Sale Service Quotes

Anytime you're tempted to upsell someone else, stop what you're doing and upserve instead.

The business of business is people, not products or services. Take care of the people, and the people will take care of you.

I asked for info, and he offered it for a price. Now I’m selling him my security services, and if he doesn’t pay me, I’m going to give him a karate lesson—for free.

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

Our possessions are not ours- God has given them to us to cultivate, that we may make them fruitful and profitable in His Service, and so doing we shall please Him.

You can’t sell it outside if you can’t sell it inside.

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

Whoever had coined the phrase, ‘the customer is always right,’ had clearly never worked in retail or customer service. And if they had, well, then they’d need to be hauled out into the street and beaten to death with plastic spoons.

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

It is surely significant that the adults who feature in children's books are rarely, if ever, Regional Sales Managers or Building Services Engineers.

If you want an incredibly passionate, happy, ALIVE business…don’t overcomplicate things. Once all is said and done, the foundational elements of a successful business are very simple: respect, service, value and sales. Comparatively, everything else is froth.

The first step to solving any problem is to accept one’s own accountability for creating it.

Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

What first separates a leader from a normal human being? A leader knows who they are as a human being.

True leaders live their values everywhere, not just in the workplace.

If you do not believe in your product or service enough to offer it to your own family and friends, then you should question the value of what you are selling.

The vacancy in your heart doesn't connotes that nobody is seeking for the job of servicing your feelings, but because the employee must first have all the necessary credentials needed for the job.

The first enslaving illusion is the idea that people are born to be consumers and that they can attain any of their goals by purchasing goods and services....What people do or make but will not or cannot put up for sale is as immeasurable and as invaluable for the economy as the oxygen they breathe.

When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.

The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?

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.

The growing sensitivity of people to any sort of open and frank discussion of important issues is no service to civilisation, let alone law and order. I wrote a play about a man who happened to be a salesman, and several organisations of sales people flew to arms. Now it is the lawyers. If I am to back away from these objections you must surely see that I shall be forced to write about people with no occupation whatever.

The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.

Values are deeply held personal beliefs that form your own priority code for living.

Values are the individual biases that allow you to decide which actions are true for you alone.

Customer conversion is dependent on the right customer conversation

The one who gives the market the most and best information will always slaughter the one who just wants to sell products or services.

Despite its affective packaging, the disposition to catalogue and aggregate neatly rounded-off identities is in no meaningful way radical. Not only is it evocative of nineteenth-century essentialisms, it also reproduces the mindset of the mass information industry, which, though public opinion and market research, sorts the population into the demographic equivalent of sound bites—market shares, taste communities—all in service to the corporate sales effort and management of the national political agenda.

The myth of management is that your personal values are irrelevant or inappropriate at work.

Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.

Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.

Your values are your essence: an undistorted mirror showing you at your pure, attractive best.

Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.

It’s impossible for a company to get what it wants most if managers have to make a choice between their own values and company priorities.

A manager’s emotional commitment is the ultimate trigger for their discretionary effort, worth more than financial, intellectual & physical commitment combined.

no one knows how good your products or services are until after the sale. Before they buy, they only know how good your marketing is. Put simply, the best marketer wins every time.

You don't have to fear your own company being perceived as human. You want it. People don't trust companies; they trust people.

Marketing is not about looking good or getting likes or gaining more followers. Marketing is about getting your product to market or getting your service to market. If your marketing efforts aren't converting to sales, then your marketing efforts are failing.

A company can’t buy true emotional commitment from managers no matter how much it’s willing to spend; this is something too valuable to have a price tag. And yet a company can’t afford not to have it.

The success of every websites now depends on search engine optimisation and digital marketing strategy. If you are on first page of all major search engines then you are ahead among your competitors in terms of online sales.

Marketing is not about looking good or getting likes or gaining more followers. Marketing is about getting your product to market or getting your service to market. If your marketing efforts aren't converting to sales, then you're marketing efforts are failing.

Try not to take this the wrong way, but your brain is smarter than you are.

Human behavior is only unpredictable and dangerous if you don’t start from humanity in the first place.

You can stuff yourself with emotional fulfillment until it’s dribbling down your chin & your ego will quickly chomp it down and demand more.

The economy is in ruins! Bottom line? Good management will defeat a bad economy.

Being relevant to your customers only when you’re trying to sell something means choosing to be irrelevant to them for the rest of the time.

There will be plenty of other problems in the future. This is as good a time as any to get ahead of them.

Let’s get right on top of the bottom line: You must live your personal values at work.

Management controls performance in people because it impacts skills; it’s a matter of monitoring, analyzing and directing.

Leadership creates performance in people because it impacts willingness; it’s a matter of modeling, inspiring, and reinforcing.

Any expert will tell you that if you want emotionally committed relationships then people must be allowed to be true to who they are.

Companies should be the best possible place to practice fulfillment, to live out values and to realize deep connectivity and purpose.

When you’re not on your own agenda, you’re prey to the agenda of others.

When you don’t know what true for you, everyone else has unusual influence.

Why live my personal values at work? This is an excellent question to ask. If your attorneys are planning an insanity defense.

This is your one and only precious life. Somebody’s going to decide how it’s going to be lived and that person had better be you.

Instead of selling to your customers, help them buy.

Any investment in sales training is an investment in your own gross profits.

Everybody sells something to somebody every day, whether it’s a product, a service or just a case of making sure that they get their own way.

Here’s what you need to know most about leadership: Lead your own life first. The only thing in this world that will dependably happen from the top down is the digging of your grave.

She believed in public service; she felt she had to roll up her sleeves and do something useful for the war effort. She organized a Comfort Circle, which collected money through rummage sales. This was spent on small boxes containing tobacco and candies, which were sent off to the trenches. She threw open Avilion for these functions, which (said Reenie) was hard on the floors. In addition to the rummage sales, every Tuesday afternoon her group knitted for the troops, in the drawing room -- washcloths for the beginners, scarves for the intermediates, balaclavas and gloves for the experts. Soon another battalion of recruits was added, on Thursdays -- older, less literate women from south of the Jogues who could knit in their sleep. These made baby garments for the Armenians, said to be starving, and for something called Overseas Refugees. After two hours of knitting, a frugal tea was served in the dining room, with Tristan and Iseult looking wanly down.

The way an angry Canadian shopper argues with a retail sales associate who believes the customer is always right is like watching two ducks fight. It’s as harmless as two pillows on a bed, and watching is liable to put you to sleep.

The vastly different sentences afforded drunk drivers and drug offenders speaks volumes regarding who is viewed as disposable—someone to be purged from the body politic—and who is not. Drunk drivers are predominantly white and male. White men comprised 78 percent of the arrests for this offense in 1990 when new mandatory minimums governing drunk driving were being adopted.65 They are generally charged with misdemeanors and typically receive sentences involving fines, license suspension, and community service. Although drunk driving carries a far greater risk of violent death than the use or sale of illegal drugs, the societal response to drunk drivers has generally emphasized keeping the person functional and in society, while attempting to respond to the dangerous behavior through treatment and counseling.66 People charged with drug offenses, though, are disproportionately poor people of color. They are typically charged with felonies and sentenced to prison.

Mastering the art of selling involves mastering the craft of providing your clients the education, products, services, and personal contact before, during and after the sale that they want, need and, more important, deserve. That’s how you succeed. That’s how you’ll not only survive and grow in this business, but will thrive, prosper, and achieve greatness through it.

To succeed in sales, you must observe only five rules: 1. Qualify your prospects. 2. Extract your prospect’s pain. 3. Verify that the prospect has money. 4.   Be sure the prospect is a decision maker. 5.   Match your service or product to the prospect’s pain.

And why do we measure the progress of economies by gross domestic product? GDP is simply the total annual value of all goods and services transacted in a country. It rises not only when lives get better and economies progress but also when bad things happen to people or to the environment. Higher alcohol sales, more driving under the influence, more accidents, more emergency-room admissions, more injuries, more people in jail—GDP goes up. More illegal logging in the tropics, more deforestation and biodiversity loss, higher timber sales—again, GDP goes up. We know better, but we still worship high annual GDP growth rate, regardless of where it comes from.

Entitlement manifests across so many situations and scenarios, but it is often most visible when a person is dealing with service professionals (wait staff, flight attendants, hotel clerks, sales clerks, attendants in any situation where there are lines or waiting periods). Narcissistic people measure themselves on the basis of how they are treated by the outside world and expect special treatment.

