Sales And Marketing Quotes

Advertising is legitimised lying.

Greed, envy, sloth, pride and gluttony: these are not vices anymore. No, these are marketing tools. Lust is our way of life. Envy is just a nudge towards another sale. Even in our relationships we consume each other, each of us looking for what we can get out of the other. Our appetites are often satisfied at the expense of those around us. In a dog-eat-dog world we lose part of our humanity.

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

Closing sales is a different process altogether. It is as important as marketing. Marketing can bring you the leads but the last step of turning those leads into customers decide the fate of all your efforts. This is known as closing sales.

Jason Vanderholt is off the market." "I wasn't ever for sale," muttered Jason.

And so, in the end, the question of markets is really a question about how we want to live together. Do we want a society where everything is up for sale? Or are there certain moral and civic goods that markets do not honor and money cannot buy?

Sound an alarm! Advertising, not deals, builds brands.

In reality, the laborer belongs to capital before he has sold himself to capital. His economic bondage is both brought about and concealed by the periodic sale of himself, by his change of masters, and by the oscillation in the market price of labor power. Capitalist production, therefore, under its aspect of a continuous connected process, of a process of reproduction, produces not only commodities, not only surplus value, but it also produces and reproduces the capitalist relation; on the one side the capitalist, on the other the wage-laborer.

At the heart of all sales and marketing is the ability to create demand even in the absence of logic.

An element of propaganda, of sales and marketing, always intervened between the inner and the outer person.

Social media is not just a spoke on the wheel of marketing. It's becoming the way entire bicycles are built.

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.

People have been stabbed over spicy chicken sandwiches. The duck farm industry could benefit from that kind of violence to help increase sales.

Some salesmen think that selling is like eating—to satisfy an existing appetite; but a good salesman is like a good cook—he can create an appetite when the buyer isn't hungry.

They lived off each other's hypocrisy, fuelling a worthless market of trash.

Avoid selling to dumb customers, there aren't enough left!

Those who make excuses, don't make progress.

A brand is a business enabler. A good brand magnetizes customers, incentivizes sales and encourages loyalty.

You can tell all of us are morphing into full-blown adults, wingtip adults, because all the time now the Big Question is, What are you going to do? After the summer, about your scholarship, about choosing a college, after graduation, with the rest of your life. When you are thirteen, the question is, Smooth or crunchy? That's it. Later, at the onset of full-blown adulthood, the Big Question changes a little bit - instead of, What are you going to do? it turns into, What do you do? I hear it all the time when my parents have parties, all the men standing around. After they talk sports, they always ask, What do you do? It's just part of the code that they mean "for a living" because no one ever answers it by saying, I go for walks and listen to music full-blast and don't care about my hearing thirty years from now, and I drink milk out of the carton, and I cough when someone lights up a cigarette, and I dig rainy days because they make me sad in a way I like, and I read books until I fall asleep holding them, and I put on sock-shoe, sock-shoe instead of sock-sock, shoe-shoe because I think it's better luck. Never that. People are always in something. I'm in advertising. I'm in real estate. I'm in sales and marketing.

Sell the results, not the nuts and bolts.

Marketing is so powerful that it can make even an extremely untalented musician a one-hundred-hits wonder.

One of the fundamental rules of marketing is that “a confused mind always says no.

The intelligent investor realizes that stocks become more risky, not less, as their prices rise—and less risky, not more, as their prices fall. The intelligent investor dreads a bull market, since it makes stocks more costly to buy. And conversely (so long as you keep enough cash on hand to meet your spending needs), you should welcome a bear market, since it puts stocks back on sale. 8

Feedback doesn’t tell you about yourself. It tells you about the person giving the feedback. In other words, if someone says your work is gorgeous, that just tells you about *their* taste. If you put out a new product and it doesn’t sell at all, that tells you something about what your audience does and doesn’t want. When we look at praise and criticism as information about the people giving it, we tend to get really curious about the feedback, rather than dejected or defensive.

People buy for their reasons, not yours.

