Referral Business Quotes

The farther right you go on the curve, the more you will encounter the clients and customers who may need what you have, but don't necessarily believe what you believe. As clients, they are the ones for whom, no matter how hard you work, it's never enough. Everything usually boils down to price with them. They are rarely loyal. They rarely give referrals and sometimes you may even wonder out loud why you still do business with them. "They just don't get it," our gut tells us. The importance of identifying this group is so that you can avoid doing business with them.

The only worthwhile idea is the one on which you take action.

The referral is the easiest prospect in the world to sell. Ask any professional who hates selling (accountants, architects, lawyers) -- they'll tell you that 100% of their new business comes from referrals. That's because they're not capable of making sales calls and rely on the fall-in-your-lap method of selling.

Don’t be afraid to say no to projects. Prove that you’re serious about specialization by turning down work that falls outside your area of expertise. The more people you say no to, the more referrals you’ll get to people who need your product or service.

A memory dart is your shorthand verbal business card. It is your identity implanted directly into the memory of your listener.

Sales success is not about convincing people to buy a product or service they don't want. It's about engaging with people who are interested and then helping them make the right decision. That's the key to repeat business and referrals.

Drop Activities that Zap your Energy. Let your feelings be your guide. If you’re feeling resentful by investing time with a networking group where you aren’t getting referrals (and you’re always giving them) or spending time listening to colleagues complain, your feelings may be telling you it’s time to move on. It’s amazing what opens up for you when you let go of an activity or a relationship that no longer energizes you.

We live in a culture that teaches us that "men" are the sexual aggressors and pursuers. We also live in a world where most women, trans, and non-binary folks have had negative experiences with men who are hitting on them. These factors tend to lead to some big gender differences for those exploring non-monogamy. Cisgender men often struggle when they first enter the world of non-monogamy. Within consensual non-monogamy (CNM) communities, most folks who sleep with cis men choose their partners based on referrals and endorsements. As in the world of business, it truly is who you know. Cis men who have been in the communities longer have dated and interacted with more people, and, therefore, have more word of mouth. It is an unfortunate reality that many, especially cisgender women, will not date men they don't already know about through their friends and communities. So, if you're a cis man exploring CNM, expect that it may take a while before you start seeing the kind of attention that others get. Focus on being kind, respectful, and honest. Respect the needs and boundaries of everyone with whom you interact. Spend lots of time getting to know other people simply as people - especially of your preferred gender to date - and form genuine friendships and connections with them free from any pressure to become sexual.

I mean a network of people who know you, like you and trust you. They might never buy a thing from you, but they’ve always got you in the backs of their minds.” He leaned forward and spoke with more intensity. “They’re people who are personally invested in seeing you succeed, y’see? And of course, that’s because you’re the same way about them. They’re your army of personal walking ambassadors. “When you’ve got your own army of personal walking ambassadors, you’ll have referrals coming your way faster than you can handle them.

in sales, activity drives everything—that’s the law. Activity is the hard work of sales and it is the price you pay for your commission checks. Activities include: Cold calling, first-time visits, follow-up calls, product demonstrations, walk-throughs, test drives, site visits, open houses, tours, presentations, proposals, referrals, direct mail, and so forth. The fact is, if you have enough activity, you will at least sell something, even if you do everything else wrong. If you have no activity, but do everything else right, you will sell nothing.

As John Jantsch says in his book, The Referral Engine: Teaching Your Business to Market Itself, “Being recognized as a source of good information, including referrals, is a great way to connect with others. Think about how eagerly you responded the last time someone asked you for directions, offering up your favorite shortcut and tips for avoiding traffic. We all do it. Making referrals is a deeply satisfying way to connect with others, and asking for referrals is just the other side of the same phenomenon. I think the growth of many popular social networks can be traced to the fact that people love to connect and form communities around shared ideas.”1

While advertising was once used primarily to create a sale or enhance an image, it must now be used to create awareness about Web content. • While SEO was at one time primarily a function of optimizing a Web site, it must now be a function of optimizing brand assets across social media. • While lead generation used to consist of broadcasting messages, it must now rely heavily on being found in the right place at the right time. • While lead conversion in the past often consisted of multiple sales calls to supply information, it must now supplement Web information gathering with value delivery. • While referrals used to be a simple matter of passing a name, they now rely heavily on an organization’s online reputation, ratings, and reviews. • While physical store location has always mattered, online location for the local business has become a life-and-death matter.

Well, check out these questions below, and if you can answer yes to most or all of the following points about a person and her business, you would have a pretty deep referral relationship: ​You trust them to do a great job and take great care of your referred prospects. ​You have known each other for at least one year. ​You understand at least three major products or services within their business and feel comfortable explaining them to others. ​You know the names of their family members and have met them personally. ​You have both asked each other how you can help grow your respective businesses. ​You know at least five of their goals for the year, including personal and business goals. ​You could call them at 9 o’clock at night if you really needed something. ​You would not feel awkward asking them for help with either a personal or business challenge. ​You enjoy the time you spend together. ​You see each other on a regular basis—in both business and personal situations. ​You enjoy seeing them achieve further success. ​They are “top of mind” regularly. ​You have open, honest talks about how you can help each other further.