But whether or not teenagers are using dating apps, they're coming of age in a culture that has already been affected by the attitudes the apps have introduced. 'It’s like ordering Seamless,' says Dan, the investment banker, referring to the online food-delivery service. 'But you’re ordering a person.' The comparison to online shopping seems apt. dating apps are the free-market economy come to sex.

Mystical experience needs some form of dogma in order not to dissipate into moments of spiritual intensity that are merely personal, and dogma needs regular infusions of unknowingness to keep from calcifying into the predictable, pontificating, and anti-intellectual services so common in mainstream American churches. So what does all this mean practically? It means that congregations must be conscious of the persistent and ineradicable loneliness that makes a person seek communion, with other people and with God, in the first place. It means that conservative churches that are infused with the bouncy brand of American optimism one finds in sales pitches are selling shit. It means that liberal churches that go months without mentioning the name of Jesus, much less the dying Christ, have no more spiritual purpose or significance than a local union hall. It means that we -- those of us who call ourselves Christians -- need a revolution in the way we worship. This could mean many different things -- poetry as liturgy, focused and extended silences, learning from other religious traditions and rituals (this seems crucial), incorporating apophatic language. But one thing it means for sure: we must be conscious of language as language, must call into question every word we use until we refine or remake a language that is fit for our particular religious doubts and despairs -- and of course (and most of all!) our joys.

Value can’t be created without understanding what people want (market research). Attracting customers first requires getting their attention, then making them interested (marketing). In order to close a sale, people must first trust your ability to deliver on what’s promised (value delivery and operations). Customer satisfaction depends on reliably exceeding the customer’s expectations (customer service). Profit sufficiency requires bringing in more money than is spent (finance).

Finally, at every opportunity you have to move someone—from traditional sales, like convincing a prospect to buy a new computer system, to non-sales selling, like persuading your daughter to do her homework—be sure you can answer the two questions at the core of genuine service. If the person you’re selling to agrees to buy, will his or her life improve? When your interaction is over, will the world be a better place than when you began? If the answer to either of these questions is no, you’re doing something wrong.

Instead of creating aesthetically pleasing prose, you have to dig into a product or service, uncover the reasons why consumers would want to buy the product, and present those sales arguments in copy that is read, understood, and reacted to—copy that makes the arguments so convincingly the customer can’t help but want to buy the product being advertised.

And isn’t that what selling is all about: Helping people get what they want through the use of your product or service. It is as easy as A, B, C. And it all starts with Alpha.

People who wait for your service to go on sale are saying they don’t value you. They like you, but they’d like you better if you were more exploitable.

Those who want to sell me something greatly reduce their chances of selling me that thing by smiling at me.

The company may have captured their minds, their bodies and their pockets, but that doesn’t mean it’s captured their hearts.

Your dreams and the dreams of your company may be different, but they are in no way incompatible.

Your company really has to work for you before you’ll really work for your company.

Imagine a world where what you say synchs up, not sinks down.

Your company is its own competition and can deliver itself debilitating blows the competition only dreams of.

Making a product is just an activity, making a profit on a product is the achievement.

Create wow moments for your prospects and watch you online sentiment increase.

the larger the dollar value of your product or service, the longer the sales cycle, particularly for business-to-consumer sales.

Your ability to build a successful sales career is in direct proportion to the quality and quantity of service you render on a daily basis.

Hard-core results come from igniting the massive power of emotional commitment. Are your people committed?

Do you think your people struggle with being true to themselves? Do their values match up with their work?

The heart of a company’s performance is hardwired to the hearts of its managers.

The high quality of a company’s customer experience rarely has anything to do with the high price of their product.

To integrate one’s experiences around a coherent and enduring sense of self lies at the core of creating a user’s guide to life.

Leaders are people who know exactly who they are. They know exactly where they want to go. They’re hell-bent on getting there.

Leaders make a lot of mistakes but they admit those mistakes to themselves and change because of them.

Managers know what they want most: to be allowed to achieve success by leveraging who they are, not by compromising it.

Most managers have plenty of emotional commitment to give to their jobs. If they can be convinced it’s safe and sensible to give it.

Emotional commitment is a personal choice. Managers understand this even if their companies don’t.

A manager’s emotional commitment is worth more than their financial, intellectual and physical commitment combined.

What managers want most from companies they stop themselves from getting. What companies want most from managers they stop them from giving.

Emotional commitment means unchecked, unvarnished devotion to the company and its success; any legendary organizational performance is the result of emotionally committed managers.

Providing the ultimate solution to work/life balance: not escaping from work but living the way you want to at work.

The ultimate success of a product or service is 10 percent product quality and 90 percent sales. Nine

I may give up on life one day, but that doesn’t mean my clones will just roll over and die. There are just too many people who need my help, people willing to pay for my services.

SELLING HAS BEEN DEFINED AS: THE ACT OF PERSUADING OR CONVINCING SOMEONE TO BUY YOUR PRODUCT, SERVICE, OR IDEA.

If you're like me, you simply want to promote your promote your products and services in a way that's authentic and congruent with who you are.

What companies want most from their managers is what they most stop their managers from giving. What managers want most from their jobs is what they most stop themselves from getting.

Sales is a hard way to make money, trying to convince people to willingly pay you for a product or service. I prefer making money the old-fashioned way, by extortion, like the government does.

Selling equals service. When you sell, sell from honesty, integrity, and compassion. It is not about a hard sell, it is about a heart sell. Selling is about leading and moving people to action.

challenging market, when so many of our customers are struggling to control costs, our engineers have been reconfiguring our portfolio into industry-leading suites of cost-reduction technologies and services.

If most of your customers are grinding you on price, then your level of service is not obvious to them. Otherwise, they wouldn't grind you on just price because they would value the service you're giving them.

This cyberwar will be a continuous marathon war that will only compound and hyper-evolve in stealth, sophistication and easy entry due to the accelerated evolution of “as a service” attack strategies for sale on the dark web.

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

Overall, the cost to the Forest Service to prepare and administer the timer sales, to oversee the construction of the roads, to mitigate (in usually small ineffective ways) the damage to the landscape far outweighs any fiscal return.

At some point in life, you will need to sell yourself, your ideas, your products, your business, your team, your products or services, or your opinion. You continually have to influence and persuade people. That is true for all of us.

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.

If you don’t show it, it doesn’t exist. Saying “We have great customer service” is likely said by everyone else in your industry. And if everyone is saying it, you can be assured it means nothing to the consumer—that is, until you show it.

Eng8ge is a web marketing services company in Singapore. We help SMEs connect with their customers online, thereby generating more sales opportunities, leading to higher revenue. Our core services comprise web design, GMB optimisation, social media management, PPC advertising, SEO, and online content writing - collectively known as Online Presence Managed Services. Being managed services, customers needn't worry about on-going support and maintenance as we'll take care of them.

A pyramid scheme is illegal and is where no product or service is sold; the business exists just to bring in recruiting fees. These still pop up from time to time and are an illegal cousin to the Ponzi or Madoff scheme because of the last-man rule. The last-man rule is, if you were to extend the company’s success until the last man on earth joined the business, would it be over because they only make money from recruiting and never the sale of a product or service? If it would, this is illegal.

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.

Women are taught to sacrifice, to play nice, to live an altruistic life because a good girl is always rewarded in the end. This is not a virtue; it is propaganda. Submission gets you a ticket to future prosperity that will never manifest. By the time you realize the ticket to success and happiness you have been sold isn’t worth the paper it was printed on, it will be too late. Go on, spend a quarter of your life, even half of your life, in the service of others and you will realize you were hustled. You do not manifest your destiny by placing others first! A kingdom built on your back doesn’t become your kingdom, it becomes your folly. History does not remember the slaves of Egypt that built the pyramids, they remember the Pharaohs that wielded the power over those laborers. Yet here you are, content with being a worker bee, motivated by some sales pitch that inspires you to work harder for some master than you work for yourself, with this loose promise that one day you will share in his wealth. Altruism is your sin. Selfishness is your savior. Ruthless aggression and self-preservation are not evil. Why aren’t females taught these things? Instead of putting themselves first, women are told to be considerate and selfless. From birth, they have been beaten in the head with this notion of “Don’t be selfish!” Fuck that. Your mother may have told you to wait your turn like a good girl, but I’m saying cut in front of that other bitch. Club Success is about to hit capacity, and you don’t want to be the odd woman out. Where are the powerful women? Those who refuse to play by those rules and want more out of life than what a man allows her to have? I created a category for such women and labeled them Spartans. Much like the Greek warriors who fought against all odds, these women refuse to surrender and curtsy before the status quo. Being

Marketing and sales isn’t about trying to persuade, coerce, or manipulate people into buying your services. It’s about putting yourself out in front of, and offering your services to, those whom you are meant to serve—people who already need and are looking for your services. In

phocomelus Hoppy Harrington generally wheeled up to Modern TV Sales & Service about eleven each morning. He generally glided into the shop, stopping his cart by the counter, and if Jim Fergesson was around he asked to be allowed to go downstairs to watch the two TV repairmen at work. However, if Fergesson was not around, Hoppy gave up and after a while wheeled off, because he knew that the salesmen would not let him go downstairs;' they merely ribbed him, gave him the run-around. He did not mind. Or at least as far as Stuart McConchie could tell, he did not mind.