Excerpt from Ursula K Le Guin's speech at National Book Awards Hard times are coming, when we’ll be wanting the voices of writers who can see alternatives to how we live now, can see through our fear-stricken society and its obsessive technologies to other ways of being, and even imagine real grounds for hope. We’ll need writers who can remember freedom – poets, visionaries – realists of a larger reality. Right now, we need writers who know the difference between production of a market commodity and the practice of an art. Developing written material to suit sales strategies in order to maximise corporate profit and advertising revenue is not the same thing as responsible book publishing or authorship. Yet I see sales departments given control over editorial. I see my own publishers, in a silly panic of ignorance and greed, charging public libraries for an e-book six or seven times more than they charge customers. We just saw a profiteer try to punish a publisher for disobedience, and writers threatened by corporate fatwa. And I see a lot of us, the producers, who write the books and make the books, accepting this – letting commodity profiteers sell us like deodorant, and tell us what to publish, what to write. Books aren’t just commodities; the profit motive is often in conflict with the aims of art. We live in capitalism, its power seems inescapable – but then, so did the divine right of kings. Any human power can be resisted and changed by human beings. Resistance and change often begin in art. Very often in our art, the art of words. I’ve had a long career as a writer, and a good one, in good company. Here at the end of it, I don’t want to watch American literature get sold down the river. We who live by writing and publishing want and should demand our fair share of the proceeds; but the name of our beautiful reward isn’t profit. Its name is freedom.

I'm a rich man, Brick, yep, I'm a mighty rich man. Y'know how much I'm worth? Guess, Brick! Guess how much I'm worth! Close to ten million in cash an' blue chip stocks, outside, mind you, of twenty-eight thousand acres of the richest land this side of the valley Nile! But a man can't buy his life with it, he can't buy back his life with it when his life has been spent, that's one thing not offered in the Europe fire-sale or in the American markets or any markets on earth, a man can't buy his life with it, he can't buy back his life when his life is finished... Big Daddy: (pp. 65)

With industry's sales and marketing machines cloaked in mantles of charitable virtue, no wonder most Americans don't realize that the junk that passes for food is in fact the biggest contributor to our health crisis, and the junk that passes for medicine keeps us just well enough to continue to spend on both the food and the medicine.

Customer conversion is dependent on the right customer conversation

there is something fundamentally different between a sale to an early adopter and a sale to the early majority, even

In the end, every startup is different. But in the beginning every startup is the same.

Wealth → marketing → sales funnels

A brand is not a business. But a brand is a business enabler. A good brand magnetizes customers, incentivizes sales and encourages loyalty.

Investment tip 101 When stock markets sink, beer sales rise.

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

The buyer is always tuned in to one radio station: WIIFM (What's In It For Me). The rest is filtered out as noise.

Stories connect us at a human level that factual statements and logical arguments can't possibly match.

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.

Lowe has broken from the Christianity of his parents, a faith that now seems hopelessly out of date. The meek shall no longer inherit the earth; the go-getters will get it and everything that goes with it. The Christ who went among the poor, the sick, the downtrodden, among lepers and prostitutes, really had no marketing savvy. He has been transfigured into a latter-day entrepreneur, the greatest superstar sales person of all time, who built a multinational outfit from scratch.

Capitalism, far from affording "privileges" to the middle classes, tends to degrade them more abjectly than any other stratum in society. The system deploys its capacity for abundance to bring the petty bourgeois into complicity with his own oppression—first by turning him into a commodity, into an object for sale in the marketplace; next by assimilating his very wants to the commodity nexus. Tyrannized as he is by every vicissitude of bourgeois society, the whole personality of the petty bourgeois vibrates with insecurity. His soporifics—commodities and more commodities—are his very poison. In this sense there is nothing more oppressive than "privilege" today, for the deepest recesses of the "privileged" man's psyche are fair game for exploitation and domination.

But the things that make a woman feel good inside and out—and make those around her feel good and happy to be with her—are not for sale. Things like kindness, self-discipline, purpose, humility, grace, confidence, hospitality, and peace cannot be marketed in a slick magazine ad or in a movie.

stop trying to be amazing and start being useful. I don’t mean this in a Trojan-horse, “infomercial that pretends to be useful but is actually a sales pitch” way. I mean a genuine, “how can we actually help you?” way.

...while the IMF certainly failed the people of Asia, it did not fail Wall Street - far from it. The hot money may have been spooked by the IMF's drastic measures, but the large investment houses and multinational firms were emboldened...These fun-seeking firms understood that as a result of the IMF's "adjustments," pretty much everything in Asia was now up for sale - and the more the market panicked, the more desperate Asian companies would be to sell, pushing their prices through the floor.

What’s the most important thing you can do today? If you can answer that question, morning after morning, you are in an elite group of professionals.