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Everything about realty nyc for you In case real estate nyc is what you are searching for, then Bogatov Luxury Real estate is for you. You could wish to purchase a home or offer it off, but it constantly helps to have professionals do it for you. If it is luxury condominiums you are searching for in Brooklyn, Queens, Bronx or Manchester, then these are the people you have to go to. Simply select the city that you want and the Bogatov team will assist you get the condominium you are searching for. All this ends up being possible as the group at Bogatov are concentrated on comprehending the customer's requirements and making all efforts to meet them. This is professionalism at its finest and it leads to customers returning once more and again. Not only this, it results in exemplary referrals and that has actually caused the development and nourishment of their business. Purchasing real estate nyc is not simply about getting any home. It is all a reflection of your way of life. This is why the Bogatov team makes a lot effort in understanding your desires in order to purchase that perfect home for you. When you utilize their services, you would continuously be returning for more. Even they think in long term relationships with their clients. In case you are attempting to sell your home, then Bogatov group will do so in just the type of luxury that it deserves. In order to get access to the various homes in estate new york provided on their site, you would have to register with them. Just inspect them out to know the most current properties, their floor plans, amenities, costs and anything else that you would want to understand about them. As soon as you are with Bogatov Luxury Real estate, you would understand that they keep you updated with the latest in real estate information too. So you would understand all about the most recent State paws on home, any brand-new developments in realty. With Bogatov Luxury Real estate, inspect out the very best places to stay in, the home mortgage rates in various areas, the way the need and supply chart is moving and so on. Thus being with the Bogatov group serves more functions than one as you get a lot more than exactly what you planned on. Simply pick out the city that you desire and the Bogatov team will assist you get the condo you are looking for. All this becomes possible as the group at Bogatov are concentrated on comprehending the client's requirements and making all efforts to fulfill them. Purchasing actual estate nyc is not just about getting any property. This is why the Bogatov group makes so much effort in understanding your desires in order to purchase that best home for you. http://bogatovrealty.com/new-york/real

Here is a quote from marketingcharts.com in January 2013, referring to a recent research campaign into the best converting online marketing techniques. “The study, which examined more than 62 million visits, 215 million page views and 350,000 leads from more than 600 small- and medium-sized B2B websites during 2012, found email’s conversion rate to be 81% higher than the average (2.89% vs. 1.6%) and 42% higher than the next-best performer, referrals (2.04%). “Paid search (1.96%) also had an above-average conversion rate, with direct traffic (1.64%) closer to the mean. Organic search (1.45%) and social media (1.22%) were the lowest-rated in this regard.” It is believed that a database of 10,000 emails is worth more than $100,000 a year to your business, so the sooner you start collecting, the better.

Students will sometimes decide that they don’t like where they are sitting, and I probably won’t notice if they re-seat themselves over by their friend.  And they are right.  I’m very busy in class.  So if I don’t have a serious consequence, it’s worth it for them to take that gamble, and pretty soon it becomes rampant.  Then I start nagging, and I hate nagging.  So on the first time, I warn them that what they are doing is actually in the category of defiance which should earn them a referral, or at least a detention.

In the Generosity Generation, we can spend our time, energy, effort, and money on people we actually like and trust. In the end, those are the ones who are most valuable to our business.

WHY HABITS ARE GOOD FOR BUSINESS If our programmed behaviors are so influential in guiding our everyday actions, surely harnessing the same power of habits can be a boon for industry. Indeed, for those able to shape them in an effective way, habits can be very good for the bottom line. Habit-forming products change user behavior and create unprompted user engagement. The aim is to influence customers to use your product on their own, again and again, without relying on overt calls to action such as ads or promotions. Once a habit is formed, the user is automatically triggered to use the product during routine events such as wanting to kill time while waiting in line. However, the framework and practices explored in this book are not “one size fits all” and do not apply to every business or industry. Entrepreneurs should evaluate how user habits impact their particular business model and goals. While the viability of some products depends on habit-formation to thrive, that is not always the case. For example, companies selling infrequently bought or used products or services do not require habitual users—at least, not in the sense of everyday engagement. Life insurance companies, for instance, leverage salespeople, advertising, and word-of-mouth referrals and recommendations to prompt consumers to buy policies. Once the policy is bought, there is nothing more the customer needs to do. In this book I refer to products in the context of businesses that require ongoing, unprompted user engagement and therefore need to build user habits. I exclude companies that compel customers to take action through