According to Gallup, church attendance hovered around 39 percent in the 1930s and 1940s.7 It increased in the 1950s, when Dwight D. Eisenhower encouraged Americans everywhere to go to services. This was the sales pitch: America was now at war with communism, which was perpetuated by atheism. Americans could differentiate themselves from the godless hordes by exercising their freedom of religion. The call was taken up by religious leaders such as Billy Graham, and soon going to church was more than just something for the religious, it was part of being a good American.

We walked to another door with an amber light above it. This one led to a hall I hadn’t seen before. It was less pristine than the others. There were whiteboards on the walls, scribbled with notes about cafeteria menus and security sweeps. There were even a few flyers taped up, advertising cars for sale or asking if anyone knew a good tutoring service for high school biochemistry. It looked so much more real than the place I’d been since I woke up, so much more human, that it almost made my chest hurt. The world still existed. I’d died and come back, and the whole time I was gone, the world continued.

There is a classic sales legend about the hotshot salesman pitching a new home-heating system to a little old lady. He told her everything there was to tell about BTUs, construction, warranties, service, and so on. When he finally shut up, she said, “I have just one question — will this thing keep a little old lady warm?

By downgrading the security of Apple customers who have friends who use a rival product, Apple hopes to recruit its customers to serve as high-pressure sales agents for its products. In other words, Apple is making its service worse for its customers in order to benefit its shareholders. Or, put more plainly, Apple enshittified iMessage.

Another miraculous transformation is the shift from a sales mentality to a service mentality. When we're motivated by the desire to sell, we're only looking out for ourselves.  When we're motivated by the desire to serve, we're looking out for others.  Since in the realm of consciousness, we only get to keep what we give away, a service mentality is a far more abundant attitude.

The switch from sales ladies behind each counter in five-and-dime stores to checkout lines, from waiter-served to self-service and fast-food restaurants, from full-service to self-service gasoline stations are among the responses to higher labor costs. So, too, are the absence of movie theater ushers and the wide use by restaurants of plastic utensils and paper plates, because they do not require dishwashing.

PRO TIP: Selling is helping. If you believe your product or service improves the lives of your customers, sales is just education. You’re helping people out. Reframing selling/asking as helping makes it exciting to offer your consulting or window-washing services or provide someone with delicious cookies. Once you accept that truth, asking becomes loads easier and feels much more like a communal gift than a selfish desire.

If, as is the tendency today, the governing class defines job-creation as its main aim, where will this transformation of all activities into paid activities (with remuneration as their sole rationale and maximum productivity as their goal) finally end? How long will the extremely fragile barriers which still prevent the professionalization of motherhood and fatherhood be able to hold out? When shall we see the commercial procreation of embryos, the sale of children, or a trade in organs? Are we not already monetizing, professionalizing and selling not only those things and services we produce, but also what we are and what we cannot produce at will or detach from ourselves? In other words, are we not already transforming ourselves into commodities and treating life as one means among others rather than the supreme end which all means must subserve?

For every five sales you make, another nine customers who had hoped to buy from you will leave your store disappointed and empty-handed. This means your existing store traffic can give you 2.8 times your current sales volume, if you sell only those customers who are ready to buy. The only thing more expensive than hiring a sales trainer is not hiring one. Any investment in sales training is an investment in your own gross profits.

requires the permission of Crossway. When quotations from the ESV text are used in non-saleable print and digital media, such as church bulletins, orders of service, posters, transparencies, or similar media, a complete copyright notice is not required, but the initials (ESV) must appear at the end of the quotation. Publication of any commentary or other Bible reference work produced for commercial sale that uses the English Standard

When salespeople lead with their product or service, it is impossible to be perceived as consultants or trusted advisors. It makes it as clear as day that the salesperson believes the relationship and sale are centered on his offering, not the customer and its needs. It’s as if the salesperson is begging the customer to put his offering’s features and price on a spreadsheet to be compared against every competitors’ features and price.

When a CEO looks around her staff meeting, a good rule of thumb is that at least 50 percent of the people at the table should be experts in the company’s products and services and responsible for product development. This will help ensure that the leadership team maintains focus on product excellence. Operational components like finance, sales, and legal are obviously critical to a company’s success, but they should not dominate the conversation.

Like many companies, Sony worried about cannibalization. If it built a music player and service that made it easy for people to share digital songs, that might hurt sales of its record division. One of Jobs’s business rules was to never be afraid of cannibalizing yourself. “If you don’t cannibalize yourself, someone else will,” he said. So even though an iPhone might cannibalize sales of an iPod, or an iPad might cannibalize sales of a laptop, that did not deter him.

In addition, like many companies, Sony worried about cannibalization. If it built a music player and service that made it easy for people to share digital songs, that might hurt sales of its record division. One of Jobs’s business rules was to never be afraid of cannibalizing yourself. “If you don’t cannibalize yourself, someone else will,”he said. So even though an iPhone might cannibalize sales of an iPod, or an iPad might cannibalize sales of a laptop, that did not deter him.

In addition, like many companies, Sony worried about cannibalization. If it built a music player and service that made it easy for people to share digital songs, that might hurt sales of its record division. One of Jobs’s business rules was to never be afraid of cannibalizing yourself. “If you don’t cannibalize yourself, someone else will,” he said. So even though an iPhone might cannibalize sales of an iPod, or an iPad might cannibalize sales of a laptop, that did not deter him.

For the existing enterprise, whether business or public-service institution, the controlling word in the term ‘entrepreneurial management’ is ‘entrepreneurial’. For the new venture, it is ‘management’. In the existing business, it is the existing that is the main obstacle to entrepreneurship. In the new venture, it is its absence. The new venture has an idea. It may have a product or a service. It may even have sales, and sometimes quite a substantial volume of them. It surely has costs. And it may have revenues and even profits. What it does not have is a ‘business’, a viable, operating, organized ‘present’ in which people know where they are going, what they are supposed to do, and what the results are or should be. But unless a new venture develops into a new business and makes sure of being ‘managed’, it will not survive no matter how brilliant the entrepreneurial idea, how much money it attracts, how good its products, nor even how great the demand for them.

But even if you’re stretching yourself in the service of a core personal project, you don’t want to act out of character too much, or for too long. Remember those trips Professor Little made to the restroom in between speeches? Those hideout sessions tell us that, paradoxically, the best way to act out of character is to stay as true to yourself as you possibly can—starting by creating as many “restorative niches” as possible in your daily life. “Restorative niche” is Professor Little’s term for the place you go when you want to return to your true self. It can be a physical place, like the path beside the Richelieu River, or a temporal one, like the quiet breaks you plan between sales calls. It can mean canceling your social plans on the weekend before a big meeting at work, practicing yoga or meditation, or choosing e-mail over an in-person meeting. (Even Victorian ladies, whose job effectively was to be available to friends and family, were expected to withdraw for a rest each afternoon.)