You can sell anything to people if you know what motivates them.

The first lesson of branding: memorability. It's very difficult buying something you can't remember.

In the innovation age customer experience is key. Your impression defines their expression

Quality sells itself. No hype needed.

Tycoon had a peddler's talent for using words to redefine reality.

Your audience is waiting for your stories. They have memory slots tailor-made to light up and remember you.

1. It is better to risk boldness than triviality. 2. A bad plan is better than no plan. 3. Competitive markets destroy profits. 4. Sales matters just as much as product.

Invention is a blended cocktail. Innovation is selling the recipe.

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.

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.

Here’s the simplest, most jargon-free, definition of marketing you’re ever likely to come across: If the circus is coming to town and you paint a sign saying “Circus Coming to the Showground Saturday,” that’s advertising. If you put the sign on the back of an elephant and walk it into town, that’s promotion. If the elephant walks through the mayor’s flower bed and the local newspaper writes a story about it, that’s publicity. And if you get the mayor to laugh about it, that’s public relations. If the town’s citizens go to the circus, you show them the many entertainment booths, explain how much fun they’ll have spending money at the booths, answer their questions and ultimately, they spend a lot at the circus, that’s sales. And if you planned the whole thing, that’s marketing.

But the more the Tesla guys researched the industry, the more they realized that the big automakers don’t even really build their cars anymore. The days of Henry Ford having raw materials delivered to one end of his Michigan factory and then sending cars out the other end had long passed. “BMW didn’t make its windshields or upholstery or rearview mirrors,” Tarpenning said. “The only thing the big car companies had kept was internal combustion research, sales and marketing, and the final assembly. We thought naïvely that we could access all the same suppliers for our parts.

Indie authors who are successful are very successful. They can do everything to conceive, write, market, and bring to fruition the life of a book. Whereas a traditionally published author relies on their publisher for most of the publishing chain. When a traditional author tries to become indie, they are not as successful as an indie. This shows the strength is in the individual author itself. An indie author can bring much more to the table because of their indie spirit. And when you combine the drive for success and survival as a business for indies who have a family to support with their book sales, an indie author who is successful and driven by their need to survive (like me), they are UNSTOPPABLE! - Strong by Kailin Gow

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.

Right now, we need writers who know the difference between production of a market commodity and the practice of an art. Developing written material to suit sales strategies in order to maximize corporate profit and advertising revenue is not the same thing as responsible book publishing or authorship.

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

The Apprentice delivered the central sales pitch of free-market theory, telling viewers that by unleashing your most selfish and ruthless side, you are actually a hero—creating jobs and fueling growth. Don’t be nice, be a killer.

What he wasn't so good at was manipulating the internal states of other humans, getting them to see things his way, do things for him. His baseline attitude toward other humans wass that they could all just go fuck themselves and that he was not going to expend any effort whatsoever getting them to change the way they thought. This was probably rooted in a belief that hed been inculcated to him from the get-go: that there was an objective reality, which all people worth talking to could observe and understand, and that there was no point in arguing about anything that could be so observed and so understood.

When someone wants to demonstrate a new feature they’re working on at 37signals, often the easiest way is to record a screencast and narrate the experience. A screencast is basically just a recording of your screen that others can play back later as a movie. It can be used in several ways, including for presenting the latest sales figures or elaborating on a new marketing strategy.

1. Value Creation. Discovering what people need or want, then creating it. 2. Marketing. Attracting attention and building demand for what you’ve created. 3. Sales. Turning prospective customers into paying customers. 4. Value Delivery. Giving your customers what you’ve promised and ensuring that they’re satisfied. 5. Finance. Bringing in enough money to keep going and make your effort worthwhile.

Likes, views and follows are nice, but business is all about sales. If your likes, views and follows don't convert to sales and money in the business bank account - then from a business perspective those likes views and follows are worthless.

4. Confusion in the Market Place Indeed it was, for as they approached, Milo could see crowds of people pushing and shouting their way among the stalls, buying and selling, trading and bargaining. Huge wooden-wheeled carts streamed into the market square from the orchards, and long caravans bound for the four corners of the kingdom made ready to leave. Sacks and boxes were piled high waiting to be delivered to the ships that sailed the Sea of Knowledge, and off to one side a group of minstrels sang songs to the delight of those either too young or too old to engage in trade. But above all the noise and tumult of the crowd could be heard the merchants’ voices loudly advertising their products. “Get your fresh-picked ifs, ands, and buts.” “Hey-yaa, hey-yaa, hey-yaa, nice ripe wheres and whens.” “Juicy, tempting words for sale.