STEPS TO A POWER NOTE:     1.  USE UNBRANDED CARDS WITH A SYMBOL OR MONOGRAM THAT REPRESENTS YOU. IT’S A PERSONAL NOTE.     2.  USE BLUE INK. IT LOOKS ORIGINAL AND POSITIVE.     3.  WORDS - USE YOU, BUT AVOID I, ME, MY.     4.  BE SPECIFIC IN YOUR PRAISE. IDENTIFY AND ACKNOWLEDGE A CHARACTERISTIC, A TALENT, A UNIQUE QUALITY.     5.  LEVERAGE THE POWER OF POSITIVE PROJECTION. IDENTIFY A PERSONAL CHARACTERISTIC YOU WANT TO IMPROVE AND EXPRESS RESPECT FOR OTHERS WHO POSSESS THAT QUALITY (HAPPINESS, WEALTH, BALANCE, ETC.)     6.  WRITE RIGHTLY - SLOPE TEXT SLIGHTLY UPWARD FROM LEFT TO RIGHT. READ YOUR HANDWRITING CAN CHANGE YOUR LIFE BY VIMALA RODGERS.7     7.  THE POWER OF THE P.S. USE A P.S. AS A CALL-TO-ACTION: ASK THE RECIPIENT TO TAKE ACTION SUCH AS E-MAILING OR CALLING. “Whom do I write these POWER Notes to?” Rick asked. “Everybody you know,” Coach answered. “Pick up a business card, look in your e-mail, look in your database—find a person,

referrals are still the most common source of new business in the professional services arena. And we don't expect that to change anytime soon.

Referrals are the privilege of the opportunity given to you by someone else to potentially do business with someone who wants, needs or desires the products or services you offer

Many business people end up being relationship rich, and referral poor.

The smart business person sees an opportunity to generate referrals by collaborating with their competitors.

Let 'the cause' become the 'because' – the reason – for people to do business with and to refer business to you

you need to set more ambitious goals, maybe for instance getting one business referral every day or closing up more deals to meet a quota. Whatever

majority of successful business owners will tell you flat out that obtaining referrals is the most powerful tactic for attracting new customers.

Testimonials are nearly as good as money in the bank, but referrals really are money in the bank.

Advisors ask me what it takes to be referable. My response is simple: It all comes down to trust. Clients and strategic partners have to trust that endorsing you will reflect positively on them in turn, but what does that mean, and how can you predictably and methodically create trust? Let’s revisit the foundation of refer-ability, summed up in the four Cs.: Credentials – Your skills as a professional advisor in terms of your judgment and the solutions you provide give you the credibility needed to foster trust. Consistency – People crave consistency and your professional deployment of best practices helps you meet and exceed the expectations you set for your clients. Chemistry – The rapport you develop using F.O.R.M., as well as your sincere and holistic interest in your clients’ lives, creates comfort and chemistry. Congruency – Doing what you say you will and conducting yourself as a professional consultant rather than as a salesperson means that you can attract rather than having to chase new business. Many elite advisors who deploy the Four C’s are still underwhelmed with the quality and quantity of referrals they see. The reason is simple - while they have laid down a foundation for refer-ability, they still find themselves in the red-zone but not in the Promised Land. The last piece of the puzzle is to create awareness for the concept of referrals in their on-going Communication (the fifth C) with their clients and rain-makers. Just because you are referable due to your professional conduct, that doesn’t mean that it will occur to your clients that they should introduce a friend to you. You have to continually communicate your value to them so that they make the connection.

First: make sure you know with whom you are dealing. The tactics in this situation are determined by where your customer stands in the organization. Are you dealing directly with a decision maker? A pure “D” on the DiSC profile? If so, give her the information she asks for. If you are dealing with a person in the middle of a large organization, you have a much tougher task. The trick is to tease him, showing just enough to demonstrate that you are the best company for the job without giving away valuable information. You can say anything to a client, you can show all kinds of examples of how you have solved your other clients’ problems, and you can demonstrate your sterling reputation by trotting out a list of the important companies that have been your customers—but you must never, ever hand over a written proposal full of specific solutions to their problems. Never give the mid-level buyer anything he can pass on to others. Once he has that, you’re toast. Bob tells us that we should provide specific solutions only after a commitment. A real, solid, irrevocable decision to proceed. A purchase order or a deposit. Get them hooked, and then give them everything they ask for and more. Over-deliver. Bathe them with your love. Show them that choosing your company was the best decision they ever made, and make sure that this is true. Then you can ask for a letter of recommendation and referrals. These are what will get you past the next mid-level buyer.

pulseM is The #1 reputation management platform built for home services. Our platform humanizes service interactions to help your business meet the modern homeowner's expectations for "personal service", and, in turn, collect authentic reviews. Online reviews have a direct correlation with how much organic growth your company sees through referrals. Having more reviews than your competitors is an immediate signal of credibility to potential customers who are searching for your services online.

Maintain your reputation by referring only those that you would stake your reputation on.

I might not want you to refer me, and just because you brought some business to me, does not mean that I am required shift my morals or my message to refer you. That is how I approach referrals.

The quid pro quo referral game in different networking circles can be a blessing or a curse. The dangers sit in those so hungry for business for themselves, that they will refer anyone, regardless of reputation, validity and ability as long as it can get them business in return. Watch for this unfortunate and common style. Consider vetting both the person that is being referred to you as much as you may want to vet the referrer to see if this seems to be occurring a lot.

If you’re solely relying on free traffic, referrals, joint ventures, or other channels like these, then you don’t have a predictable and dependable way to grow your business.