In fact, as these companies offered more and more (simply because they could), they found that demand actually followed supply. The act of vastly increasing choice seemed to unlock demand for that choice. Whether it was latent demand for niche goods that was already there or a creation of new demand, we don't yet know. But what we do know is that the companies for which we have the most complete data - netflix, Amazon, Rhapsody - sales of products not offered by their bricks-and-mortar competitors amounted to between a quarter and nearly half of total revenues - and that percentage is rising each year. in other words, the fastest-growing part of their businesses is sales of products that aren't available in traditional, physical retail stores at all. These infinite-shelf-space businesses have effectively learned a lesson in new math: A very, very big number (the products in the Tail) multiplied by a relatives small number (the sales of each) is still equal to a very, very big number. And, again, that very, very big number is only getting bigger. What's more, these millions of fringe sales are an efficient, cost-effective business. With no shelf space to pay for - and in the case of purely digital services like iTunes, no manufacturing costs and hardly any distribution fees - a niche product sold is just another sale, with the same (or better) margins as a hit. For the first time in history, hits and niches are on equal economic footing, both just entries in a database called up on demand, both equally worthy of being carried. Suddenly, popularity no longer has a monopoly on profitability.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

Stepan Arkadyevitch had not chosen his political opinions or his views; these political opinions and views had come to him of themselves, just as he did not choose the shapes of his hat and coat, but simply took those that were being worn. And for him, living in a certain society—owing to the need, ordinarily developed at years of discretion, for some degree of mental activity—to have views was just as indispensable as to have a hat. If there was a reason for his preferring liberal to conservative views, which were held also by many of his circle, it arose not from his considering liberalism more rational, but from its being in closer accordance with his manner of life. The liberal party said that in Russia everything is wrong, and certainly Stepan Arkadyevitch had many debts and was decidedly short of money. The liberal party said that marriage is an institution quite out of date, and that it needs reconstruction; and family life certainly afforded Stepan Arkadyevitch little gratification, and forced him into lying and hypocrisy, which was so repulsive to his nature. The liberal party said, or rather allowed it to be understood, that religion is only a curb to keep in check the barbarous classes of the people; and Stepan Arkadyevitch could not get through even a short service without his legs aching from standing up, and could never make out what was the object of all the terrible and high-flown language about another world when life might be so very amusing in this world. And with all this, Stepan Arkadyevitch, who liked a joke, was fond of puzzling a plain man by saying that if he prided himself on his origin, he ought not to stop at Rurik and disown the first founder of his family—the monkey. And so Liberalism had become a habit of Stepan Arkadyevitch's, and he liked his newspaper, as he did his cigar after dinner, for the slight fog it diffused in his brain. He read the leading article, in which it was maintained that it was quite senseless in our day to raise an outcry that radicalism was threatening to swallow up all conservative elements, and that the government ought to take measures to crush the revolutionary hydra; that, on the contrary, "in our opinion the danger lies not in that fantastic revolutionary hydra, but in the obstinacy of traditionalism clogging progress," etc., etc. He read another article, too, a financial one, which alluded to Bentham and Mill, and dropped some innuendoes reflecting on the ministry. With his characteristic quickwittedness he caught the drift of each innuendo, divined whence it came, at whom and on what ground it was aimed, and that afforded him, as it always did, a certain satisfaction. But today that satisfaction was embittered by Matrona Philimonovna's advice and the unsatisfactory state of the household. He read, too, that Count Beist was rumored to have left for Wiesbaden, and that one need have no more gray hair, and of the sale of a light carriage, and of a young person seeking a situation; but these items of information did not give him, as usual, a quiet, ironical gratification. Having finished the paper, a second cup of coffee and a roll and butter, he got up, shaking the crumbs of the roll off his waistcoat; and, squaring his broad chest, he smiled joyously: not because there was anything particularly agreeable in his mind—the joyous smile was evoked by a good digestion.

The customer service agents who accepted the defaults of Internet Explorer and Safari approached their job the same way. They stayed on script in sales calls and followed standard operating procedures for handling customer complaints. They saw their job descriptions as fixed, so when they were unhappy with their work, they started missing days, and eventually just quit. The employees who took the initiative to change their browsers to Firefox or Chrome approached their jobs differently. They looked for novel ways of selling to customers and addressing their concerns. When

By the end of 1986, the Liquidators had decontaminated more than 600 villages and towns. Army troops travelling in armoured vehicles washed Kiev’s buildings continually throughout May and June, and it became a crime to own a personal dosimeter in the city for more than two years after the accident. The government placed strict controls on the sale of fresh food; open-air stalls were banned. These restrictions lead the Head of the Central Sanitary and Epidemiological Service of the Ukraine to remark that, “thousands of ice cream, cake and soft drink stalls have vanished from the streets of Kiev.228

During my 4th grade year the National Park Service announced an essay contest about the importance of parks. I was inspired by some now forgotten prize to begin writing with this contest. It seemed progress was being made as I declared that "Parks are like old photos" only to be asked to clarify – "How exactly are parks like old photos?" This question created a case of Writer's Block that extended through the essay contest deadline. Lewis Carroll was content with leaving us with "Why is a raven like a writing desk?" but I kept working on my answer. How are parks like old photos? You'll know when they are gone.

I didn’t need to follow these particular bicycles anymore.They’d found their rightful place. They’d descended through the seven rings of fire--of importation, sale, impoundment, auction, contraband, confiscation, and donation--and here they were again in the hands of fresh new cyclist. It was as if the bikes had graduated from weird times on the traveling freak show, having filled the roles of the reptile man, the fire-eater, the sword-swallower, and now in retirement they’d become staid, calm, dutiful, and serviceable again--like postal workers, customs clerks, and crosswalk guards with colorful, secret pasts.

Great companies know that customer relationships in these times call for more than just having a great product (or service) backed by a great sales team. Customers have to be wooed until they fall so deeply in love with your offering that they will ward off advances from potential suitors. No matter how well you perform as a business, there are little things that can cause the relationship with your customers to suffer. The companies, products and/or services that we love are those that “touch” us in the right places at the right times. After all, that is what “romancing” the customer is all about—feeing your way to the customer’s heart.

CONTENT MARKETING: FOR NONBELIEVERS Your customers don’t care about you, your products, or your services. They care about themselves, their wants, and their needs. Content marketing is about creating interesting information your customers are passionate about so they actually pay attention to you. This last definition is my favorite (with kudos to bestselling author David Meerman Scott for helping to popularize this), and the hardest for marketers and business owners to deal with. So often we marketers believe that our products and services are so special—so amazing—and we think that if more people knew about them, all of our sales problems would be solved.

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

Like representative government, soccer has been imported from England and democratized in the United States. It has become the great social and athletic equalizer for suburban America. From kindergarten, girls are placed on equal footing with boys. In the fall, weekend soccer games are a prevalent in suburbia as yard sales. Girls have their own leagues, or they play with boys, and they suffer from no tradition that says that women will grow up professionally to be less successful than men. 'In the United States, not only are girls on equal footing, but the perception now is that American women can be better than American men,' said Donna Shalala, the Secretary of Health and Human Services. 'That's a turning point, a huge breakthrough in perception.

At Corbis, looking at the reasons why we worked on too many things at once was a revealing exercise. The CFO wanted to implement a new financial system. The SVP of Global Marketing wanted to blah, blah, blah. The VP of Media Services also wanted blah, blah, blah. The head of Sales wanted blah, blah, blah, blah. And they all wanted everything now. The resulting business priorities clashed all the way down the hierarchy and that was just the business side of the house. On the engineering side, not only did we need to implement all the business requests, we also had our own internal improvements to make and maintenance work to do. Furthermore, we still had to be available to drop everything when production issues occurred—like it or not, production comes first.

Dost thou renounce Satan, and all his Angels, and all his works, and all his services, and all his pride?" ... The first act of the Christian life is a renunciation, a challenge. No one can be Christ's until he has, first, faced evil, and then become ready to fight it. How far is this spirit from the way in which we often proclaim, or to use a more modern term, "sell" Christianity today! ... How could we then speak of "fight" when the very set-up of our churches must, by definition, convey the idea of softness, comfort, peace? ... One does not see very well where and how "fight" would fit into the weekly bulletin of a suburban parish, among all kings of counseling sessions, bake sales, and "young adult" get-togethers. ... "Dost thou unite thyself unto Christ?

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.

[W]hen you look at who’ll be collecting this tax, the chances of drumming up a conspiracy suddenly look even worse. In America, .03 percent of all of America’s companies—688 companies, to be exact—sell 48.5 percent of all of the merchandise. Those companies aren't going to help you cheat; there’s simply too much at stake. Date also show that 3.6 percent of all of America’s companies—92,334 firms—collectively make 85.7 percent of all sales… When it comes to the services sector, the fact is that 1.2 percent of all businesses make approximately 80 percent of the sales in the services sector. They have too much to lose to risk helping you cheat. Even if the FairTax were paid only by these few companies, we would still have a better collection rate than the IRS currently has with the income tax.

