of the recruiting pool available from Microsoft.

Mass production was aimed at new sources of demand in the early twentieth century’s first mass consumers. Ford was clear on this point: “Mass production begins in the perception of a public need.”73 Supply and demand were linked effects of the new “conditions of existence” that defined the lives of my great-grandparents Sophie and Max and other travelers in the first modernity. Ford’s invention deepened the reciprocities between capitalism and these populations. In contrast, Google’s inventions destroyed the reciprocities of its original social contract with users. The role of the behavioral value reinvestment cycle that had once aligned Google with its users changed dramatically. Instead of deepening the unity of supply and demand with its populations, Google chose to reinvent its business around the burgeoning demand of advertisers eager to squeeze and scrape online behavior by any available means in the competition for market advantage. In the new operation, users were no longer ends in themselves but rather became the means to others’ ends. Reinvestment in user services became the method for attracting behavioral surplus, and users became the unwitting suppliers of raw material for a larger cycle of revenue generation.

Given an area of law that legislators were happy to hand over to the affected industries and a technology that was both unfamiliar and threatening, the prospects for legislative insight were poor. Lawmakers were assured by lobbyists a) that this was business as usual, that no dramatic changes were being made by the Green or White papers; or b) that the technology presented a terrible menace to the American cultural industries, but that prompt and statesmanlike action would save the day; or c) that layers of new property rights, new private enforcers of those rights, and technological control and surveillance measures were all needed in order to benefit consumers, who would now be able to “purchase culture by the sip rather than by the glass” in a pervasively monitored digital environment. In practice, somewhat confusingly, these three arguments would often be combined. Legislators’ statements seemed to suggest that this was a routine Armageddon in which firm, decisive statesmanship was needed to preserve the digital status quo in a profoundly transformative and proconsumer way. Reading the congressional debates was likely to give one conceptual whiplash. To make things worse, the press was—in 1995, at least—clueless about these issues. It was not that the newspapers were ignoring the Internet. They were paying attention—obsessive attention in some cases. But as far as the mainstream press was concerned, the story line on the Internet was sex: pornography, online predation, more pornography. The lowbrow press stopped there. To be fair, the highbrow press was also interested in Internet legal issues (the regulation of pornography, the regulation of online predation) and constitutional questions (the First Amendment protection of Internet pornography). Reporters were also asking questions about the social effect of the network (including, among other things, the threats posed by pornography and online predators).

But even though I loved being in water, I never enjoyed swim meets. It always seemed like they were imposing structure and stress on something that should have been freeing and fun. For example, going down a slide is awesome. But if you had to show up every day for slide practice at 7 A.M. and then compete against your best friend in slide competitions, while grown-ups screamed at you to slide better, until your friend won and you cried, slides would seem a lot less awesome. And yes, I cried after the 1994 breaststroke finals when the official said I lost even though technically I had a faster time. And yes, I was beaten by Steve Deppe. And yes, I just googled Steve Deppe and discovered he now runs a successful wealth management business in San Diego. And yes, his online corporate profile says, “As a former athlete, Steve continues to exercise daily, whether it’s lifting weights, running, swimming, or playing sports.” And yes, the fourth example he gave of “exercise” was “sports.” And yes, I just went out and bought goggles and a Speedo and went down to my local pool and didn’t leave until I “just went out and bought goggles and a Speedo and went down to my local pool and didn’t leave until I swam a hundred laps, hoping that would be more laps than Steve Deppe swam today. BUT REALLY, WHO EVEN CARES ANYMORE, RIGHT??? NOT ME!!! IT’S NOT A COMPETITION, EVEN THOUGH I’M NOT EVEN MARRIED YET AND STEVE IS ALREADY “THE PROUD FATHER OF HIS DAUGHTER, CAMRYN.” PLUS, HE’S “AN AVID SPORTS FAN, WHO NEVER MISSES HIS FAVORITE TV SHOW, SPORTSCENTER.” WE GET IT STEVE, YOU FUCKING LOVE SPORTS!” Anyway.

The Endowed Progress Effect Punch cards are often used by retailers to encourage repeat business. With each purchase, customers get closer to receiving a free product or service. These cards are typically awarded empty and in effect, customers start at zero percent complete. What would happen if retailers handed customers punch cards with punches already given? Would people be more likely to take action if they had already made some progress? An experiment sought to answer this very question.[lxvi] Two groups of customers were given punch cards awarding a free car wash once the cards were fully punched. One group was given a blank punch card with 8 squares and the other given a punch card with 10 squares but with two free punches. Both groups still had to purchase 8 car washes to receive a free wash; however, the second group of customers — those that were given two free punches — had a staggering 82 percent higher completion rate. The study demonstrates the endowed progress effect, a phenomenon that increases motivation as people believe they are nearing a goal. Sites such as LinkedIn and Facebook utilize this heuristic to encourage people to divulge more information about themselves when completing their online profiles. On LinkedIn, every user starts with some semblance of progress (figure 19). The next step is to “Improve Your Profile Strength” by supplying additional information.