One time he wanted me to research a house he was curious about—in Iowa. Some realtors might find this annoying, or view it as something they “don’t have time to do.” Anytime someone on my team tells me they’re too busy to answer clients, the next day they’re not on the team. Customer service and follow-through are paramount to referral business from clients just like Campbell. So even though I had no idea what houses in Iowa were worth, I was happy to get more information for him.

Treat every referral like your reputation depends on it. 

Make it a habit to ask for business referrals. There's nothing pushy about it. People won't give you referrals unless you deserve them.

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In 2013, Hertz Global Rental took a 20 percent stake in China’s biggest car-rental firm, privately owned China Auto Rental. Overnight, the U.S. company’s presence in China expanded from 5 outlets to 700. China Auto Rental got access to Hertz’s customer referrals, one of the main sources of business for car rentals. This sector will only grow in importance as China’s car-rental market grows from $4 billion to $20 billion—equaling America’s.

Hearing someone say they want to serve “anyone with a pulse” is the kiss of death when it comes to asking for referrals, because our brains can’t sort the list of people we have connections with down into a manageable list of people to recommend.

I spend a great deal of time on airplanes traveling from one speaking engagement to the next. There have been times when I have sat for hours next to strangers with whom I never made eye contact or uttered a word. But then I have also met people with whom I engaged in such delightful conversation that it resulted in new business and referrals. The main difference was whether or not I took initiative to begin a conversation.

At a Chamber of Commerce networking breakfast, two of my friends and I were standing in a circle talking. A stranger approached, interrupted our little reunion, and gave each of us her card. She then began talking about herself and her business without a hint of social awareness, or care about her interruption. She even had the tactless gall to ask us for referrals. When she left our small circle, we looked at each other and laughed, “What was that?

This method enabled me to expand my territory and create a strong network of loyal customers for referrals and repeat business. Make active listening a deliberate part of your business plan and success strategy. You will not only grow your business, but also make wonderful friends along the way.

The ripple effect of their new attitude transferred to their customer interactions, improving the customers’ experience with the company, increasing repeat and referral business, which increased everyone’s pride. That simple change over the period of eighteen months did a complete 180 on the company culture. Net profits grew by more than 30 percent during that time, utilizing the same staff and zero additional investment in marketing.

The tipping point of the Cold Calling 2.0 process was born: sending mass emails to high level executives to ask for referrals to the best person in their organization for a first conversation.

PayPal’s big challenge was to get new customers. They tried advertising. It was too expensive. They tried BD [business development] deals with big banks. Bureaucratic hilarity ensued. … the PayPal team reached an important conclusion: BD didn’t work. They needed organic, viral growth. They needed to give people money. So that’s what they did. New customers got $10 for signing up, and existing ones got $10 for referrals. Growth went exponential, and PayPal wound up paying $20 for each new customer. It felt like things were working and not working at the same time; 7 to 10 percent daily growth and 100 million users was good. No revenues and an exponentially growing cost structure were not. Things felt a little unstable. PayPal needed buzz so it could raise more capital and continue on. (Ultimately, this worked out. That does not mean it’s the best way to run a company. Indeed, it probably isn’t.)2 Thiel’s account captures both the desperation of those early days and the almost random experimentation the company resorted to in an effort to get PayPal off the ground. But in the end, the strategy worked. PayPal dramatically increased its base of consumers by incentivizing new sign-ups. Most important, the PayPal team realized that getting users to sign up wasn’t enough; they needed them to try the payment service, recognize its value to them, and become regular users. In other words, user commitment was more important than user acquisition. So PayPal designed the incentives to tip new customers into the ranks of active users. Not only did the incentive payments make joining PayPal feel riskless and attractive, they also virtually guaranteed that new users would start participating in transactions—if only to spend the $10 they’d been gifted in their accounts. PayPal’s explosive growth triggered a number of positive feedback loops. Once users experienced the convenience of PayPal, they often insisted on paying by this method when shopping online, thereby encouraging sellers to sign up. New users spread the word further, recommending PayPal to their friends. Sellers, in turn, began displaying PayPal logos on their product pages to inform buyers that they were prepared to honor this method of online payment. The sight of those logos informed more buyers of PayPal’s existence and encouraged them to sign up. PayPal also introduced a referral fee for sellers, incentivizing them to bring in still more sellers and buyers. Through these feedback loops, the PayPal network went to work on its own behalf—it served the needs of users (buyers and sellers) while spurring its own growth.

less an authority than financial advisor marketing expert Bill Good recognizes this, and he refuses to allow his salespeople to ask for referrals. As he puts it, “They manifestly do not work.”1 In fact, Good tells the story of an advisor who got a pesky client to stop calling him by asking for a referral each time she called!