Red Flags And Deal Breakers What signals or signs can you look for, as early in the sales process as possible, to warn you (and the client) that working together is a waste of time? Here are some examples of red flags: They just installed a _______ kind of system. They already have an agency/service provider in place, or a full-time in-house person dedicated to ___. They churn-and-burn the consultants or agencies they hire to do _____________. Know-it-alls / “We know what we’re doing.” Geography. Their monthly budget for ________ is only ________. These industries never seem to work: _____, _____, _____. This area of work is totally new to them, and they don’t understand it yet. (That is, you would have to do a lot of education of the client before they would even understand the value of your service.)

Church is important to most folks in the South. So the most important thing going is basically ruled by men as decreed by the Big Man himself. Not only that, but the church puts pressures on women that it does not put on men. Young women are expected to be chaste, moral, and pure, whereas young men are given way more leeway, ’cause, ya know, boys will be boys. Girls are expected to marry young and have kids, be a helpmate to their husbands (who are basically like having another child), and, of course, raise perfect little Christian babies to make this world a better place. So while it’s the preacher man who controls the church, it’s the women—those helpmates—who keep that shit going. They keep the pews tidy and wash the windows; type up the bulletins; volunteer for Sunday school, the nursery, youth group, and Vacation Bible School; fry the chicken for the postchurch dinners; organize the monthly potluck dinners, the spaghetti supper to raise money for a new roof, and the church fund drive; plant flowers in the front of the church, make food for sick parishioners, serve food after funerals, put together the Christmas pageant, get Easter lilies for Easter, wash the choir robes, organize the church trip, bake cookies for the bake sale to fund the church trip, pray unceasingly for their husband and their pastor and their kids and never complain, and then make sure their skirts are ironed for Sunday mornin’ service. All this while in most churches not being allowed to speak with any authority on the direction or doctrine of the church. No, no, ladies, the heavy lifting—thinkin’ up shit to say, standing up at the lectern telling people what to do, counting the money—that ain’t for yuns. So sorry.

If congestion occurs on the free-market transportation network, the response is likely to resemble what accompanies “excess demand” for any other good or service: the businessman does not rest day or night until he provides the extra services the market is clamoring for. (We again abstract from the possibility of price increases.) The ice cream shop with long lines of people waiting for admission hires additional workers as soon as possible; the economist who “suffers” from the “congestion” of large numbers of people clamoring to engage him as a consultant hires more staff or expands output in whatever way seems appropriate to him. Throughout the private economy “congestion” is looked upon as a golden opportunity for expansion of output, sales, and profits. It is only in the public sector that the customer clamoring for additional service is looked at askance,33 blamed, excoriated, and told to desist in his efforts.

The Englishman who picked up the letter to be delivered to Frederica appeared amiable and grateful for the good that he had received from our inhabitants. They had helped him find his runaway horses that he was driving through Old Ebenezer for sale in Frederica, for which service he also promised to pay. He said that he had not expected so much kindness from the German people. He revealed to Bichler that the people in Old Ebenezer had rather implied to him that our people were unfriendly and not helpful. However, Col. Stephens' son [Newdigate] had assured him of the opposite. Bichler explained to him from where such calumny came, apparently from envy, meanness, and ignorance. We tolerate no disorder such as drunkenness and shouting from either our people or from strangers; they hated our good order. Sometimes our own people would gladly be of service, but they are unable to do so and have to spend their time on their own work, for they wish to support themselves honestly and without debts.

When I started my marketing company, I fell into the same trap most entrepreneurs do in the early stages of their business. Desperate for sales I created page after page on my website, offering everything and anything from logo design and email marketing to Google AdWords and SEO. It was only when I stripped all of this noise away and focused almost exclusively on Google AdWords and PPC marketing that things started to happen for me. It was easier to rank my website on Google because the whole website was optimised around specific niche keywords. It was easier to close customers, because they wanted professional PPC services and I could demonstrate with little effort that I was a PPC specialist. In most cases I didn't even need to demonstrate this point because 5 seconds spent on my website would tell the client that my whole business was Google AdWords PPC. By making it look like the only thing I specialised in was PPC consultancy, I cornered the market in every channel my services were advertised.   But

Tips for Mailings to Sell Professional Services Credibility is critical here. Descriptive items of fact (such as number of years in business, number of clients served, sample client lists, and so on) can all be of tremendous value. However, “believability” is even more important than “credibility.” The facts about your business, such as years in business, clients served, proprietary methods, and so on are important, but not nearly as persuasive as what clients have to say about their real-life experiences with you, benefits realized, and skepticism erased. Facts and credibility only support persuasion. Consider offering a free initial consultation or a free package of informative literature; this may break down barriers of skepticism and mistrust. Answer the question: why should the reader bother? Similarly, you should work at making the intangible benefits of your product tangible. This can be accomplished with before/after photographs, slice-of-life stories, case histories, or other examples. Demonstrate the value!

issue is clear. It’s the difference between building brands and milking brands. Most managers want to milk. “How far can we extend the brand? Let’s spend some serious research money and find out.” Sterling Drug was a big advertiser and a big buyer of research. Its big brand was Bayer aspirin, but aspirin was losing out to acetaminophen (Tylenol) and ibuprofen (Advil). So Sterling launched a $116-million advertising and marketing program to introduce a selection of five “aspirin-free” products. The Bayer Select line included headache-pain relief, regular pain relief, nighttime pain relief, sinus-pain relief, and a menstrual relief formulation, all of which contained either acetaminophen or ibuprofen as the core ingredient. Results were painful. The first year Bayer Select sold $26 million worth of pain relievers in a $2.5 billion market, or about 1 percent of the market. Even worse, the sales of regular Bayer aspirin kept falling at about 10 percent a year. Why buy Bayer aspirin if the manufacturer is telling you that its “select” products are better because they are “aspirin-free”? Are consumers stupid or not?

Since the institution of slavery was so important to the economic development of America, it had a profound impact in shaping the social-political-legal structure of the nation. Land and slaves were the chief forms of private property, property was wealth and the voice of wealth made the law and determined politics. In the service of this system, human beings were reduced to propertyless property. Black men, the creators of the wealth of the New World, were stripped of all human and civil rights. And this degradation was sanctioned and protected by institutions of government, all for one purpose: to produce commodities for sale at a profit, which in turn would be privately appropriated. It seems to be a fact of life that human beings cannot continue to do wrong without eventually reaching out for some rationalization to clothe their acts in the garments of righteousness. And so, with the growth of slavery, men had to convince themselves that a system which was so economically profitable was morally justifiable. The attempt to give moral sanction to a profitable system gave birth to the doctrine of white supremacy.

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

Sex may be completely out in the open now, but it's still defined and controlled by a powerful subset of elite men. In the past thirty years, ideas about what makes women sexy have become narrower, more rigid, and more pornographic in their focus on display and performance. Nancy Jo Sales wrote an article in Vanity Fair about the 'porn star' aesthetic and young girls' behavior on social media, observing that pornography is not about liberation but about control. The more pornography, the more control. 'Girls talk about feeling like they have to be like what they see on TV,' the director of a youth-counseling service for teens told Sales. 'They talk about body-image issues and not having any role models. They all want to be like the Kardashians.' The pervasiveness of the porn aesthetic, combined with the under-representation of more multidimensional female characters, affects the attitudes, behavior, and ideas about gender roles in both girls and boys, but it's especially insidious for girls' self-concept; as they constantly absorb the message that the choice comes down to either duck-faced selfies across a portfolio of social-media accounts, or abject invisibility.