If you’re subjected to enough great salesmen and salespitches and marketing concepts for long enough—like from your earliest Saturday-morning cartoons, let’s say—it is only a matter of time before you start believing deep down that everything is sales and marketing, and that whenever somebody seems like they care about you or about some noble idea or cause, that person is really a salesman and really ultimately doesn’t give a shit about you or some cause but really just wants something for himself.

But once again, he would learn, Marvel’s fate lay in the hands of people who knew nothing about comic books. Out in Los Angeles, as soon as the sale was made, Rehme had summoned his vice president of marketing and proudly told him, “We just bought Superman.

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.

When we’re self-employed, much of what has been typical of business, marketing, and sales has creeped us out. We want to do business in ways that feel good to us.

Never trust a person that tries to sell you by how righteous they are. I'm telling your right now, it's a scam.

A real influencer buys the mind to act not the heart to express.

Consider inequality. In a society where everything is for sale, life is harder for those of modest means. The more money can buy, the more affluence (or the lack of it) matters.

If you don't build a personal brand, someone else will brand you with the wrong label.

If your Idea cannot CHANGE the INDUSTRY, you have added no VALUE

Selling is a sacred trust between buyer and seller.

He seemed to be an eternal on-sale item in the matrimonial market that everybody bypassed for the fancier merchandise.

The greater the meaning behind your business, the harder it becomes to communicate it to the world.

the true power of technology in marketing is relationship building.

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

You gotta be smart with AdSpend. Ultimately it's about conversion to sales. And your AdSpend needs to have a healthy ROI based on that conversion to sales.

In order to significantly increase sales we have to increase the perception of value of the market for our products.

In my experience, the skill of success breaks down into three things. The skill of marketing. The skill of sales. And the skill of leadership.

Your network is the new professional safety net.

Most people including senior sales & marketing professionals in Fortune 500 companies do not know much about the latest evidence based sales strategies

all the best, greatest, purest and worthiest things in life are beyond all market-value and that the gifts of the gods are not for sale.

Anyone with a great product to sell should never criticize competing products. Your product should sell on its own merit. Consumers want the best of the best, not the best of a bad situation.

What’s our market share? Don’t know, don’t care. It’s irrelevant. Do we have enough customers paying us enough money to cover our costs and generate a profit? Yes. Is that number increasing every year? Yes. That’s good enough for us. Doesn’t matter if we’re 2 percent of the market or 4 percent or 75 percent. What matters is that we have a healthy business with sound economics that work for us. Costs under control, profitable sales.

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

Brainstorm your big idea(s). (2 hrs) Identify your product, customer, competition, and sales/marketing strategy. (2 hrs) Identify your plan for operations, management, capitalization, and finances. (4 hrs) Create a life plan. (4 hrs) Validate your business idea. (8 hrs) Type up your finished business plan. (4 hrs) Execute and follow through on your plan.

Oil extraction is much more capital-intensive than it is labor-intensive—which means it doesn’t produce a lot of lasting jobs. But in the end, it does produce big revenues when it’s sold on the global market. That sets the stage for grand-scale corruption of the political class: people who can maneuver themselves into getting a cut of that sale price of oil will find themselves quickly rich, whether or not they actually expend any effort to pump the stuff out of the ground.

Musk became increasingly frustrated with the company’s practices, especially the way it relied on an aggressive sales force that was compensated by commissions. “Their sales tactics became like those schemes that go door to door selling you boxes of knives or something crappy like that,” Musk says. His instincts had always been just the opposite. He never put much effort into sales and marketing, and instead believed that if you made a great product, the sales would follow.

I wonder how Japan's futuristic robot doctors will treat the worst and most widespread disease humanity already has - artificially lowered IQ. Making people stupider makes them buy more stuff – so “How many robots can you afford?” will be the big question of one of the following decades, unless we go back to Communism and produce everything for the sake of it, for free.

