Positive Sales Quotes

Chasing a man is not winning. The only thing you win is the loss of your dignity. Confidence is knowing your value, instead of expecting a man’s love to provide you with value.

You think it's so easy to change yourself. You think it's so easy, but it's not. True, things don't stay the same forever: couches are replaced, boys leave, you discover a song, your body becomes forever scarred. And with each of these moments you change and change again, your true self spinning, shifting positions-- but always at last it returns to you, like a dancer on the floor. Because throughout it all, you are still, always, you: beautiful and bruised, known and unknowable. And isn't that - just you - enough.

When you give everything and expect nothing in return, only then will you be in a position to gain anything. When you love loving, you give because giving is getting. Giving is a gift unto itself, and when you realize this you understand that you can’t network if you can’t love.

Listen to people from your heart, as if your life depended on it, and you will find that in turn people will listen to you with all of theirs.

Your life feels different on you, once you greet death and understand your heart’s position. You wear your life like a garment from the mission bundle sale ever after – lightly because you realize you never paid nothing for it, cherishing because you know you won’t ever come by such a bargain again.

Spend your time designing the greatest reputation a man could possess.

People submit too easily to change from others. And yet, for some reason, whenever they consider changing themselves, the focus is always on what they are giving up, never what they are about to gain

Trust me. If you do not decide where you are heading, and refuse to take the appropriate action, you will end up being shaped into what others would have you become. Then any change will not be made for your benefit but for theirs.

Be yourself! Don’t try to fabricate your personality in the guise of impressing others.

Everything you desire is always just outside your comfort zone, dear boy. If it wasn't you would already possess it, would you not?

The problem with gross domestic product is the gross bit. There are no deductions involved: all economic activity is accounted as if it were of positive value. Social harm is added to, not subtracted from, social good. A train crash which generates £1bn worth of track repairs, medical bills and funeral costs is deemed by this measure as beneficial as an uninterrupted service which generates £1bn in ticket sales.

A person who really likes himself or herself has high self-esteem and therefore a positive self-concept. When you really like yourself in a particular role, you perform at your best in that role.

McG: 11:39 PM: Tease. A: Bushy prehistoric looking veggies frighten me. Lilliana: 11:41 PM: WTH are we talking about here? McG: 11:42 PM: Fucking auto correct. VAGINAS! Bushy vaginas put the fear of God in me. Seriously, Lilly, if you’ve got one, groom that shit unless you want to see a grown alpha male curl into the fetal position and cry. It won’t be pretty. Just sayin

Your life feels different on you, once you greet death and understand your heart's position. You wear your life like a garment from the mission bundle sale ever after- lightly because you realize you never paid nothing for it, cherishing because you know you won't ever come by such a bargain again.

How does paying people more money make you more money? It works like this. The more you pay your workers, the more they spend. Remember, they're not just your workers- they're your consumers, too. The more they spend their extra cash on your products, the more your profits go up. Also, when employees have enough money that they don't have to live in constant fear of bankruptcy, they're able to focus more on their work- and be more productive. With fewer personal problems and less stress hanging over them, they'll lose less time at work, meaning more profits for you. Pay them enough to afford a late model car (i.e. one that works), and they'll rarely be late for work. And knowing that they'll be able to provide a better life for their children will not only give them a more positive attitude, it'll give them hope- and an incentive to do well for the company because the better the company does, the better they'll do. Of course, if you're like most corporations these days- announcing mass layoffs right after posting record profits- then you're already hemorrhaging the trust and confidence of your remaining workforce, and your employees are doing their jobs in a state of fear. Productivity will drop. That will hurt sales. You will suffer. Ask the people at Firestone: Ford has alleged that the tire company fired its longtime union employees, then brought in untrained scab workers who ended up making thousands of defective tires- and 203 dead customers later, Firestone is in the toilet.

You think it's so easy to change yourself. You think it's so easy, but it's not True, things don't stay the same forever: couches are replaced, boys leave, you discover a song, your body becomes forever scarred. And with each of these moments you change again, your true self spinning, shifting positions - but always at last it returns to you, like a dancer on the floor. Because throughout it all you are still always, *you*: beautiful and bruised, known and unknowable. And isn't that - just you - enough?

Use market data, not product data. Set the buying criteria in your favor. Find the “smoking gun,” the one thing that undeniably positions you over every one else. Make sure you hit their pain points. Include your own pitch for your product or ser vice only after you have covered the education thoroughly.

You need to position yourself to your referral sources and your current clients as providing exceptional value and experiences in everything you do

Selling is serving, helping others find solutions, impacting lives positively with passion and integrity.

Do you know what's the politics? -It's a big project for sale a conscience, buy a position and make money!

A positive change in approach improves quality.

Outlawing the sale or barter of women marked Genghis Khan’s first important departure from tribal practices regarding marriage, and gradually through a series of such changes he transformed the social position of his daughters, and thereby of all women, within his burgeoning empire.

I don’t give up on anything! I fight to the very end no matter how many setbacks I may have. Even if you fail, don’t give up! With each failure, you are only one step away from victory. Failure allows us to learn, so while you may encounter failure, use the experience positively and believe in your success.

Stop for a few seconds and create a clear mental picture of yourself as completely relaxed, calm, positive, smiling, and in complete control of the interview. Then inhale deeply, filling up your lungs and putting pressure on your diaphragm. Hold this breath for a count of seven and exhale for a count of seven. While you are breathing deeply, continue to hold a picture of yourself as the very best salesperson you could possibly be.

True, things don't stay the same forever: couches are replaced, boys leave, you discover a song, your body becomes forever scarred. And with each of these moments you change and change again, your true self spinning, shifting positions - but always at last it returns to you, like a dancer on the floor. Because throughout it all, you are still, always, you: beautiful and bruised, known and unknowable. And isn't that - just you - enough?

Sales is a constant state of information gathering and analysis. There are numerous factors that will affect your sale – from market position, to manufacturing capacity, to a seemingly harmless tidbit of information received over lunch. The more quality information you have, the better your analysis, and the better your sales results will be.

Help yourself warm up and prepare mentally by repeating, “I feel happy! I feel healthy! I feel terrific!” It is not possible for you to talk positively to yourself, using words like this, without immediately feeling happier and more confident.