In the past year, a book and a study were published that gave me insight into finding a better way. The study was “Anatomy of the Referral” by Julie Littlechild.5 In her survey of clients of financial advisors, she discovered that practically everyone who answered the question indicated that they were responding to the need of a friend. And, essentially, no one reported that it was because their advisor asked for it. This proved to me that asking is not the natural way referrals happen. The book was The Referral Engine, by John Jantsch.6 In it, Jantsch lays out how referrals happen, why we refer, and a host of ideas on how to stimulate referrals. With these ideas in hand, I did a lot more research on strategies that proved effective in attracting referrals. I incorporated these ideas into my work with financial advisors. The book you are holding is the product of what I have learned and what I have helped advisors to put into action. In her studies “The Economics of Loyalty” and “Anatomy of the Referral,” Julie Littlechild demonstrates that receiving referrals from clients has little statistical relationship to how or how often clients are asked. There is simply no clear straight line between asking clients for referrals the way we have been traditionally trained to do it and the best referrals you actually receive. In her survey of more than 1,000 clients who use financial advisors, one of the questions Littlechild asked was, “What were the circumstances of the last referral you gave to your advisor?

In the past year, a book and a study were published that gave me insight into finding a better way. The study was “Anatomy of the Referral” by Julie Littlechild.5 In her survey of clients of financial advisors, she discovered that practically everyone who answered the question indicated that they were responding to the need of a friend. And, essentially, no one reported that it was because their advisor asked for it. This proved to me that asking is not the natural way referrals happen. The book was The Referral Engine, by John Jantsch.6 In it, Jantsch lays out how referrals happen, why we refer, and a host of ideas on how to stimulate referrals. With these ideas in hand, I did a lot more research on strategies that proved effective in attracting referrals. I incorporated these ideas into my work with financial advisors. The book you are holding is the product of what I have learned and what I have helped advisors to put into action. In her studies “The Economics of Loyalty” and “Anatomy of the Referral,” Julie Littlechild demonstrates that receiving referrals from clients has little statistical relationship to how or how often clients are asked. There is simply no clear straight line between asking clients for referrals the way we have been traditionally trained to do it and the best referrals you actually receive.

In her survey of more than 1,000 clients who use financial advisors, one of the questions Littlechild asked was, “What were the circumstances of the last referral you gave to your advisor?” Half of the people said that they were asked specifically by a friend to recommend a financial advisor. Over half the people communicated some financial need for which the person knew his financial advisor had a solution. And how many people said that the circumstance of their last referral was that the advisor asked for it? Two percent, which is statistically equivalent to zero. Essentially no one gave a referral because the advisor asked for it. They gave a referral because their friend expressed a need, and they wanted to help (Figure 1.1). Most referral programs reflect a hunter mentality. We must go out and stalk and capture the referral. How do you suppose the prey feels in this relationship?

What we need is for clients to recall us when the opportunity to refer arises—and to mention us. We can build a strategy to help increase the odds that this will happen at those moments of truth. We can pursue a strategy to generate referrals without being in constant control of each referral, made when the time is right, for reasons that benefit the client if we understand the principles. In order to do this, we first need to understand how referrals happen.

In his book, The New Art and Science of Referral Marketing, Scott Degraffenreid used social network analysis to examine why people make referrals. His study demonstrated something that makes intuitive sense—people refer to elevate their standing

In his book, The New Art and Science of Referral Marketing, Scott Degraffenreid used social network analysis to examine why people make referrals. His study demonstrated something that makes intuitive sense—people refer to elevate their standing with their peers.2

Once you reflect on it, you will likely realize that you make referrals pretty regularly. Your clients do, too. They likely refer people to you more than you realize. In her study, “Anatomy of the Referral,”4 Julie Littlechild found that 91 percent of clients were comfortable providing a referral to their financial advisor, and 29 percent had made a referral. One of the primary questions she hoped to shed light on was why, when such a large majority of clients are comfortable providing referrals, “only” 29 percent actually did. It’s a good question, and she uncovered some answers I will address later on. In addition, I am intrigued by the 29 percent. Most of the advisors I know would be thrilled to receive referrals from almost a third of their client base. What portion of your client base do you think referred someone to you in the last year? If you asked, I bet a much larger proportion would tell you that they did. We will get back to this statistic in a little while. For now, let’s take a look at whether clients feel comfortable making a referral to you and why they would.

Referral consultant Paul McCord says, “The traditional method of ‘do a good job and ask for referrals’ does not give your client a reason to give you referrals. We make the assumption that if we have done a good job, the client will like and respect us and be willing to give us referrals. Again, this is far from the case. Most clients will not give good, quality referrals just because they like you or because you have done a good job for them. You must give them a reason to give you referrals. They need to understand why it is in their best interest to give you referrals.”7

Never hyper-focus on one ball. You do not live or die by one sale. 2. You never wonder, “What’s next?” because your next deal is already in the works. 3. You are surrounded by opportunity—making contacts, gaining referrals, generating new business, always reaching for new balls. 4. You know that it takes as much energy to manage one ball as it does four, five, or even six. 5. You control the flight path—you know which balls to handle first, which ones to deal with quickly, and which ones require more time and attention. 6. You don’t blindly toss balls in the air. You care about where each one lands. LET FEAR DRIVE YOUR SUCCESS

four types of content that work. They are: Content that validates—case studies, references, social media sharing Content that educates—customer communities and user forums Content that rewards dedication—MVP programs, referrals, speaking engagements for customer advocates Content that inspires—customer advisory boards, co-creation, and other forms of collaboration

SagaReach Marketing Helps Local Businesses Build Scalable-Predictable-Sustainable-Measurable Compounding Growth By Providing Them Exclusive Referrals And Online Visibility. With Science-Based SEO, We Drive Qualified Traffic at Scale. With Content Marketing, We Provide Value While Driving Conversions. With PPC, We Transform Customer Intent into Profit. With SMM, We Meet Your Customers Where They Live. With CRO, We Unlock Additional Value in Your Funnel.