The rise of loneliness as a health hazard tracks with the entrenchment of values and practices that supersede any notion of "individual choices." The dynamics include reduced social programs, less available "common" spaces such as public libraries, cuts in services for the vulnerable and the elderly, stress, poverty, and the inexorable monopolization of economic life that shreds local communities. By way of illustration, let's take a familiar scenario: Walmart or some other megastore decides to open one of its facilities in a municipality. Developers are happy, politicians welcome the new investment, and consumers are pleased at finding a wide variety of goods at lower prices. But what are the social impacts? Locally owned and operated small businesses cannot compete with the marketing behemoth and must close. People lose their jobs or must find new work for lower pay. Neighborhoods are stripped of the familiar hardware store, pharmacy, butcher, baker, candlestick maker. People no longer walk to their local establishment, where they meet and greet one another and familiar merchants they have known, but drive, each isolated in their car, to a windowless, aesthetically bereft warehouse, miles away from home. They might not even leave home at all — why bother, when you can order online? No wonder international surveys show a rise in loneliness. The percentage of Americans identifying themselves as lonely has doubled from 20 to 40 percent since the 1980s, the New York Times reported in 2016. Alarmed by the health ravages, Britain has even found it necessary to appoint a minister of loneliness. Describing the systemic founts of loneliness, the U.S. surgeon general Vivek Murthy wrote: "Our twenty-first-century world demands that we focus on pursuits that seem to be in constant competition for our time, attention, energy, and commitment. Many of these pursuits are themselves competitions. We compete for jobs and status. We compete over possessions, money, and reputations. We strive to stay afloat and to get ahead. Meanwhile, the relationships we prize often get neglected in the chase." It is easy to miss the point that what Dr. Murthy calls "our twenty-first-century world" is no abstract entity, but the concrete manifestation of a particular socioeconomic system, a distinct worldview, and a way of life.

Every Pirate Wants to Be an Admiral IT’S NOT AS though this is the first time we’ve had to rethink what copyright is, what it should do, and whom it should serve. The activities that copyright regulates—copying, transmission, display, performance—are technological activities, so when technology changes, it’s usually the case that copyright has to change, too. And it’s rarely pretty. When piano rolls were invented, the composers, whose income came from sheet music, were aghast. They couldn’t believe that player-piano companies had the audacity to record and sell performances of their work. They tried—unsuccessfully—to have such recordings classified as copyright violations. Then (thanks in part to the institution of a compulsory license) the piano-roll pirates and their compatriots in the wax-cylinder business got legit, and became the record industry. Then the radio came along, and broadcasters had the audacity to argue that they should be able to play records over the air. The record industry was furious, and tried (unsuccessfully) to block radio broadcasts without explicit permission from recording artists. Their argument was “When we used technology to appropriate and further commercialize the works of composers, that was progress. When these upstart broadcasters do it to our records, that’s piracy.” A few decades later, with the dust settled around radio transmission, along came cable TV, which appropriated broadcasts sent over the air and retransmitted them over cables. The broadcasters argued (unsuccessfully) that this was a form of piracy, and that the law should put an immediate halt to it. Their argument? The familiar one: “When we did it, it was progress. When they do it to us, that’s piracy.” Then came the VCR, which instigated a landmark lawsuit by the cable operators and the studios, a legal battle that was waged for eight years, finishing up in the 1984 Supreme Court “Betamax” ruling. You can look up the briefs if you’d like, but fundamentally, they went like this: “When we took the broadcasts without permission, that was progress. Now that someone’s recording our cable signals without permission, that’s piracy.” Sony won, and fifteen years later it was one of the first companies to get in line to sue Internet companies that were making it easier to copy music and videos online. I have a name for the principle at work here: “Every pirate wants to be an admiral.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

her room now?” They were led down the hall by Beth. Before she turned away she took a last drag on her smoke and said, “However this comes out, there is no way my baby would have had anything to do with something like this, drawing of this asshole or not. No way. Do you hear me? Both of you?” “Loud and clear,” said Decker. But he thought if Debbie were involved she had already paid the ultimate price anyway. The state couldn’t exactly kill her again. Beth casually flicked the cigarette down the hall, where it sparked and then died out on the faded runner. Then she walked off. They opened the door and went into Debbie’s room. Decker stood in the middle of the tiny space and looked around. Lancaster said, “We’ll have the tech guys go through her online stuff. Photos on her phone, her laptop over there, the cloud, whatever. Instagram. Twitter. Facebook. Tumblr. Wherever else the kids do their electronic preening. Keeps changing. But our guys will know where to look.” Decker didn’t answer her. He just kept looking around, taking the room in, fitting things in little niches in his memory and then pulling them back out if something didn’t seem right as weighed against something else. “I just see a typical teenage girl’s room. But what do you see?” asked Lancaster finally. He didn’t look at her but said, “Same things you’re seeing. Give me a minute.” Decker walked around the small space, looked under piles of papers, in the young woman’s closet, knelt down to see under her bed, scrutinized the wall art that hung everywhere, including a whole section of People magazine covers. She also had chalkboard squares affixed to one wall. On them was a musical score and short snatches of poetry and personal messages to herself: Deb, Wake up each day with something to prove. “Pretty busy room,” noted Lancaster, who had perched on the edge of the girl’s desk. “We’ll have forensics come and bag it all.” She looked at Decker, obviously waiting for him to react to this, but instead he walked out of the room. “Decker!” “I’ll be back,” he called over his shoulder. She watched him go and then muttered, “Of all the partners I could have had, I got Rain Man, only giant size.” She pulled a stick of gum out of her bag, unwrapped it, and popped it into her mouth. Over the next several minutes she strolled the room and then came to the mirror on the back of the closet door. She appraised her appearance and ended it with the resigned sigh of a person who knows their best days physically are well in the past. She automatically reached for her smokes but then decided against it. Debbie’s room could be part of a criminal investigation. Her ash and smoke could only taint that investigation.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.