On the fifth day I knew Kaidan would have made it home. I held my breath and called him. I listened to every charming word of his voice mail, then hung up. That evening I sat on my bed and called again. This time I left a message. “Hi, Kai, um, Kaidan. It's me. Anna. I'm just trying to see if you made it home safely. I'm sure you probably did. Just checking. You can call me anytime. If you want. Anyway. Okay, bye.” I hung up and buried my shamed face into a pillow. Now I was leaving messages after he'd made it clear he wanted zero to do with me? Next thing I knew I'd be frequenting his shows to give him psycho stares from the back, and then doing late-night drive-bys to see what girl he was bringing home. The thought of him with another girl made me writhe in discomfort and curl up in the fetal position. Day six was our first day of back-to-school shopping. We still had a month before school began, but the state issued a tax-free day, so stores were having big sales. I eyed all the teensy skirts and fashionable shirts dangling on mannequins. I tried to imagine Kaidan's reaction if I came dressed like that to one of his shows, some guy other than Jay on my arm. Ugly stalker thoughts. I was full of them. Two weeks passed, and I was still tripping over chairs to grab the phone every time it rang, like now. This time it was Jay.

Industrial capitalism transformed nature’s raw materials into commodities, and surveillance capitalism lays its claims to the stuff of human nature for a new commodity invention. Now it is human nature that is scraped, torn, and taken for another century’s market project. It is obscene to suppose that this harm can be reduced to the obvious fact that users receive no fee for the raw material they supply. That critique is a feat of misdirection that would use a pricing mechanism to institutionalize and therefore legitimate the extraction of human behavior for manufacturing and sale. It ignores the key point that the essence of the exploitation here is the rendering of our lives as behavioral data for the sake of others’ improved control of us. The remarkable questions here concern the facts that our lives are rendered as behavioral data in the first place; that ignorance is a condition of this ubiquitous rendition; that decision rights vanish before one even knows that there is a decision to make; that there are consequences to this diminishment of rights that we can neither see nor foretell; that there is no exit, no voice, and no loyalty, only helplessness, resignation, and psychic numbing; and that encryption is the only positive action left to discuss when we sit around the dinner table and casually ponder how to hide from the forces that hide from us.

Whether you're delivering a sales presentation to a new client, going on a trip, speaking in front of a thousand people, or handling a customer complaint, when you are prepared, you are more empowered to do your best and perform at a higher level. It feels great!

It's easy to get carried away in the search for “experience.” I think that people boast of “experience” as if all experience is good. The whole world will tell you that all mistakes are good and all experiences are worthwhile. Nevertheless, I believe in an equilibrium. I always say “throw yourself out there” but at the same time, I want to tell you, that there are so many experiences in life that you’re better off not experiencing. Experience is not always a positive thing, it can affect a person in such a way that it is like finding a tulip trampled under foot, run over by bicycles and spit on. And then the tulip is set on a windowsill for sale with a sign that says “I have had so much experience, that’s why I’m more expensive.” But the truth is, there’s nothing wrong with being that tulip in the field, untouched and caressed by moonlight. Yes, we have the choice to make mistakes, but we also have the choice to choose what things we allow in to make marks upon our lives. It is okay to be untouched by darkness.

Doubting yourself can be the biggest factor in holding yourself back. If you don't believe in yourself and send messages to yourself that you can't do this, or you will never be able to do this, you won't be successful. If you carry this attitude with you, then no, you won't be successful. Change your thinking! Change is not always easy, but once you change your thinking from negative to positive, your doubts begin to go away and you begin to manifest the positive. Don’t doubt yourself!

In order to be a successful Investor you have to think positive, believe in yourself, and never give up!

Earn the Right - Ensure you put this chunk of Sales Tetris in place first and all the other pieces just take their own positions naturally.

I’m in no position to criticize, because I’m in the fetal position, and I’m bound and gagged and stuffed in the trunk of a Mercedes.

we are in a much better position when it was our own proactive sales work that created the opportunity for us to submit a proposal.

An undiscovered genius has no value in the marketplace

Entrepreneurs utilize even a negative change positively.

Psychology is the foundation of success in sales and will determine whether or not we believe we are able to succeed. Without belief, we cannot convince ourselves that we are capable of success.

Girls mature faster than boys, cost more to raise, and statistics show that the old saw about girls not knowing about money and figures is a myth. Girls start to outspend boys before puberty—and they manage to maintain this lead until death or an ugly credit manager, whichever comes first. Males are born with a closed fist. Girls are born with the left hand cramped in a position the size of an American Express card. Whenever a girl sees a sign reading, “Sale, Going Out of Business, Liquidation,” saliva begins to form in her mouth, the palms of her hands perspire and the pituitary gland says, “Go, Mama.” In the male, it is quite a different story. He has a gland that follows a muscle from the right arm down to the base of his billfold pocket. It's called “cheap.” Girls can slam a door louder, beg longer, turn tears on and off like a faucet, and invented the term, “You don't trust me.” So much for “sugar and spice and everything nice” and “snips and snails and puppydog tails.

You think it's so easy to change yourself. You think it's so easy but it's not. True, things don't stay the same forever: couches are replaced, boys leave, you discover a song, your body becomes forever scarred. And with each of these moments you change and change again, your true self spinning, shifting positions - but always at last it returns to you, like a dancer on the floor. Because throughout it all, you are still, always, you: beautiful and bruised, known and unknowable. And isn't that - just you - enough?

Whether it is in a sales situation, love at first sight, a husband and wife having an important conversation, a parent disciplining a child, or a teacher instructing her students, eye contact is a powerful body language for enriching engagement, focus, and communication.

Give me a person who sincerely wants to commit themselves to being a salesperson, and put them on my team and I will give you a hero. That has always been my mindset as a sales manager, whenever I have been in that position. I believe in people, and I seek to encourage them to perform at their best.

Living in the age of the Internet and being a part of the information generation, we have unlimited access to an unprecedented wealth of knowledge and learning. We have no excuse to show up to an appointment, a sales call, a date, or an important meeting without learning everything we can to tip the odds in our favor.

The ads in the papers all said 'help wanted, will train,' but wherever she went she was turned down. "The position's just been filled," she was told again and again. Or, "We wouldn't want to upset the other employees." At the department store where she had once bought all her hats and silk stockings they would not hire her as a cashier because they were afraid of offending the customers. Instead they offered her work adding up sales slips in a small dark room in the back where no one could see her but she politely declined. "I was afraid I'd ruin my eyes back there," she told us. "I was afraid I might accidentally remember who I was and ... offend myself.

Obesity research is almost solely funded by the weight-loss industry. Conducting studies is expensive, and government funds don’t even begin to cover them all. Luckily, our good friend the diet industry is there to give millions to studies aiming to prove that fat is killing us, meaning that in turn their sales go through the roof as we all run, terrified, to our nearest weight-loss group.

1. No cold calling. Ever. You should attempt to sell only to warm leads. 2. Before you try to sell anything, you must know how much you’re willing to pay to get a new customer. 3. A prospect who “finds” you first is more likely to buy from you than if you find him. 4. You will dramatically enhance your credibility as a salesperson by authoring, speaking, and publishing quality information. 5. Generate leads with information about solving problems, not information about the product itself. 6. You can attain the best negotiating position with customers only when your marketing generates “deal flow” that exceeds your capacity. 7. The most valuable asset you can own is a well-maintained customer database, because people who’ve already bought from you are way easier to sell to than strangers.