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

Something is broken when the food comes on a Styrofoam tray wrapped in slippery plastic, a carcass of a being whose only chance at life was a cramped cage. That is not a gift of life; it is a theft. How, in our modern world, can we find our way to understand the earth as a gift again, to make our relations with the world sacred again? I know we cannot all become hunter-gatherers—the living world could not bear our weight—but even in a market economy, can we behave “as if ” the living world were a gift? We could start by listening to Wally. There are those who will try to sell the gifts, but, as Wally says of sweetgrass for sale, “Don’t buy it.” Refusal to participate is a moral choice. Water is a gift for all, not meant to be bought and sold. Don’t buy it. When food has been wrenched from the earth, depleting the soil and poisoning our relatives in the name of higher yields, don’t buy it.

John Bonavia says, Effective sales and marketing requires talent, expertise, effort, and consistency. If that doesn't exist inside your organization, then it's important that you find an outside resource that can help you develop and implement your strategy.

They could tell the whole hateful story of it, set forth in the inner soul of a city in which honor and justice, women's bodies and men's souls, were for sale in the market-place, and human beings writhed and fought and fell upon each other like wolves in a pit; in which lusts were raging fires, and men were fuel, and humanity was festering and stewing and wallowing in its own corruption. Into this wild-beast tangle these men had been born without their consent, they had taken part in it because they could not help it; that they were in jail was no disgrace to them, for the game had never been fair, the dice were loaded. They were the swindlers and thieves of pennies and dimes, and they were being trapped and put out of the way by the swindlers and thieves of millions of dollars.

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.

Good cover design is not only about beauty... it’s a visual sales pitch. It’s your first contact with a potential reader. Your cover only has around 3 seconds to catch a browsing reader’s attention. You want to stand out and make them pause and consider, and read the synopsis.

the things that make a woman feel good inside and out—and make those around her feel good and happy to be with her—are not for sale. Things like kindness, self-discipline, purpose, humility, grace, confidence, hospitality, and peace cannot be marketed in a slick magazine ad or in a movie.

Buying market share by hiring your competitors’ salespeople does nothing good for your reputation in the industry. Maybe you don’t care when you’re young and brash, but eventually you learn that reputation is a crucial business asset, worth much more over the long run than a few extra sales.

War metaphors invade our everyday business language: we use headhunters to build up a sales force that will enable us to take a captive market and make a killing. But really it’s competition, not business, that is like war: allegedly necessary, supposedly valiant, but ultimately destructive.

Something out of the ordinary course of business is taking place that creates an investment opportunity. The list of corporate events that can result in big profits for you runs the gamut—spinoffs, mergers, restructurings, rights offerings, bankruptcies, liquidations, asset sales, distributions.

There’s something else about this list that really jumps out. Take another look at the top five attributes listed there—the key characteristics defining a world-class sales experience: Rep offers unique and valuable perspectives on the market. Rep helps me navigate alternatives. Rep provides ongoing advice or consultation. Rep helps me avoid potential land mines. Rep educates me on new issues and outcomes. Each of these attributes speaks directly to an urgent need of the customer not to buy something, but to learn something. They’re looking to suppliers to help them identify new opportunities to cut costs, increase revenue, penetrate new markets, and mitigate risk in ways they themselves have not yet recognized. Essentially this is the customer—or 5,000 of them at least, all over the world—saying rather emphatically, “Stop wasting my time. Challenge me. Teach me something new.

Agricultural commodity traders, on the other hand, buy from thousands of individual farmers. That makes the traders’ job harder, but it also provides an opportunity: dealing with so many farmers gives the largest traders valuable information. Long before the concept of ‘big data’ became popular, the agricultural traders were putting it to work, aggregating information from thousands of farmers to get a real-time insight into the state of the markets.

The main management skills needed for success are: 1) Management of cash flow, 2) Management of systems, and 3) Management of people. And the most important specialized skills are sales and marketing. Communication skills such as writing, speaking, and negotiating are crucial to a life of success. These are skills Robert works on constantly, attending courses or buying educational resources to expand his knowledge. The skills of selling and marketing are difficult for most people, primarily due to their fear of rejection. The better you are at communicating, negotiating, and handling your fear of rejection, the easier life is.

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).

an advertising-based system will tend to drive out of existence or into marginality the media companies and types that depend on revenue from sales alone. With advertising, the free market does not yield a neutral system in which final buyer choice decides. The advertisers’ choices influence media prosperity and survival.

The commodity traders are arbitragers par excellence, trying to exploit a series of differences in prices. Because they’re doing deals to buy and to sell all the time, they are often indifferent to whether commodity prices overall go up or down. What matters to them is the price disparity – between different locations, different qualities or forms of a product, and different delivery dates. By exploiting these price differences, they help to make markets more efficient, directing resources to their highest value uses in response to price signals. They are, in the words of one academic, the visible manifestation of Adam Smith’s invisible hand.