And while seeking out the opinions and perspectives of people like ourselves may lead to a more personal and familiar buying experience, what’s even more amazing is the impact those trusted sources have on conversion rates. B2B sales cycle data from Salesforce demonstrates that, when it comes to lead conversion, the interest that originates from customer and employee referrals converts to deals at rates fifty times higher than email campaigns!9 Furthermore, data from marketing automation giant Marketo indicates that leads originating from referrals convert to opportunities at rates of four times the average, and similar to the next three highest-converting lead sources combined (those being partner, inbound, and marketing-generated).10 My personal experience over the years greatly corroborates these statistics. For example, when I started my own sales practice, Cerebral Selling, I needed to have a logo designed. Around the same time, my friend had recently had a nice logo designed for his business. I asked him who he used, he told me, and I just did the same. No further research or investigation required. A short time later, I wanted to head out of town with my wife for an overnight trip to the beautiful Niagara wine region of Ontario to celebrate our anniversary. I didn’t know where to stay or which restaurant to go to, so instead of sifting through pages of online content and reviews, I asked a friend who runs a vineyard in the region. When he gave me his recommendations, I simply booked the places he told me. No questions asked. Were there better places to stay and eat? Potentially. Were there other creative design shops that could have generated equally if not more spectacular logos? More than likely. Do I care? Absolutely not! I love my logo and had a great anniversary outing, and feel secure in my decisions around both because of the feeling I received by selecting recommendations from people I trust. Both experiences are perfect examples of the prescriptive-led sales cycle we spoke about in chapter 2. This means that when it comes to your selling motion, one of the most unobtrusive, empathetic, and authentic ways to convert prospective buyers is simply to surround them with like-minded customers who love you.

email will attract way more referrals. Let's say, for example, you're working with Sony; the

Third, vertical positioning benefits from common venues that spread the word about your firm, like conferences, awards, trade publications, and shared vendors. Your prospects want to learn from each other, so they network in different ways. The more effective your work, the more they talk about you, efficiently spreading the word about you. All this cross-pollination follows vertical positioning, translating into great organic referral growth, which is a significant source of new business in every field of expertise.

which you will complete at the end of this section. Most companies realize that the best way to reach their newly clarified target market is through referrals, using their clients to connect with their prospects.

What is Freelancing? Freelancing is a work arrangement where individuals offer their services to clients on a project basis, often remotely and without being tied to a single employer. In this model, freelancers are self-employed and take on various assignments from different clients, rather than having a traditional full-time job. A Freelancer can provide various types of services in a wide range. Such as Article writing, Graphic design, Web development, Digital marketing, Consulting, SEO, and more. They have the flexibility to choose the projects they work on, set their own rates, and determine their work schedules. Some features of freelancing are discussed below: Flexibility: Freelancers usually work on projects of their choice and set their own working hours. Because they have that freedom, which allows them to balance work with personal life. Independence: Freelancers are essentially their own bosses. They manage their work, clients, and business operations independently. Diversity: Freelancers can work on different projects for different clients, gaining exposure to different industries and challenges. Remote Work: Most freelancers work remotely, enabling them to collaborate with clients from around the world without the need for a physical office. Project-Based: Freelancers are hired for specific projects or tasks, with defined start and end dates, rather than being employed on a long-term basis. Skill-Based: Freelancers offer specialized skills that clients might not have in-house, making them valuable for tasks requiring expertise. Income Variation: Freelancers' income can vary based on the number and type of projects they take on, making financial planning important. Client Relationships: Building strong client relationships is crucial for repeat business and referrals. Self-Promotion: Freelancers often need to market themselves to attract clients and stand out in a competitive market. Basically, you can do freelancing with the work you want to do or the work you are good at. The most interesting thing is that in this field you are everything and your decision is final.

The bonus to being trustworthy is this, you'll get referred way more than you do now.