Oh dear, I don’t know whether you feel this sort of thing as I do. Swann would positively have died of convulsions if he had seen it. I am sure, whatever price it fetches, I shall buy the fan at the Queen’s sale. For she is bound to be sold up, she hasn’t a penny,” he went on, for he never ceased to intersperse the cruellest slanders with the most sincere veneration, albeit these sprang from two opposing natures,

he was preparing himself to find his place anywhere, because there was no position he wanted, but only joy, and free spirits, and energy, and all that life has that is good, that is mysterious, that is not and never will be for sale. Preparing himself even by dint of poverty to be able one day to receive money without ever seeking it, to be as he was now--he, Jacques, at age forty, holding sway over so much and yet so certain that he was less than the least of people, and nothing in any case next to his mother. Yes, that was how he lived, in those games by the sea, in the wind, in the street, under the weight of summer and the heavy rains of the brief winter, with no father, with no heritage handed down, but finding a father for a year, just when he needed him, and learning through the people and the knowledge that revealed itself to him

Finding a situation that catches the key competitor or competitors with conflicting goals is at the heart of many company success stories. The slow Swiss reaction to the Timex watch provides an example. Timex sold its watches through drugstores, rather than through the traditional jewelry store outlets for watches, and emphasized very low cost, the need for no repair, and the fact that a watch was not a status item but a functional part of the wardrobe. The strong sales of the Timex watch eventually threatened the financial and growth goals of the Swiss, but it also raised an important dilemma for them were they to retaliate against it directly. The Swiss had a big stake in the jewelry store as a channel and a large investment in the Swiss image of the watch as a piece of fine precision jewelry. Aggressive retaliation against Timex would have helped legitimize the Timex concept, threatened the needed cooperation of jewelers in selling Swiss watches, and blurred the Swiss product image. Thus the Swiss retaliation to Timex never really came. There are many other examples of this principle at work. Volkswagen’s and American Motor’s early strategies of producing a stripped-down basic transportation vehicle with few style changes created a similar dilemma for the Big Three auto producers. They had a strategy built on trade-up and frequent model changes. Bic’s recent introduction of the disposable razor has put Gillette in a difficult position: if it reacts it may cut into the sales of another product in its broad line of razors, a dilemma Bic does not face.4 Finally, IBM has been reluctant to jump into minicomputers because the move will jeopardize its sales of larger mainframe computers.

You think it’s so easy to change yourself. You think it’s so easy, but it’s not. True, things don’t stay the same forever: couches are replaced, boys leave, you discover a song, your body becomes forever scarred. And with each of these moments you change and change again, your true self spinning, shifting positions—but always at last it returns to you, like a dancer on the floor. Because throughout it all, you are still, always, you: beautiful and bruised, known and unknowable. And isn't that—just you—enough?

Doublespeak that calls a bribe a "rebate" or "after sales service," the illegal overthrow of a legitimate government "destabilizing a government," and lies "strategic misrepresentations" is language that avoids responsibility, that makes the bad seem good, the negative appear positive, something unpleasant appear attractive, language that only appears to communicate. It's language designed to alter our perception of reality and corrupt our thinking. Ultimately, doublespeak breeds suspicion, cynicism, distrust and, hostility.

PROLOGUE   Zoey “Wow, Z, this is a seriously awesome turnout. There are more humans here than fleas on an old dog!” Stevie Rae shielded her eyes with her hand as she looked around at the newly lit-up campus. Dallas was a total jerk, but we all admitted that the twinkling lights he’d wrapped around the trunks and limbs of the old oaks gave the entire campus a magickal, fairy-like glow. “That is one of your more disgusting bumpkin analogies,” Aphrodite said. “Though it’s accurate. Especially since there are a bunch of city politicians here. Total parasites.” “Try to be nice,” I said. “Or at least try to be quiet.” “Does that mean your daddy, the mayor, is here?” Stevie Rae’s already gawking eyes got even wider. “I suppose it does. I caught a glimpse of Cruella De Vil, a.k.a. She Who Bore Me, not long ago.” Aphrodite paused and her brows went up. “We should probably keep an eye on the Street Cats kittens. I saw some cute little black and white ones with especially fluffy fur.” Stevie Rae sucked air. “Ohmygoodness, your mamma wouldn’t really make a kitten fur coat, would she?” “Faster than you can say Bubba’s drinkin’ and drivin’ again,” Aphrodite mimicked Stevie Rae’s Okie twang. “Stevie Rae—she’s kidding. Tell her the truth,” I nudged Aphrodite. “Fine. She doesn’t skin kittens. Or puppies. Just baby seals and democrats.” Stevie Rae’s brow furrowed. “See, everything is fine. Plus, Damien’s at the Street Cats booth, and you know he’d never let one little kitten whisker be hurt—let alone a whole coat,” I assured my BFF, refusing to let Aphrodite mess up our good mood. “Actually, everything is more than fine. Check out what we managed to pull off in a little over a week.” I sighed in relief at the success of our event and let my gaze wander around the packed school grounds. Stevie Rae, Shaylin, Shaunee, Aphrodite, and I were manning the bake sale booth (while Stevie Rae’s mom and a bunch of her PTA friends moved through the crowd with samples of the chocolate chip cookies we were selling, like, zillions of). From our position near Nyx’s statue, we had a great view of the whole campus. I could see a long line at Grandma’s lavender booth. That made me smile. Not far from Grandma, Thanatos had set up a job application area, and there were a bunch of humans filling out paperwork there. In the center of the grounds there were two huge silver and white tents draped with more of Dallas’s twinkling lights. In one tent Stark and Darius and the Sons of Erebus Warriors were demonstrating weaponry. I watched as Stark was showing a young boy how to hold a bow. Stark’s gaze lifted from the kid and met mine. We shared a quick, intimate smile

Paper money in time of war, the new notes will first go into the pockets of the war contractors. 'As a result, these persons' demands for certain articles will increase and so also the price and the sale of these articles, but especially in so far as they are luxury articles. Thus the position of the producers of these articles will be improved, their demand for other commodities will also increase, and thus the increase of prices and sales will go on, distributing itself over a constantly augmented number of articles, until at last it has reached them all.

Traditionally, psychologists have studied the negative impacts of trauma and bereavement, the ways in which people are left broken and troubled, and the focus has been on how to return to so-called ‘normal’ functioning. In the past three decades, though, researchers have asked, What if people don’t return to normal, what if they develop enhanced functioning instead? The term ‘posttraumatic growth’ was coined by two American academics, Lawrence Calhoun and Richard Tedeschi, who defined it as the aspects of positive, personal change a person may experience alongside intense suffering after a major life trauma.