Raza : “ The bow and arrow was once the pinnacle of weapons technology. It allowed the great Genghis Khan to rule from the Pacific to the Ukraine. Today-- whoever has the latest Stark weapons rules these lands. Soon it will be my turn “ End of scene Today picture Fortune 500 CEOs whispering to their top men “ Today – whoever has the latest sales weapons rules the world . Soon it will be our turn – thanks to Invisible Selling - Behavioural Economics & More . Get that Rai bloke to train all our guys

I count it a mistake of our mistaken democracy, that every man who can read print is allowed to believe that he can read all that is printed. I count it a misfortune that serious books are exposed in the public market, like slaves exposed naked for sale. But there we are, since we live in an age of mistaken democracy, we must go through with it.

Yestereve I saw philosophers in the market-place carrying their heads in baskets, and crying aloud, "Wisdom! Wisdom for sale!" Poor philosophers! They must needs sell their heads to feed their hearts. Said a philosopher to a street sweeper, "I pity you. Yours is a hard and dirty task." And the street sweeper said, "Thank you, sir. But tell me what is your task?" And the philosopher answered saying, "I study man's mind, his deeds and his desires." Then the street sweeper went on with his sweeping and said with a smile, "I pity you too.

Nobody is in sales anymore; they’re in customer relationship management. Nobody is in marketing, they’re in customer engagement.

All of us, from time to time, aren’t treated fairly, but it’s the heroes who overcome their oppressors to accomplish their important mission.

A value-driven professional sees themself as a hero on a mission, not a victim.

You should be establishing a foundation that is ethical, honest and about serving your client – this is what separates ‘the best in the market’ from ‘the rest of the market’.

Early involvement often get rewarded

Before launching a product, I ask the marketing department to build a landing page (marketing page) for that product so I can survey interest in the product itself.

They preach unwavering faith with a clear absence of critical thinking,

It also helps to avoid short product descriptions, otherwise the Amazon bots might skip your title entirely.

Problems are opportunities, and conquered opportunities equal money earned.

Marketing without sales is dead.

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.

A small businesses ability to gain an edge for a profitable niche is not by just focusing on the dynamic market gap, but by identifying a market within the gap.

How you bring people into your home is just as important as when they walk through the door. Frame well. #marketing

It was the task of industrial society to destroy all of that. All that "community" implies -- self-sufficiency, mutual aid, morality in the marketplace, stubborn tradition, regulation by custom, organic knowledge instead of mechanistic science -- had to be steadily and systematically disrupted and displaced. All of the practices that kept the individual from being a consumer had to be done away with so that the cogs and wheels of an unfettered machine called "the economy" could operate without interference, influenced merely by invisible hands and inevitable balances and all the rest of that benevolent free-market system guided by what Cobbett called, his lip curled toward Hume and James Steuart and Adam Smith, "Scotch Feelosophy.

When you talk to the experts about developing new technology to provide clean drinking water for the developing world, they’ll tell you that—with four billion people making less than two dollars a day—there’s no viable business model, no economic model, and no way to finance development costs. But the twenty-five poorest countries already spend twenty percent of their GDP on water. This twenty percent, about thirty cents, ain’t much, but do the math again: four billion people spending thirty cents a day is a $1.2 billion market every day. It’s $400 billion a year. I can’t think of too many companies in the world that have $400 billion in sales a year. And you don’t have to do a market study to find out whether there’s a need. It’s water. There’s a need!

Since the values of the market were the highest criteria, persons also became valued as commodities which could be bought and sold. A person's worth is then his salable market value, whether it is skill or 'personality' that is up for sale. [...] The market value, then, becomes the individual's valuation of himself, so that self-confidence and 'self-feeling' (ones experience of identity with one's self) are largely reflections of what others think of one, in this case the 'others' being those who represent the market. Thus contemporary economic processes have contributed not only to an alienation of man from man, but likewise to 'self-alienation' - an alienation of the individual from himself. As Fromm very well summarizes the point: Since modern man experiences himself both as the seller and as the commodity to be sold on the market, his self-esteem depends on conditions beyond his control. If he is 'successful,' he is valuable; if he is not, he is worthless. The degree of insecurity which results from this orientation can hardly be overestimated. If one feels that one's own value is not constituted primarily by the human qualities one possesses, but by one's succes on a competitive market with ever-changing conditions, one's self-esteem is bound to be shaky and in constant need of confirmation by others. [Erich Fromm, Man for himself] In such a situation one is driven to strive relentlessly for 'succes'; this is the chief way to validate ones self and to allay anxiety. And any failure in the competitive struggle is a threat to the quasi-esteem for one's self - which, quasi though it be, is all one has in such a situation. This obviously leads to powerful feelings of helplessness and inferiority. [p.169f]