What is Freelancing? Freelancing is a work arrangement where individuals offer their services to clients on a project basis, often remotely and without being tied to a single employer. In this model, freelancers are self-employed and take on various assignments from different clients, rather than having a traditional full-time job. A Freelancer can provide various types of services in a wide range. Such as Article writing, Graphic design, Web development, Digital marketing, Consulting, SEO, and more. They have the flexibility to choose the projects they work on, set their own rates, and determine their work schedules. Some Features of Freelancing are Discussed Below: 1. Flexibility: Freelancers usually work on projects of their choice and set their own working hours. Because they have that freedom, which allows them to balance work with personal life. 2. Independence: Freelancers are essentially their own bosses. They manage their work, clients, and business operations independently. 3. Diversity: Freelancers can work on different projects for different clients, gaining exposure to different industries and challenges. 4. Remote Work: Most freelancers work remotely, enabling them to collaborate with clients from around the world without the need for a physical office. 5. Project-Based: Freelancers are hired for specific projects or tasks, with defined start and end dates, rather than being employed on a long-term basis. 6. Skill-Based: Freelancers offer specialized skills that clients might not have in-house, making them valuable for tasks requiring expertise. 7. Income Variation: Freelancers' income can vary based on the number and type of projects they take on, making financial planning important. 8. Client Relationships: Building strong client relationships is crucial for repeat business and referrals. 9. Self-Promotion: Freelancers often need to market themselves to attract clients and stand out in a competitive market. Basically, you can do freelancing with the work you want to do or the work you are good at. The most interesting thing is that in this field you are everything and your decision is final. Please Visit Our Blogging Website to read more Articles related to Freelancing and Outsourcing, Thank You.

PayPal’s big challenge was to get new customers. They tried advertising. It was too expensive. They tried BD [business development] deals with big banks. Bureaucratic hilarity ensued. … the PayPal team reached an important conclusion: BD didn’t work. They needed organic, viral growth. They needed to give people money. So that’s what they did. New customers got $10 for signing up, and existing ones got $10 for referrals. Growth went exponential, and PayPal wound up paying $20 for each new customer. It felt like things were working and not working at the same time; 7 to 10 percent daily growth and 100 million users was good. No revenues and an exponentially growing cost structure were not. Things felt a little unstable. PayPal needed buzz so it could raise more capital and continue on. (Ultimately, this worked out. That does not mean it’s the best way to run a company. Indeed, it probably isn’t.)2

Mr. Customer, I’m going to do an awesome job for you, but I need your help also. Most of our new business comes through referrals. This means that rather than paying for advertising to get new clients, we pass the cost savings directly to you. We typically get about three referrals from each new customer. When we’re finished working together and you’re 100% satisfied with the work we’ve done, I’d really appreciate it if you could keep in mind three or more other people who we could also help. Again, breaking it down, we are: Letting them know that they’re going to get a great result Showing them a direct benefit that they’re going to be, or already are, deriving by referring to us Creating an expectation of a certain number of referrals (without being too pushy) so that they can start thinking ahead of time about who would be suitable Leaving the power with them by telling them that their referral is subject to us doing a great job for them

You will run an aggressive marketing and prospecting campaign built off of the list in Figure 10 on page 138. These activities generate leads. All of these leads go into your 8 x 8 program to establish your relationship with these individuals. Their names are then added to your Met database and they get the 33 Touch treatment each year. The 33 Touch program should then result in repeat and referral business at a rate of one referral and one repeat for every twelve people in the program (or a 12:2 ratio*).

The perfect salesperson will naturally attract prospects, set a polished first impression, keep prospects engaged as well as educate them, follow up with them at just the right time and handle any objections with expert salesmanship, skillfully close the sale while simultaneously looking for upsell opportunities, and get referrals while retaining them as customers for life. Whether your top salesperson is you or someone on your team, that person will inevitably have a bad day, take vacations, and need benefits. The ASP™ takes the perfect version of your sales process and permanently stamps it into a technology system that works for you 24/7/365, never having a bad day, never needing a vacation, and never requiring benefits. The ASP™ is the growth-hacking framework we implement for our clients that range from traditional brick-and-mortar businesses to venture-backed technology start-ups. It’s a framework that can be applied to any type of business, and in the next several chapters, we’ll dive into ASP™ and its six individual components and show you how best to implement them for your business.

Mr. Customer, I’m going to do an awesome job for you, but I need your help also. Most of our new business comes through referrals. This means that rather than paying for advertising to get new clients, we pass the cost savings directly to you. We typically get about three referrals from each new customer. When we’re finished working together and you’re 100% satisfied with the work we’ve done, I’d really appreciate it if you could keep in mind three or more other people who we could also help.

Mr. Customer, it’s been such a pleasure working with you. If you know anyone who’s in a similar situation to yourself, we’d love you to give them one of these gift cards which entitles them to $100 off their first consultation with us. One of the reasons we’re able to keep the cost of our service down is because we get a lot of our business through referrals from people like you.

Reward them. Reward them when you receive a lead. Reward them when you do business with one of their referrals. Throw a Christmas drinks and nibbles night for all those who silently promoted you throughout the year. Do this and you’ll have an endless flood of leads which will lead to an abundance of sales.

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

There is need to focus on selling an emotional experience instead of a mere product or service - the impression you make on others must be lasting and permanent. These experiences have to be positive and worth remembering. This will increase the chances of repeat business and referrals, guaranteeing customer loyalty. And that is what sustains businesses, brands and careers for generations! The principle remains the same for comedians, actors, footballers, musicians, sales executives or any other area of specialty.

But smuggling people is a referral business, and you don’t get good references by robbing and killing your charges. You may get away with it once or twice, but then business dries up.