1. Did you conduct one-to-one meetings with each salesperson on your team? 2. Did you ask each of them how they like to be managed? Are they coachable? 3. Did you inquire about their prior experience with their past manager? Was it positive or negative? 4. Did you set the expectations of your relationship with them? Did you ask them what they needed and expected from their manager? What changes do they want to see? 5. Did you inform them about how you like to manage and your style of management? This would open up the space for a discussion regarding how you may manage differently from your predecessor. 6. Did you let them know you just completed a coaching course that would enable you to support them even further and maximize their talents? 7. Did you explain to them the difference between coaching and traditional management? 8. Did you enroll them in the benefits of coaching? That is, what would be in it for them? 9. Did you let them know about your intentions, goals, expectations, and aspirations for each of them and for the team as a whole? 10. How have you gone about learning the ins and outs of the company?Are you familiar with the internal workings, culture, leadership team, and subtleties that make the company unique? Have you considered that your team may be the best source of knowledge and intelligence for this? Did you communicate your willingness and desire to learn from them as well, so that the learning and development process can be mutually reciprocated?

Drelmere and sons, fine outfitters for the discerning magician!” he was shouting, his voice barely carrying over the hubbub. “Robes! Pointy hats! Beard grooming supplies! Yes, you sir, how can OH GOD HURRAAARRGLAB.” I waited patiently for him to finish decorating the pavement with his stomach contents. “Sorry,” he said, bent double and gulping. Impressively, he immediately continued his sales pitch from that position. “Looking for a new robe?” “Yes, this one’s starting to whiff a bit.” “Yes, I . . . gathered that, sir.” He took a few deep, groaning breaths into a star-patterned hanky and seemed to gather himself. “What sort of price range were you OH GOD YOUR EYES HURRAAARRGLAB.” I tapped my now bile-sodden foot. “Shall I come back later?

HOW TO REPROGRAM YOUR BRAIN TO ENJOY HARD HABITS You can make hard habits more attractive if you can learn to associate them with a positive experience. Sometimes, all you need is a slight mind-set shift. For instance, we often talk about everything we have to do in a given day. You have to wake up early for work. You have to make another sales call for your business. You have to cook dinner for your family. Now, imagine changing just one word: You don’t “have” to. You “get” to. You get to wake up early for work. You get to make another sales call for your business. You get to cook dinner for your family. By simply changing one word, you shift the way you view each event. You transition from seeing these behaviors as burdens and turn them into opportunities.

What we're now starting to see, as online retailers begin to capitalize on their extraordinary economic efficiences, is the shape of a massive mountain of choice emerging where before there was just a peak.... By necessity, the conomics of traditional, hit-driven retail limit choice. When you dramatically lower the costs of connecting supply and demand, it changes not just the numbers, but the entire nature of the market. This is not just a quantiative change, but a qualitative one, too. Bringing niches within reach reveals latent demand for noncommercial content. Then, as demand shifts toward the niches, the economics of provided them improve further, and so on, creating a positive feedback loop that will transform entire industries - and the culture - for decades to come.

Then there is the very salient question of what the commandments do not say. Is it too modern to notice that there is nothing about the protection of children from cruelty, nothing about rape, nothing about slavery, and nothing about genocide? Or is it too exactingly “in context” to notice that some of these very offenses are about to be positively recommended? In verse 2 of the immediately following chapter, god tells Moses to instruct his followers about the conditions under which they may buy or sell slaves (or bore their ears through with an awl) and the rules governing the sale of their daughters. This is succeeded by the insanely detailed regulations governing oxes that gore and are gored, and including the notorious verses forfeiting “life for life, eye for eye, tooth for tooth.” Micromanagement of agricultural disputes breaks off for a moment, with the abrupt verse (22:18) “Thou shalt not suffer a witch to live.” This was, for centuries, the warrant for the Christian torture and burning of women who did not conform. Occasionally, there are injunctions that are moral, and also (at least in the lovely King James version) memorably phrased: “Thou shalt not follow a multitude to do evil” was taught to Bertrand Russell by his grandmother, and stayed with the old heretic all his life. However, one mutters a few sympathetic words for the forgotten and obliterated Hivites, Canaanites, and Hittites, also presumably part of the Lord’s original creation, who are to be pitilessly driven out of their homes to make room for the ungrateful and mutinous children of Israel.

Earning Trust & Cooperation The number one thing which stands between you and meeting a new person is tension. What is the number one thing which stands between a sales person and their prospect? You guessed it . . . tension. One of our first priorities as we initiate a first impression must be to focus on how to effectively minimize or eliminate tension. Regardless of your relationship or venue, when tension is high, trust and cooperation are low. When tension is reduced, trust and cooperation increase. It is an inverse relationship. So, how can you move to reduce tension in your first impressions to increase trust and cooperation? Put yourself in their shoes and seek to relate to them with an equal footing on a level playing field. Demonstrate how you can bring value to their lives.

How does this work in email marketing? One simple example is to start asking subscribers to begin interacting with you in a small way right from when you start communicating with them. Ask them to reply to a message, like or share a blog post, complete a survey. Taking these small steps to interact early on makes it much more likely they’ll be willing to take bigger steps later – like joining you on a webinar, arranging a call with you or buying a product. You can also offer a low cost product early on in your interactions with a subscriber. It’s less of a commitment than a high end product or hiring your services. But by purchasing from you they begin to see themselves as a buyer and they’re more likely to buy again in future. Especially if their buying and post-purchase experience is very positive.

Book authors are in high demand for speaking engagements and appearances; they are the new ‘celebrity’ and celebrities gain access. Authors not only make money from royalties or book advances but from their keynotes, presentations and strategically branded product lines. This includes entrepreneurial ideas for you to extend yourself beyond just writing and prepares you to add speaking and consulting to your revenue stream. You have to begin to look outside book sales and towards the speaking market. There are radio, interviews, news, television, small channel television keynotes, lectures, seminars and workshops. These types of events have the possibility to be much more lucrative than just selling books. In essence, the book builds and brands you in the public eye. It gives you credibility and the opportunity to be more than you are. It enables you to now be a voice, a teacher, a leader, an expert - after all, you wrote the book on it!