Knowing one’s emotions. Self-awareness—recognizing a feeling as it happens—is the keystone of emotional intelligence. As we will see in Chapter 4, the ability to monitor feelings from moment to moment is crucial to psychological insight and self-understanding. An inability to notice our true feelings leaves us at their mercy. People with greater certainty about their feelings are better pilots of their lives, having a surer sense of how they really feel about personal decisions from whom to marry to what job to take. 2. Managing emotions. Handling feelings so they are appropriate is an ability that builds on self-awareness. Chapter 5 will examine the capacity to soothe oneself, to shake off rampant anxiety, gloom, or irritability—and the consequences of failure at this basic emotional skill. People who are poor in this ability are constantly battling feelings of distress, while those who excel in it can bounce back far more quickly from life’s setbacks and upsets. 3. Motivating oneself. As Chapter 6 will show, marshaling emotions in the service of a goal is essential for paying attention, for self-motivation and mastery, and for creativity. Emotional self-control—delaying gratification and stifling impulsiveness—underlies accomplishment of every sort. And being able to get into the “flow” state enables outstanding performance of all kinds. People who have this skill tend to be more highly productive and effective in whatever they undertake. 4. Recognizing emotions in others. Empathy, another ability that builds on emotional self-awareness, is the fundamental “people skill.” Chapter 7 will investigate the roots of empathy, the social cost of being emotionally tone-deaf, and the reason empathy kindles altruism. People who are empathic are more attuned to the subtle social signals that indicate what others need or want. This makes them better at callings such as the caring professions, teaching, sales, and management. 5. Handling relationships. The art of relationships is, in large part, skill in managing emotions in others. Chapter 8 looks at social competence and incompetence, and the specific skills involved. These are the abilities that undergird popularity, leadership, and interpersonal effectiveness. People who excel in these skills do well at anything that relies on interacting smoothly with others; they are social stars.

I heard a story about a critical, negative barber who never had a pleasant thing to say. A salesman came in for a haircut and mentioned that he was about to make a trip to Rome, Italy. “What airline are you taking and at what hotel will you be staying?” asked the barber. When the salesman told him, the barber criticized the airline for being undependable and the hotel for having horrible service. “You’d be better off to stay home,” he advised. “But I expect to close a big deal. Then I’m going to see the Pope,” said the salesman. “You’ll be disappointed trying to do business in Italy,” said the barber, “and don’t count on seeing the Pope. He only grants audiences to very important people.” Two months later the salesman returned to the barber shop. “And how was your trip?” asked the barber. “Wonderful!” replied the salesman. “The flight was perfect, the service at the hotel was excellent; I made a big sale, and I got to see the Pope.” “You got to see the Pope? What happened?” The salesman replied, “I bent down and kissed his ring.” “No kidding! What did he say?” “Well, he placed his hand on my head and then he said to me, ‘My son, where did you ever get such a lousy haircut?’” There’s

The violence exercised in the service of human commodification relied on a scientific empiricism always seeking to find the limits of human capacity for suffering, that point where material and social poverty threatened to consume entirely the lives it was meant to garner for sale in the Americas. In this regard, the economic enterprise of human trafficking marked a watershed in what would become an enduring project in the modern Western world: probing the limits up to which it is possible to discipline the body without extinguishing the life within. The aim in the case being economic efficiency rather than punishment, this was a regime whose intent was not to torture but rather to manage the depletion of life that resulted from the conditions of saltwater slavery. But for the Africans who were starved, sorted, and warped to make them into saltwater slaves, torture was the result. It takes no great insight to point to the role of violence in the Atlantic slave trade. But to understand what happened to Africans in this system of human trafficking requires us to ask precisely what kind of violence it requires to achieve its end, the transformation of African captives into Atlantic commodities.

A golden visa is a permanent residency visa issued to individuals who invest, often through the purchase of property, a certain sum of money into the issuing country. The United States EB-5 visa program requires overseas applicants to invest a minimum of anywhere from $500,000 to $1 million, depending on the location of the project, and requires at least 10 jobs to be either created or preserved.[22] When these criteria are met, the applicant and their family become eligible for a green card. There is an annual cap of 10,000 applications under the EB-5 program.[citation needed] The U.S. Citizenship and Immigration Services (USCIS) has offered its EB-5 Immigrant Investor Program since 1990. It is designed to encourage foreign investment in infrastructure projects in the U.S., particularly in Targeted Employment Areas (TEA), high unemployment areas. The funds are channeled through agencies called regional centers, now designated only by the U.S. Department of Homeland Security. The funding opportunities allow the investor to make a sound financial investment and obtain a U.S. “Green Card. A large majority of users of such programs are wealthy Chinese seeking legal security and a better quality of life outside of their home country.

Adjusting the public record in the West was certainly more complicated than it was at home, and vastly more expensive. Tony Blair guarded the financial details of his consultancy work as jealously as Nazarbayev guarded the details of his kickbacks, but the three-term prime minister’s services were said to cost Kazakhstan $13 million a year. Blair understood when to use light, when darkness. Back in 2006, investigators from the Serious Fraud Office chasing down bribery related to the sale of British fighter jets to Saudi Arabia had tried to inspect the middlemen’s Swiss accounts. The House of Saud had sent word that such interference in their affairs would cause them to cancel the next multibillion-dollar batch of planes from BAE Systems, formerly British Aerospace. Blair’s government halted the SFO investigation, on the grounds of Saudi Arabia’s invaluable assistance in heading off attacks by adherents of the jihadism the kingdom itself sponsored. For Sir Dick Evans, a lifelong arms dealer who had risen to the chairmanship of BAE and been questioned by the SFO’s bribery investigators as they homed in on their targets, this represented a bullet dodged at the last second. His next profitable course would lead to Kazakhstan, to set up an airline, Astana Air.

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.

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! ♦◊♦◊♦◊♦

No matter how many times I read the novel, I am always moved by the scene in which the pastor empties the offering can in front of the congregation, begins to count the money, and tells them it is not enough. He reminds them that one of their own, Helen Robinson, needs help while her husband is in jail. He then closes the church doors and announces that no one will leave until they’ve collected ten dollars. I can honestly say I have never witnessed this in a church service, have never heard of it happening, and can’t even imagine it taking place in real life, but there is something so moving about the pastoral determination of the reverend. In the silence that follows, he begins to call out by name the churchgoers who have not contributed enough. Scout tells us that after several long and uncomfortable moments, the ten dollars are finally collected and the church doors are unlocked. How could you read this scene and not think that we need more pastors like Reverend Sykes of First Purchase Church? You can almost feel the discomfort of the closed door, the sweating, the heat of the room, the smell of perfume, the rhythm of people fanning themselves to stay cool, and Reverend Sykes’s eyes raking over each parishioner as he scans the sanctuary, determined to make sure that Helen Robinson can feed her family that week. Isn’t this the way church should work? Not a soul openly questions the reverend’s authority in this scene. They are set on caring for one another. This was the way the early church operated in caring for its own community: “And so it turned out that not a person among them was needy. Those who owned fields or houses sold them and brought the price of the sale to the apostles and made an offering of it. The apostles then distributed it according to each person’s need” (Acts 4:34–35 MSG).

I am excited to report that I may have gotten a job as an elevator attendant. It's a three-flight elevator, and my primary objective is to push one of three buttons, 1,2, or 3. I know, it seems complicated, but I am sure I am intellectually mature enough to handle it. I feel confident that I have this job because the owner of the elevator operating company, Mr. Pushkin, of Pushkin Push-button Services, shook my hand, winked at me, examined my index finger for button-pushing capabilities and then licked my armpit. It was very flattering. Since he is obviously a man who is continually rising in the elevator world, I asked him for some life advice. And do you know what he told me? He leaned in close so that his blue eyes were about two inches from my face, and then he leaned around to my ear and whispered, “Some men never leave the ground floor, and some men rise to the top. Still other men, like myself, enable these penthouse executives to reach the pinnacle of their company. But I never carry on conversation in an elevator, or at a urinal, and I’d never install a urinal on an elevator, for fear that men would be more inclined to converse freely as they traveled and emptied their bladder.” And without hesitation I replied, “Mr. Pushkin, I never shake a man’s hand after he just got done pissing, or shake my penis more than three times after pissing, but I am certain that I could operate an elevator equipped with a urinal. I know how to keep both my mouth and my pants zipped shut.” That’s when he glanced down and noticed that my fly was down. I was so embarrassed until he reached his hand down to my crotch and zipped me up as he winked and said, “It happens to the best of us.” And that’s when I noticed that not only was his fly unzipped, but his penis had been hanging out the whole time he’d been talking to me.