Take good care of relationships. God has never come down from heaven to do anything on earth by Himself. God works through men! God uses people to pour out blessings in your life. The person you despise today can be your saviour tomorrow. The answers to your prayers are locked in people. You cannot be praying for promotion at work yet trashing your Boss. You cannot be praying for success in life/business yet manipulating, using people, lying, cheating people every chance you get. Some relationships that could've blossom and brought more open doors, business referrals or better opportunities in future are killed prematurely because of quick/immediate gain. Destiny helpers don't come with white clothes and wings.

Whatever size the business, getting attention in a crowded marketplace demands, above all, a clear and focused message: a signal that rises above the noise.

You don't fly to another country and expect the residents to speak your language. You have to communicate with speech they understand. Winning business involves speaking human, not spewing jargon.

Clarity is an act of courage to say "yes" to the best business - and therefore to decisively say "no" to work that isn't a good fit.

There's plenty of money in any niche where you're scratching a genuine business niche.

This is what happened when I cofounded LinkedIn. The key business model innovations for LinkedIn, including the two-way nature of the relationships and filling professionals’ need for a business-oriented online identity, didn’t just happen organically. They were the result of much thought and reflection, and I drew on the experiences I had when founding SocialNet, one of the first online social networks, nearly a decade before the creation of LinkedIn. But life isn’t always so neat. Many companies, even famous and successful ones, have to develop their business model innovation after they have already commenced operations. PayPal didn’t have a business model when it began operations (I was a key member of the PayPal executive team). We were growing exponentially, at 5 percent per day, and we were losing money on every single transaction we processed. The funny thing is that some of our critics called us insane for paying customers bonuses to refer their friends. Those referral bonuses were actually brilliant, because their cost was so much lower than the standard cost of acquiring new financial services customers via advertising. (We’ll discuss the power and importance of this kind of viral marketing later on.) The insanity, in fact, was that we were allowing our users to accept credit card payments, sticking PayPal with the cost of paying 3 percent of each transaction to the credit card processors, while charging our users nothing. I remember once telling my old college friend and PayPal cofounder/ CEO Peter Thiel, “Peter, if you and I were standing on the roof of our office and throwing stacks of hundred-dollar bills off the edge as fast as our arms could go, we still wouldn’t be losing money as quickly as we are right now.” We ended up solving the problem by charging businesses to accept payments, much as the credit card processors did, but funding those payments using automated clearinghouse (ACH) bank transactions, which cost a fraction of the charges associated with the credit card networks. But if we had waited until we had solved this problem before blitzscaling, I suspect we wouldn’t have become the market leader.

He stared at the card and thought, “Give more in value, huh? Well, here goes nothing.” “Jim? Here, try this guy. Ed Barnes, B-A-R-N-E-S. I heard he’s pretty strong overseas. . . . Yes, he’s a competitor. I just thought he might be in a better position to help.” Joe didn’t know if he felt more like laughing or crying at the words coming out of his mouth. “No, you don’t owe me, Jim. I just hope it works out. Sorry we couldn’t help this time.” He clicked off the phone, set it on his desk and stared at it, lost in disbelief at what he’d just done. “This guy just blows me off—and I give him a referral?” he muttered. “And throw some good business at a competitor?!” He glanced up and saw Gus at his office door, gazing at him. Gus smiled and nodded.

100% Novelty is when nobody you mention it to has ever heard of it before. If half the people you told had never heard of the product it would be a score of 50%. 100% Utility means everyone you mention it to has a use for it. Not that everyone has a need or use for it but everyone you mention it to knows someone who has a need or use for it. 100% Dependability means it works as promised or expected every time. It it works as expected half the time that would be 50%. 100% Economy means that it is always recognized as a better value.... As you can see the total possible score is 400%. All you really need for viral behavior, for very, very high referral activity is 315%... A typical score for a lot of businesses or products would be about 300%. The resulting output behavior is about 0.15 referrals per customer. In other words, for every 6 or 7 customers you would get 1 referral. When you get it up to 315% you might expect one referral for every customer. So an added 15% gives you 600% difference in terms of performance and referrals. For some businesses it would be simple to arrive at a close approximation of their N.U.D.E. scores by calculating it from the results-end. What I mean is you will look at how many referrals you are getting and compare that to the known outcome from a given N.U.D.E. score. Referral rate 0.15; NUDE score 300%; 1 referral for every 6-7 existing customers. Referral rate 0.10. NUDE score 290%; 1 referral for every 10 existing customers. Referral rate 0.05; NUDE score 250%; 1 referral for every 20 existing customers.

provider also bolstered the employee referral plan and implemented better metrics such as ‘hiring manager satisfaction’ with the pool of candidates sent by the provider.

It is much more expensive to acquire a new customer than to keep an old one. Yet many businesses will never recognize and change the things that cause them to lose their customers. They only focus on tactics to bring the new customer in the door to make enough profit for that month. I cannot stress enough the importance of focusing on retaining customers, which directly correlates to incredible growth and profits for the business. Providing exceptional customer service dramatically increases retention, which leads to increased referrals, which leads to dramatically increased profits and income.