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

Man/Woman, it has always insisted, does not live by bread alone. The weakness of the church is that it has too often accepted the separation between the material and the spiritual … leaving the material to the economic and political power structure.… The crisis of a city like Detroit provides the church with an extraordinary opportunity to develop and practice a vision of a new economy and a new educational system which meets both the material and spiritual needs of human beings.… Churches are … in an excellent position to develop small enterprises that provide models of how to meet the needs of the community and the city and at the same time teach young people the importance of skills, process and respect for Nature. All over the city churches are surrounded by vacant and unused land. If Detroiters, and especially young Detroiters, could see this land being used by churches for organic gardens to supply produce for local needs or to plant Christmas trees for sale at Yuletide or greenhouses where vegetables are grown year round, the idea of a self-reliant living economy to meet the material and spiritual needs of people could come alive.10

Napoleon was unlucky that his time in power coincided with the flourishing of the first fully professional British political caricaturists – James Gillray, Thomas Rowlandson and George Cruikshank – still among its greatest exponents, who all fastened on him as their victim. Gillray fought in the Duke of York’s Flanders campaign and never saw Napoleon, but virtually single-handedly created the image of him as physically small – ‘Little Boney’. Yet even the British caricaturists never reached the level of pure loathing achieved by the Russian Ivan Terebenev or the Prussian Johann Gottfried Schadow, let alone the Bavarian Johann Michael Voltz, whose caricature The Triumph of the Year 1813 depicted Napoleon’s head entirely composed of corpses.52 Of course there were also pro-Napoleon engravings on sale in London for as much as 2s 6d in 1801, a reminder that he had his British admirers.53 Yet overall, British Francophobia easily matched French Anglophobia. The market for highly abusive prints of Napoleon was much larger than for positive images of him, and the standard work on English anti-Napoleonic caricature and satire covers two full volumes, even without

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

Over the years, I’ve figured out that two of the biggest mistakes duck hunters make are choosing a poor position for their duck blinds and not properly camouflaging themselves from the ducks. It seems like every duck season, I’ll get at least one call at Duck Commander from a hunter somewhere in the world. The guy usually tells me, “Hey, I love your duck calls. They grab the ducks’ attention like nothing else, but they will not finish in my decoys. For some reason, the ducks always land two hundred yards from my blind. Do I need another type of duck call?” “Hey, save your money,” I tell him. “You need to move your duck blind two hundred yards to the other side of the lake! It’s not about the duck call. You’re in the wrong spot, buddy.” My boss and brother, Willie, is not fond of my advice because it doesn’t promote the sale of duck calls. I remember being reprimanded by him at a trade show about another response I gave to a potential customer. The guy asked me what the difference was between a forty-dollar duck call and one that cost one hundred and forty. My response was, “About a hundred dollars.” Obviously, Willie didn’t like my answer, even if I was only trying to be honest.

We are in uncharted territory" when it comes to sex and the internet, says Justin Garcia, a research scientist at Indiana University’s Kinsey Institute for Research in Sex, Gender, and Reproduction. "There have been two major transitions" in heterosexual mating, Garcia says, "in the last four million years. The first was around ten to fifteen thousand years ago, in the agricultural revolution, when we became less migratory and more settled," leading to the establishment of marriage as a cultural contract. "And the second major transition is with the rise of the Internet," Garcia says. Suddenly, instead of meeting through proximity, community connections, and family and friends, people could meet each other virtually and engage in amorous activity with the click of a button. Internet meeting is now surpassing every other form. “It’s changing so much about the way we act both romantically and sexually,” Garcia says. “It is unprecedented from an evolutionary standpoint.” And yet this massive shift in our behavior has gone almost completely unexamined, especially given how the internet permeates modern life. While there have been studies about how men and women use social media differently- how they use language and present themselves differently, for example- there's not a lot of research about how they behave sexually online; and there is virtually nothing about how girls and boys do. While there has been concern about the online interaction of children and adults, it's striking that so little attention has been paid to the ways in which the Internet has changed the sexual behavior of girls and boys interacting together. This may be because the behavior has been largely hidden or unknown, or, again, due to the fear of not seeming "sex-positive," mistaking responsibility for judgement. And there are questions to ask, from the standpoint of girls' and boys' physical and emotional health and the ethics of their treatment of each other. Sex on a screen is different from sex that develops in person, this much seems seems self-evident, just as talking on a screen is different from face-to-face communication. And so if talking on a screen reduces one's ability to be empathic, for example, then how does sex on a screen change sexual behavior? Are people more likely to act aggressively or unethically, as in other types of online communication? How do gender roles and sexism play into cybersex? And how does the influence of porn, which became available online at about the same time as social networking, factor in?

The Smiths were unable to conceive children and decided to use a surrogate father to start their family. On the day the surrogate father was to arrive, Mr. Smith kissed his wife and said, "I'm off. The man should be here soon" Half an hour later, just by chance a door-to-door baby photographer rang the doorbell, hoping to make a sale. "Good morning, madam. I've come to...." "Oh, no need to explain. I've been expecting you," Mrs. Smith cut in. "Really?" the photographer asked. "Well, good. I've made a specialty of babies" "That's what my husband and I had hoped. Please come in and have a seat" After a moment, she asked, blushing, "Well, where do we start?" "Leave everything to me. I usually try two in the bathtub, one on the couch and perhaps a couple on the bed. Sometimes the living room floor is fun too; you can really spread out!" "Bathtub, living room floor? No wonder it didn't work for Harry and me" "Well, madam, none of us can guarantee a good one every time. But, if we try several different positions and I shoot from six or seven different angles, I'm sure you'll be pleased with the results" "My, that's a lot of....." gasped Mrs. Smith. "Madam, in my line of work, a man must take his time. I'd love to be in and out in five minutes, but you'd be disappointed with that, I'm sure"  "Don't I know it," Mrs. Smith said quietly. The photographer opened his briefcase and pulled out a portfolio of his baby pictures. "This was done on the top of a bus in downtown London" "Oh my God!" Mrs. Smith exclaimed, tugging at her handkerchief. "And these twins turned out exceptionally well, when you consider their mother was so difficult to work with" "She was difficult?" asked Mrs. Smith. "Yes, I'm afraid so. I finally had to take her to Hyde Park to get the job done right. People were crowding around four and five deep, pushing to get a good look" "Four and five deep?" asked Mrs. Smith, eyes widened in amazement. "Yes," the photographer said, "And for more than three hours too. The mother was constantly squealing and yelling. I could hardly concentrate. Then darkness approached and I began to rush my shots. Finally, when the squirrels began nibbling on my equipment, I just packed it all in." Mrs. Smith leaned forward. "You mean squirrels actually chewed on your, um......equipment?" "That's right. Well, madam, if you're ready, I'll set up my tripod so we  can get to work." "Tripod?????" "Oh yes, I have to use a tripod to rest my Canon on. It's much too big for me to hold for very long. Madam? Madam? ....... Good Lord, she's fainted!!