The Iran/Contra cover-up The major elements of the Iran/Contra story were well known long before the 1986 exposures, apart from one fact: that the sale of arms to Iran via Israel and the illegal Contra war run out of Ollie North’s White House office were connected. The shipment of arms to Iran through Israel didn’t begin in 1985, when the congressional inquiry and the special prosecutor pick up the story. It began almost immediately after the fall of the Shah in 1979. By 1982, it was public knowledge that Israel was providing a large part of the arms for Iran—you could read it on the front page of the New York Times. In February 1982, the main Israeli figures whose names later appeared in the Iran/Contra hearings appeared on BBC television [the British Broadcasting Company, Britain’s national broadcasting service] and described how they had helped organize an arms flow to the Khomeini regime. In October 1982, the Israeli ambassador to the US stated publicly that Israel was sending arms to the Khomeini regime, “with the cooperation of the United States…at almost the highest level.” The high Israeli officials involved also gave the reasons: to establish links with elements of the military in Iran who might overthrow the regime, restoring the arrangements that prevailed under the Shah—standard operating procedure. As for the Contra war, the basic facts of the illegal North-CIA operations were known by 1985 (over a year before the story broke, when a US supply plane was shot down and a US agent, Eugene Hasenfus, was captured). The media simply chose to look the other way. So what finally generated the Iran/Contra scandal? A moment came when it was just impossible to suppress it any longer. When Hasenfus was shot down in Nicaragua while flying arms to the Contras for the CIA, and the Lebanese press reported that the US National Security Adviser was handing out Bibles and chocolate cakes in Teheran, the story just couldn’t be kept under wraps. After that, the connection between the two well-known stories emerged. We then move to the next phase: damage control. That’s what the follow-up was about. For more on all of this, see my Fateful Triangle (1983), Turning the Tide (1985), and Culture of Terrorism (1987).

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.

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.

He called back with an incredible report: there were people lined up around the store already. Wow, I thought. Wow! Wow didn’t begin to cover it. People lined up on two floors of the store to talk to Chris and get their books signed, hours before he was even scheduled to arrive. Chris was overwhelmed when he got there, and so was I. The week before, he’d been just another guy walking down the street. Now, all of a sudden he was famous. Except he was still the same Chris Kyle, humble and a bit abashed, ready to shake hands and pose for a picture, and always, at heart, a good ol’ boy. “I’m so nervous,” confided one of the people on the line as he approached Chris. “I’ve been waiting for three hours just to see you.” “Oh, I’m sorry,” said Chris. “Waitin’ all that time and come to find out there’s just another redneck up here.” The man laughed, and so did Chris. It was something he’d repeat, in different variations, countless times that night and over the coming weeks. We stayed for three or four hours that first night, far beyond what had been advertised, with Chris signing each book, shaking each hand, and genuinely grateful for each person who came. For their part, they were anxious not just to meet him but to thank him for his service to our country-and by extension, the service of every military member whom they couldn’t personally thank. From the moment the book was published, Chris became the son, the brother, the nephew, the cousin, the kid down the street whom they couldn’t personally thank. In a way, his outstanding military record was beside the point-he was a living, breathing patriot who had done his duty and come home safe to his wife and kids. Thanking him was people’s way of thanking everyone in uniform. And, of course, the book was an interesting read. It quickly became a commercial success beyond anyone’s wildest dreams, including the publisher’s. The hardcover debuted at number two on the New York Times bestseller list, then rose to number one and stayed there for more than two months. It’s remained a fixture on the bestseller lists ever since, and has been translated into twenty-four languages worldwide. It was a good read, and it had a profound effect on a lot of people. A lot of the people who bought it weren’t big book readers, but they ended up engrossed. A friend of ours told us that he’d started reading the book one night while he was taking a bath with his wife. She left, went to bed, and fell asleep. She woke up at three or four and went into the bathroom. Her husband was still there, in the cold water, reading. The funny thing is, Chris still could not have cared less about all the sales. He’d done his assignment, turned it in, and got his grade. Done deal.

Leave aside for a moment the catch that billions of people lack the money needed to express their wants and needs in the marketplace, and that many of the things we most value are not for sale. Economic theory is quick—too quick—in asserting that the price people are willing to pay for a product or service is a good enough marketplace proxy for calculating their utility gained. Add to this the apparently reasonable assumption that consumers always prefer more to less, and it is a short step to concluding that continual income growth (and therefore output growth) is a decent proxy for ever-improving human welfare. And with that, the cuckoo has hatched.

Picture a small South American dictatorship, weakened by economic stresses and a popular demand for more freedom, resulting from the existence of a laissez-faire society nearby. What would the dictator of such a country do if faced by a large and powerful insurance company and its defense service (or even a coalition of such companies) demanding that he remove all taxes, trade restrictions, and other economic aggressions from, say, a mining firm protected by the insurance company? If the dictator refuses the demand, he faces an armed confrontation which will surely oust him from his comfortable position of rule. His own people are restless and ready to revolt at any excuse. Other nations have their hands full with similar problems and are not eager to invite more trouble by supporting his little dictatorship. Besides this, the insurance company, which doesn’t recognize the validity of governments, has declared that in the event of aggression against its insured it will demand reparations payments, not from the country as a whole, but from every individual directly responsible for directing and carrying out the aggression. The dictator hesitates to take such an awful chance, and he knows that his officers and soldiers will be very reluctant to carry out his order. Even worse, he can’t arouse the populace against the insurance company by urging them to defend themselves—the insurance company poses no threat to them. A dictator in such a precarious position would be strongly tempted to give in to the insurance company’s demands in order to salvage what he could (as the managers of the insurance company were sure he would before they undertook the contract with the mining firm). But even giving in will not save the dictator’s government for long As soon as the insurance company can enforce noninterference with the mining company, it has created an enclave of free territory within the dictatorship. When it becomes evident that the insurance company can make good its offer of protection from the government, numerous businesses and individuals, both those from the laissez-faire society and citizens of the dictatorship, will rush to buy similar protection (a lucrative spurt of sales foreseen by the insurance company when it took its original action). At this point, it is only a matter of time until the government crumbles from lack of money and support, and the whole country becomes a free area. In this manner, the original laissez-faire society, as soon as its insurance companies and defense agencies became strong enough, would generate new laissez-faire societies in locations all over the world. These new free areas, as free trade made them economically stronger, would give liberty a tremendously broadened base from which to operate and would help prevent the possibility that freedom could be wiped out by a successful sneak attack against the original laissez-faire society. As the world-wide, interconnected free market thus formed became stronger and the governments of the world became more tyrannical and chaotic, it would be possible for insurance companies and defense agencies to create free enclaves within more and more nations, a sales opportunity which they would be quick to take advantage of.

their curiosity, a layer of sparkles to create their

Drunk drivers are predominantly white and male. White men comprised 78 percent of the arrests for this offense in 1990 when new mandatory minimums governing drunk driving were being adopted.65 They are generally charged with misdemeanors and typically receive sentences involving fines, license suspension, and community service. Although drunk driving carries a far greater risk of violent death than the use or sale of illegal drugs, the societal response to drunk drivers has generally emphasized keeping the person functional and in society, while attempting to respond to the dangerous behavior through treatment and counseling.66 People charged with drug offenses, though, are disproportionately poor people of color. They are typically charged with felonies and sentenced to prison.

option. Never forget that while you’re a salesperson, you are also in the service business—and sometimes that means being flexible and playing by someone else’s rules.

Over the next few years, the number of African Americans seeking jobs and homes in and near Palo Alto grew, but no developer who depended on federal government loan insurance would sell to them, and no California state-licensed real estate agent would show them houses. But then, in 1954, one resident of a whites-only area in East Palo Alto, across a highway from the Stanford campus, sold his house to a black family. Almost immediately Floyd Lowe, president of the California Real Estate Association, set up an office in East Palo Alto to panic white families into listing their homes for sale, a practice known as blockbusting. He and other agents warned that a 'Negro invasion' was imminent and that it would result in collapsing property values. Soon, growing numbers of white owners succumbed to the scaremongering and sold at discounted prices to the agents and their speculators. The agents, including Lowe himself, then designed display ads with banner headlines-"Colored Buyers!"-which they ran in San Francisco newspapers. African Americans desperate for housing, purchased the homes at inflated prices. Within a three-month period, one agent alone sold sixty previously white-owned properties to African Americans. The California real estate commissioner refused to take any action, asserting that while regulations prohibited licensed agents from engaging in 'unethical practices,' the exploitation of racial fear was not within the real estate commission's jurisdiction. Although the local real estate board would ordinarily 'blackball' any agent who sold to a nonwhite buyer in the city's white neighborhoods (thereby denying the agent access to the multiple listing service upon which his or her business depended), once wholesale blockbusting began, the board was unconcerned, even supportive.