President and Chief Operating Officer (COO), accountable for the overall achievement of the Strategic Objective and reporting to the SHAREHOLDERS who include, on an equal basis, Jack and Murray. • Vice-President/Marketing, accountable for finding customers and finding new ways to provide customers with the satisfactions they derive from widgets, at lower cost, and with greater ease, and reporting to the COO. • Vice-President/Operations, accountable for keeping customers by delivering to them what is promised by Marketing, and for discovering new ways of assembling widgets, at lower cost, and with greater efficiency so as to provide the customer with better service, reporting to the COO. • Vice-President/Finance, accountable for supporting both Marketing and Operations in the fulfillment of their accountabilities by achieving the company’s profitability standards, and by securing capital whenever it’s needed, and at the best rates, also reporting to the COO. • Reporting to the Vice-President/Marketing are two positions: Sales Manager and Advertising/Research Manager. • Reporting to the Vice-President/Operations are three positions: Production Manager, Service Manager, and Facilities Manager. • Reporting to the Vice-President/Finance are two positions: Accounts Receivable Manager and Accounts Payable Manager.

What’s an IPO, exactly? A company decides it wants to “float” part of its equity on the public markets, allowing employees and founders to sell private shares to pay them off for years of service, as well as sell shares out of the corporate treasury to have some money in the bank. Large investment banks (such as my former employer Goldman Sachs) form what’s called a “syndicate” (“mafia” might be a better term) wherein they offer to effectively buy those shares from Facebook, and then sell them into the capital markets, usually by pushing it via their sales force onto wealthy clients or institutional investors. That syndicate either guarantees a price (“firm commitment”) or promises to get the best price it can (“best effort”). In the former case, the bank is taking real execution risk, and stands to lose money if it doesn’t engineer a “pop” in the stock on opening day. To mitigate the risk, the bank convinces the offering company to expect a lower price, while simultaneously jacking up what real price the market will bear with a zealous sales pitch to the market’s deepest pockets. Thus, it is absolutely jejune to think that a stock’s rise on opening day is due to clamoring and unexpected interest. Similar to Captain Renault in Casablanca, Wall Street bankers are shocked—shocked!—that there should be such a large and positive price dislocation in the market they just rigged.

With regard to the price then of the men themselves, it is obvious that the public treasury is in a better position to provide funds than any private individuals. What can be easier than for the Council to invite by public proclamation all whom it may concern to bring their slaves, and to buy up those produced? Assuming the purchase to be effected, is it credible that people will hesitate to hire from the state rather than from the private owner, and actually on the same terms? People have at all events no hesitation at present in hiring consecrated grounds, sacred victims, houses, etc., or in purchasing the right of farming taxes from the state. To ensure the preservation of the purchased property, the treasury can take the same securities precisely from the lessee as it does from those who purchase the right of farming its taxes. Indeed, fraudulent dealing is easier on the part of the man who has purchased such a right than of the man who hires slaves. Since it is not easy to see how the exportation of public money is to be detected, when it differs in no way from private money. Whereas it will take a clever thief to make off with these slaves, marked as they will be with the public stamp, and in face of a heavy penalty attached at once to the sale and exportation of them. Up to this point then it would appear feasible enough for the state to acquire property in men and to keep a safe watch over them.

lawyer married a woman who had previously divorced ten husbands. On their wedding night, she told her new husband, "Please be gentle, I'm still a virgin." "What?" said the puzzled groom. "How can that be if you've been married ten times?" "Well, Husband #1 was a sales representative. He kept telling me how great it was going to be. Husband #2 was in software services. He was never really sure how it was supposed to function, but he said he'd look into it and get back to me. Husband #3 was from field services. He said everything checked out diagnostically, but he just couldn't get the system up. Husband #4 was in telemarketing. Even though he knew he had the order, he didn't know when he would be able to deliver. Husband #5 was an engineer. He understood the basic process, but wanted three years to research, implement, and design a new state-of-the-art method. Husband #6 was from finance and administration. He thought he knew how, but he wasn't sure whether it was his job or not. Husband #7 was in marketing. Although he had a nice product, he was never sure how to position it. Husband #8 was a psychologist. All he ever did was talk about it. Husband #9 was a gynecologist. All he did was look at it. Husband #10 was a stamp collector. All he ever did was...God, I miss him! But now that I've married you, I'm really excited!" "Good," said the new husband, "but, why?" "You're a lawyer. This time I know I'm going to get really screwed! ♦◊♦◊♦◊♦

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

The collapse, for example, of IBM’s legendary 80-year-old hardware business in the 1990s sounds like a classic P-type story. New technology (personal computers) displaces old (mainframes) and wipes out incumbent (IBM). But it wasn’t. IBM, unlike all its mainframe competitors, mastered the new technology. Within three years of launching its first PC, in 1981, IBM achieved $5 billion in sales and the #1 position, with everyone else either far behind or out of the business entirely (Apple, Tandy, Commodore, DEC, Honeywell, Sperry, etc.). For decades, IBM dominated computers like Pan Am dominated international travel. Its $13 billion in sales in 1981 was more than its next seven competitors combined (the computer industry was referred to as “IBM and the Seven Dwarfs”). IBM jumped on the new PC like Trippe jumped on the new jet engines. IBM owned the computer world, so it outsourced two of the PC components, software and microprocessors, to two tiny companies: Microsoft and Intel. Microsoft had all of 32 employees. Intel desperately needed a cash infusion to survive. IBM soon discovered, however, that individual buyers care more about exchanging files with friends than the brand of their box. And to exchange files easily, what matters is the software and the microprocessor inside that box, not the logo of the company that assembled the box. IBM missed an S-type shift—a change in what customers care about. PC clones using Intel chips and Microsoft software drained IBM’s market share. In 1993, IBM lost $8.1 billion, its largest-ever loss. That year it let go over 100,000 employees, the largest layoff in corporate history. Ten years later, IBM sold what was left of its PC business to Lenovo. Today, the combined market value of Microsoft and Intel, the two tiny vendors IBM hired, is close to $1.5 trillion, more than ten times the value of IBM. IBM correctly anticipated a P-type loonshot and won the battle. But it missed a critical S-type loonshot, a software standard, and lost the war.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

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

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

Dear KDP Author, Just ahead of World War II, there was a radical invention that shook the foundations of book publishing. It was the paperback book. This was a time when movie tickets cost 10 or 20 cents, and books cost $2.50. The new paperback cost 25 cents – it was ten times cheaper. Readers loved the paperback and millions of copies were sold in just the first year. With it being so inexpensive and with so many more people able to afford to buy and read books, you would think the literary establishment of the day would have celebrated the invention of the paperback, yes? Nope. Instead, they dug in and circled the wagons. They believed low cost paperbacks would destroy literary culture and harm the industry (not to mention their own bank accounts). Many bookstores refused to stock them, and the early paperback publishers had to use unconventional methods of distribution – places like newsstands and drugstores. The famous author George Orwell came out publicly and said about the new paperback format, if “publishers had any sense, they would combine against them and suppress them.” Yes, George Orwell was suggesting collusion. Well… history doesn’t repeat itself, but it does rhyme. Fast forward to today, and it’s the e-book’s turn to be opposed by the literary establishment. Amazon and Hachette – a big US publisher and part of a $10 billion media conglomerate – are in the middle of a business dispute about e-books. We want lower e-book prices. Hachette does not. Many e-books are being released at $14.99 and even $19.99. That is unjustifiably high for an e-book. With an e-book, there’s no printing, no over-printing, no need to forecast, no returns, no lost sales due to out of stock, no warehousing costs, no transportation costs, and there is no secondary market – e-books cannot be resold as used books. E-books can and should be less expensive. Perhaps channeling Orwell’s decades old suggestion, Hachette has already been caught illegally colluding with its competitors to raise e-book prices. So far those parties have paid $166 million in penalties and restitution. Colluding with its competitors to raise prices wasn’t only illegal, it was also highly disrespectful to Hachette’s readers. The fact is many established incumbents in the industry have taken the position that lower e-book prices will “devalue books” and hurt “Arts and Letters.” They’re wrong. Just as paperbacks did not destroy book culture despite being ten times cheaper, neither will e-books. On the contrary, paperbacks ended up rejuvenating the book industry and making it stronger. The same will happen with e-books. Many inside the echo-chamber of the industry often draw the box too small. They think books only compete against books. But in reality, books compete against mobile games, television, movies, Facebook, blogs, free news sites and more. If we want a healthy reading culture, we have to work hard to be sure books actually are competitive against these other media types, and a big part of that is working hard to make books less expensive. Moreover, e-books are highly price elastic. This means that when the price goes down, customers buy much more. We've quantified the price elasticity of e-books from repeated measurements across many titles. For every copy an e-book would sell at $14.99, it would sell 1.74 copies if priced at $9.99. So, for example, if customers would buy 100,000 copies of a particular e-book at $14.99, then customers would buy 174,000 copies of that same e-book at $9.99. Total revenue at $14.99 would be $1,499,000. Total revenue at $9.99 is $1,738,000. The important thing to note here is that the lower price is good for all parties involved: the customer is paying 33% less and the author is getting a royalty check 16% larger and being read by an audience that’s 74% larger. The pie is simply bigger.

Selling is crucial to your success because without the sale, you do not make any money. The great thing about writing a book to position yourself is that the book does a lot of the selling for you. People read the book and come to you for more answers. If you have products created to match the theme of your book, your platform (website) will do the selling for you. Automate as much of the process as you can with opt-in boxes, video sales landing pages and special offers. Make it as easy as you can for your fans and followers. Once your products are created, simply write about them, talk about them, and create articles from the content and say, “Yes” to interviews. The buzz created will point people back to your site where your automatic sales team is ready to take orders 24 hours a day.

Writing your book is not the end all of your strategy. It is a powerful catalyst that will push you to the top of your game. You see, something magical happens when you write your book and this is the best place to mention it because a sale happens when your book is complete. You sell yourself on the idea that you are more than you previously believed yourself to be. You get to experience that “I did it” moment where your mind releases these wonderful stimulators that make you feel awesome. You see yourself in a different way and this opens up a greater opportunity for accomplishment, achievement, and success.

I used to want to be a missionary, but I don’t believe that’d be the best position for me to be in.

I have just been elected Captain of the Nap Squad. It's a very exhausting position, and requires training twice a day, once when I get up and once before bed.

In business presentations, positive impressions can help make a sale or win over an audience.

I am the friendliest person in the world. I am the most enthusiastic person in the world. I am the most helpful person in the world. I will tell myself what I can do, not what I can't. I love to serve. I love to sell. I don't prejudge or put down anyone. I will take control of myself and my success. I will remember the good times as often as I can. I will ask for what I want. I will stick at it until I win, even if my ass falls off. Life may not be a blast right now, but look at all I've learned, and look where I can get with hard work. I will reinforce my decisions with positive thoughts, not negative second guesses. I will thank everyone for their help and never measure. I will ask before I tell. I will give with pride. I will be memorable. I will avoid arguments. I will not gripe or whine about my lot in life. Rather, I will celebrate all I have, all I love, and all I will learn. I will feel GREAT when I make a sale. I will earn more when I make the sale. I will celebrate my victories today. I am grateful for life and living. I will have a great time tomorrow. I will get over it in less than one minute and get back to enjoying life.

Restricting the sale and use of guns became a salient political issue only after the assassinations of the Kennedy brothers and Martin Luther King, Jr. The gun control laws enacted or seriously proposed were modest. When Congress was passing gun regulation in 1968, the National Rifle Association’s executive vice-president wrote that “the measure as a whole appears to be one that the sportsmen of America can live with.” The GOP platforms of 1968 and 1972 supported gun regulation—and President Nixon, his speechwriter William Safire recalled, told him that “guns are an abomination” and that he would have outlawed handguns if he could. But violent crime had tripled in a decade, and in the late 1970s hysterics managed to take over the NRA, replacing its motto “Firearms Safety Education, Marksmanship Training, Shooting for Recreation” with the second half of the Second Amendment—“The Right of the People to Keep and Bear Arms Shall Not Be Infringed.” Within a decade, the official Republican position shifted almost 180 degrees to oppose any federal registration of firearms. In other words, fantasy was starting to hold its own against reason.

Your committee is satisfied from the proofs submitted ... that there is an established and well defined identity and community of interest between a few leaders of finance ... which has resulted in great and rapidly growing concentration of the control of money and credit in the hands of these few men.... Under our system of issuing and distributing corporate securities the investing public does not buy directly from the corporation. The securities travel from the issuing house through middlemen to the investor. It is only the great banks or bankers with access to the mainsprings of the concentrated resources made up of other people's money, in the banks, trust companies, and life insurance companies, and with control of the machinery for creating markets and distributing securities, who have had the power to underwrite or guarantee the sale of large-scale security issues. The men who through their control over the funds of our railroad and industrial companies are able to direct where such funds shall be kept, and thus to create these great reservoirs of the people's money are the ones who are in a position to tap those reservoirs for the ventures in which they are interested and to prevent their being tapped for purposes which they do not approve.... When we consider, also, in this connection that into these reservoirs of money and credit there flow a large part of the reserves of the banks of the country, that they are also the agents and correspondents of the out-of-town banks in the loaning of their surplus funds in the only public money market of the country, and that a small group of men and their partners and associates have now further strengthened their hold upon the resources of these institutions by acquiring large stock holdings therein, by representation on their boards and through valuable patronage, we begin to realize something of the extent to which this practical and effective domination and control over our greatest financial, railroad and industrial corporations has developed, largely within the past five years, and that it is fraught with peril to the welfare of the country.3 Such was the nature of the wealth and power represented by those six men who gathered in secret that night and travelled in the luxury of Senator Aldrich's private car.

so the goal here is to create more positive thoughts to trigger more positive emotions, actions, and results.