Over the next few years, the number of African Americans seeking jobs and homes in and near Palo Alto grew, but no developer who depended on federal government loan insurance would sell to them, and no California state-licensed real estate agent would show them houses. But then, in 1954, one resident of a whites-only area in East Palo Alto, across a highway from the Stanford campus, sold his house to a black family. Almost immediately Floyd Lowe, president of the California Real Estate Association, set up an office in East Palo Alto to panic white families into listing their homes for sale, a practice known as blockbusting. He and other agents warned that a 'Negro invasion' was imminent and that it would result in collapsing property values. Soon, growing numbers of white owners succumbed to the scaremongering and sold at discounted prices to the agents and their speculators. The agents, including Lowe himself, then designed display ads with banner headlines-"Colored Buyers!"-which they ran in San Francisco newspapers. African Americans desperate for housing, purchased the homes at inflated prices. Within a three-month period, one agent alone sold sixty previously white-owned properties to African Americans. The California real estate commissioner refused to take any action, asserting that while regulations prohibited licensed agents from engaging in 'unethical practices,' the exploitation of racial fear was not within the real estate commission's jurisdiction. Although the local real estate board would ordinarily 'blackball' any agent who sold to a nonwhite buyer in the city's white neighborhoods (thereby denying the agent access to the multiple listing service upon which his or her business depended), once wholesale blockbusting began, the board was unconcerned, even supportive. At the time, the Federal Housing Administration and Veterans Administration not only refused to insure mortgages for African Americans in designated white neighborhoods like Ladera; they also would not insure mortgages for whites in a neighborhood where African Americans were present. So once East Palo Alto was integrated, whites wanting to move into the area could no longer obtain government-insured mortgages. State-regulated insurance companies, like the Equitable Life Insurance Company and the Prudential Life Insurance Company, also declared that their policy was not to issue mortgages to whites in integrated neighborhoods. State insurance regulators had no objection to this stance. The Bank of America and other leading California banks had similar policies, also with the consent of federal banking regulators. Within six years the population of East Palo Alto was 82 percent black. Conditions deteriorated as African Americans who had been excluded from other neighborhoods doubled up in single-family homes. Their East Palo Alto houses had been priced so much higher than similar properties for whites that the owners had difficulty making payments without additional rental income. Federal and state hosing policy had created a slum in East Palo Alto. With the increased density of the area, the school district could no longer accommodate all Palo Alto students, so in 1958 it proposed to create a second high school to accommodate teh expanding student population. The district decided to construct the new school in the heart of what had become the East Palo Alto ghetto, so black students in Palo Alto's existing integrated building would have to withdraw, creating a segregated African American school in the eastern section and a white one to the west. the board ignored pleas of African American and liberal white activists that it draw an east-west school boundary to establish two integrated secondary schools. In ways like these, federal, state, and local governments purposely created segregation in every metropolitan area of the nation.

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Immelt wanted division heads to generate imaginative new product and service concepts, which in turn would generate the new organic revenue on which his vision depended. It was a tall order: a handful of product ideas that would each pull in $100 million in new sales for each business. More important, Immelt wanted these “breakthrough” sessions to be led by each unit’s marketing department—to have the division that usually dictated advertising and branding stepping into the role that had been the province of product engineers. Immelt’s inspiration for the directive was an article he read about a smaller industrial conglomerate called Danaher Corporation that had formed an internal incubator to develop new ideas that could drive revenues and profits. Its CEO was a young whiz named Larry Culp who, at age thirty-seven, was even younger than Immelt had been when he took the reins.

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.

We may think that our product or service alone will win people over daily. Not true. The customer must see the need for it, or they will pass on it. If we do our part, the willing will come to us with a desire to see their need met. I learned a long time ago that you can’t say the wrong thing to the right person. Look for Mr. and Mrs. Right every day you are in the field. They are all around you. You simply must be aggressive in looking for the lookers.

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Focus. It’s an entrepreneur’s secret weapon. Again and again in the Netflix story—dropping DVD sales, dropping à la carte rentals, and eventually dropping many members of the original Netflix team—we had to be willing to abandon parts of the past in service of the future. Sometimes, focus this intense looks like ruthlessness—and it is, a little bit. But it’s more than that. It’s something akin to courage.

that doesn’t take away from how profound it was. In fact, not only do those five simple words mark a major turning point in the sale but they also mark the point where you’re going to begin your next pattern. You’re going to say, in a sympathetic tone: “Now, that I can understand. You don’t know me, and I don’t have the luxury of a track record; so let me take a moment to reintroduce myself. “My name is [your first and last name], and I’m a [your title] at [the name of your company], and I’ve been there for [actual number] years, and I pride myself on …” And now you’re going to tell your prospect a little bit about yourself—citing any degrees you have, any licenses you have, any special talents you have, any awards you’ve won, what your goals are at the company, what you stand for as a person in terms of ethics and integrity and customer service, and how you can be an asset to him and his family over the long term.

The new mobility would create major dislocations. A shift from “mobility as a product” to “mobility as a service” would result in a significant drop in new car purchases by individuals. What would grow instead would be fleet purchases. Since the cars would be used not 5 percent of the time, but 70 or 80 percent of the time, the numbers of fleet sales would not compensate for the lost personal sales. The traditional automotive supply chains, involving thousands of companies around the world, could be disrupted not by trade wars but by innovation and technology, including robotics and 3D manufacturing.

The three acts of the sales conversation are: I: Earning the Right to Ask II: Exploration III: Demonstrating Usefulness. In Act I, you work to earn the credibility to ask probing questions. In Act II, you explore your client’s needs by asking a series of carefully designed questions that help both you and your client better understand the issues and challenges that need to be resolved. In Act III, you demonstrate usefulness to your client by offering resources and insights, matching your client’s needs to your products or services, and establishing the basis for a continuing relationship.

What do you want?” “To have my company chosen for one Kane Company project.” “Are you looking to expand your services to the hospitality industry?” “Something like that.” His deep chuckle lacks any kind of warmth—just like his personality. Brady's lawyer said my brothers couldn’t get involved with the house sale, but he never mentioned anything about offering someone a job in the company in exchange for services. Look at you finding legal loopholes.

Dozens of radio manufacturers raced to install radios in homes. At the same time, the Radio Dealer warned its commercial readers of an emerging scourge: “Any attempts to put over ‘advertising stunts’ should be nipped in the bud.” The industry’s assumption was that the future of the business was in the sale of transmission equipment and home radios, antennae, and installation services. The fear was that attempts to commercialize the actual content away from amateurs would destroy the airwaves and thereby the radio equipment business.

If you think your customers care about quality and service and are willing to pay a few extra bucks for it, that thought will create the emotions and actions that will drive results consistent with customers who care about quality and service, even if that initial assumption was wrong.

If you believe that there are still customers out there who are willing to pay for superior service and quality despite the tough economy, you’re likely to encounter information that proves you right. Moreover, you will remember the experiences that reinforce your beliefs and expectations and dismiss as anomalies experiences that do not.

Fraud and manipulation aside, revenue shows the dollar volume of the goods or services the company has delivered to its customers. But it’s not the only significant measure of a company’s sales success. Equally important, in many cases, are the orders that have been signed but not yet started, or the revenue not yet recognized on partially completed projects. This is the value, in other words, of what’s in the pipeline. Companies variously refer to these not-yet-recognized sales as backlog or bookings.

Let’s imagine, for instance, that a company makes a sale. Can the accountants put it in the books? Only, says GAAP, if they are satisfied that at least four conditions hold: • There is persuasive evidence that an arrangement exists. This just means the company is confident that a sale really did happen. • Delivery has occurred or services have been rendered. What was sold is somehow delivered to the customer. • The seller’s price to the buyer is fixed or determinable. The price must be known. • Collectability is reasonably assured. You can’t count it as a sale if you don’t think you can collect.

Liking is not the same as trusting. The fact that prospects like you doesn’t hurt the sale, but it also does not mean they will buy from you. They need to trust that you can solve their problems—and make their pain go away.

Implementing collaborative relationships: Consider how you can get teams to work together toward a goal rather than compete for conflicting objectives. If your sales team is trying to improve customer service by making sure that plenty of inventory is available, and your logistics team is trying to reduce inventory to lower costs, both teams are probably going to waste a lot of energy. Supply chain management can help them align their objectives.