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

BD = f (SW, ES) The sales equation states that a buying decision (BD) is a function (f) of the Six Whys® (SW) (which we’ll get to in a minute) and the buyer’s emotional state (ES). This means that if you are selling to a qualified buyer who has the financial means and authority to purchase your product or service, and you guide that buyer into committing to each of the Six Whys®, and the buyer has a positive emotional state (the collection of emotions he is experiencing at a given time), you will always be able to earn the deal. Here’s another way of saying this.

Positive emotional states can even raise your average sale price. That is what an experiment led by social psychologists Karen O’Quin and Joel Aronoff found when they had sellers joke, “I will throw in my pet frog,” when disclosing the price of a piece of art.9 The amusing quip disrupted the tension and injected buyers with positive emotions, which caused them to agree to a higher price for the art than those who had not heard the remark.

But this also explains why word of mouth is often negative. When people ask someone about a product, they are likely to ask, “Have you had any trouble with X?” They know that they are likely to get a straight answer from an independent source. Another reason that word of mouth is often negative is that people are three to ten times more likely to tell others about a negative experience than a positive one.

You are in the perfect position to exercise the new function of marketing: making decisions easier for your customers. You know the lay of the land better than anyone else. You also have a better perspective on what it takes to find, learn about, sort out, try, buy, and use your product than anyone else. You know best how your product fits into the marketplace. In fact, you could be the best guide through the burdensome decision-making process. In this Age of Overload, that’s exactly what the customer needs. The raw information she can get elsewhere. But what information does she need, when? What’s the sequence? What are the best sources of information from a customer’s point of view?

Many studies have shown that a satisfied customer is likely to tell approximately three people about a product, whereas a dissatisfied customer is likely to tell approximately eleven people. This is often because the positive experiences are expected and soon forgotten, but the unresolved negatives get people angry and frustrated, provoking word of mouth.

HOW TO ANSWER “WHY YOUR INDUSTRY SOLUTION?” Let’s stop and apply what we just learned to make sure you are demolishing competitors outside of your industry. What are some of the positive results your company, product, or service delivers that those outside of your industry cannot match? What are some of the problems that potential customers have experienced when they have chosen a solution outside of your industry? Once you have some evidence-based answers to the above questions, contemplate where you can incorporate these insights into your sales process.

There are two ways in which healthy survivability can develop in silent sons. On one hand, there are boys who come through incredibly troubled families and still emerge as healthy men. Although this does not happen very often, a number of researchers have found that at least 10 percent of children from severely dysfunctional families emerge as healthy people.1 The explanation for this includes getting help from outside of the family, having a positive attitude or temperament, resiliency in the face of stress, and the ability of some children in dysfunctional families to have a sense of autonomy. On the other hand, I believe that men can become healthy survivors by using their strengths and positive characteristics to overcome their pasts. This type of man knows that what he has learned from his experience is more important than where he has been. He builds on his experiences and does not allow them to tear him down. While it may seem that the term “healthy survivor” describes a man who is not affected by anything, this is not true. The healthy survivor does not deny his experiences, nor does he let them force him into negative behaviors. Rather, he has learned to maintain balance in himself and his life. If he is in pain, he deals with it. He admits when he is vulnerable, and is able to ask for help. He is not afraid to show his emotions, but he is not controlled by them either. He knows he is in control of himself. More importantly, he likes who he is and is comfortable with his life. It may have taken a long time for him to grow into a healthy survivor, or he could have been using his strength all along. Either way, the healthy survivor would not trade places with anyone today. He values what it took to get him where he is and he values himself. He is not for sale. Healthy survivors share many positive traits. How many of the following do you have? He knows how to attract and use the support of healthy people around him. He has developed a healthy sense of humor. He has developed a well-balanced sense of autonomy. He is socially at ease and others are comfortable around him. He is willing to identify and express his feelings. He can work through, not deny, his problems. He is neither controlled or controlling. He does not live in fear of his past, but with contentment and a sense of power about the present. He can love and be loved. He likes who he is, not what he is.

This innovation is a substantial breakthrough in the field of sales, because equipped with this knowledge you will be able to judge the effectiveness of any sales process by analyzing how it guides buyers through their mental journey and into a positive buying decision. This will eliminate the need to try out a sales process to see if it works. From now on you will know if it will help you sell more—prior to engaging in it—since you will have an objective, evidence-based standard to compare it to. But now it is time to learn how to sell via the central route by learning the mental steps that comprise a positive buying decision.

ultimate key performance indicator at Telogis is to help sales sell bigger deals faster,” he said. At Telogis, they improved time to first deal by 70 percent. They reduced the average number of days from 266 to 85. The business benefits are extremely positive and the dream of many enablement professionals

Mr. Sales: These days, the days are passing very quickly. Mr. Conscience: But you have no work? How do you spend your day? Mr. Sales: Yes, but we have so much to worry about, believe me every hour is passed in worrying about having no work. Mr. Conscience: But what keeps you busy? Mr. Sales: Well,Team-work keeps us busy, we keep ourselves busy by calling other colleagues whose worry level is still not as high as ours, and we try to bring their worry level to our level. Mr. Conscience: But don’t you think we should try harder? Mr. Sales: Yes, I believe we should call them more often and increase the fear factor. Mr. Conscience: No, I am talking about the clients? Mr. Sales: Clients are also doing the same thing within their teams, so they don’t want to listen to our share of worries. Mr. Conscience: No, I am talking about sales? Mr. Sales: Oh sales, yes we do try to extend our service to people who demands our service. Mr. Conscience: But don't you think that you should be calling the clients to show them a picture of better future? Mr. Sales: But the clients ignore our calls, they like politicians never give us a proper reply, they make us call them again & again. Mr. Conscience: So shouldn’t you call them again and again, since you have no better work to do? Mr. Sales: You mean to say apart from petrifying other people about their future, but what about my ego? My ego can’t take a Negative response every time. Mr. Conscience: But they are not saying no to you, they are saying no to your product, which suggests your inability to convince them. Mr. Sales: No, I can convince them about bad market conditions, only thing they don’t get convinced is about buying my product. Mr. Conscience: Don’t you think a positive approach to life can save you from many setbacks? If you start your day positively, encouraging people around you, telling them that things are bad but together we can get-over this phase. You can also spend some time in knowing your clients, reaching out to many, looking for new sources. Remember a body tired of hard work sleeps better than a mind tired of worrying. Try new things, learn new tricks, enlighten your mind with knowledge and you will do good. Mr. Sales: But what about worrying, I must worry also about my future? Mr. Conscience: Yes, worry is good if it involves efforts, only worry is like an opponent provided with every opportunity to win. Win and loss are part of life, but losing without a fight is a sin. Mr. Sales: Calling his colleague, hey listen today my conscience was trying to lecture me about useless worrying, I think we should be more positive. What, you don't have any sales yet, see I told you earlier, the market is very low, everyone is struggling, sales has no future..