The most dramatic example of the public aspect of patriarchal right is that men demand that women’s bodies are for sale as commodities in the capitalist market; prostitution is a major capitalist industry.

Marketing and promoting doesn’t come down to the likes, the pins, the plus ones, the followers, the fans, the friends, the views, or the plays online. Marketing and promoting comes down to the conversions.

...much overt sex work, as well as the subtler forms of commodified sexuality for sale, is the result of an economic system that provides little material security for women, and encourages all people to turn everything they have (their labor, their reputations, their emotions, their bodily fluids and ova, and so forth) into a product that can be sold on a market where prices are determined by the caprices of supply and demand.

And it feels very similar to rushing a sorority; the planned conversation with the more important sorority sisters, always pretty, usually white, who've already gone through a list of photos and have their favorites pegged and the answers to their questions preloaded. "Oh, no way! You were a cheerleader, too?! So was I! You'll fit in so well in our house!" Meanwhile, we, of source, knew she was a cheerleader because we spent days studying the rushee's photos and applications, and we already knew which ones we'd be attacking. And here I am, in my mid-thirties, re-creating the same behavior to sell a similar promise of a different sisterhood.

Your competitors have the same idea of how unique, special, vital, and relevant they are with everyone spending a lot of money using the same words, messages, and promises to convince prospects how unique they each are.

Tribes are the most effective media channels ever, but they’re not for sale or for rent. Tribes don’t do what you want; they do what they want. Which is why joining and leading a tribe is such a powerful marketing investment.

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.

The company failed because its managers were unable to recognize that there is something fundamentally different between a sale to an early adopter and a sale to the early majority, even when the company name on the check reads the same. Thus, at a time of greatest peril, when the company was just entering the chasm, its leaders held high expectations rather than modest ones, and spent heavily in expansion projects rather than husbanding resources.

Of the most successful startups, nearly everyone has a clearly identifiable marketing flywheel that brought awareness and traffic from the right audiences and helped those people convert to a sale or a signup at the right time.

Today, I see my business as a content marketing company. In other words, my entire goal is to give more valuable, helpful, and remarkable content to consumers than anyone else in my field, which will in turn lead to more sales.

I saw a teen couple with a baby on the way at a flea market. Picking out their Engagement Knives. With a table of fantasy daggers. They were having a hard time. Fire Dragon? Ice Tiger? "We have to get this right!" And maybe they did.

RULE #1 Market your business to the customer YOU WANT. Most beauty businesses try to be everything to everyone. It's exhausting and expensive promoting yourself to everyone. Most people simply give up. Focus on the customers you really want. What is your passion, what do you excel in? Who is your ideal customer? What would you ideally like to do every day in your business? Focus on what you want to do and the clients you want, and market directly to them and only them.

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.

The intelligent investor dreads a bull market, since it makes stocks more costly to buy. And conversely (so long as you keep enough cash on hand to meet your spending needs), you should welcome a bear market, since it puts stocks back on sale.

I value the sensation of hunger as a sign of the body’s wisdom, not as a commercial asset to be manipulated for market share. I value food as nourishment, not as a unit of sales. I value our bodies as gifts of life, not as product-consumption devices.

When the marketing department needed data from Diane’s database, they could use extremely personal information in their mailings to not only customize a sales pitch to that person but also let them know “we care about you so much that we looked up everything we could find about you in real life.” Customers were often so flattered by this gesture that they would send thank-you notes like “How did you find all this out?” or “Who are you people?” or “I have never told anyone this fact, so how did you know?

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

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

But in coal, with no futures market, there was nowhere to place a bet on rising prices. The only way was to buy entire mines. So that’s what Glasenberg did. Over the next four years he bought more than a dozen mines in Australia and South Africa, in addition to deals in Colombia.

The Five Power Disqualifiers® are: 1. Do they have the money? 2. Do they have a bleeding neck—an urgent problem that must be solved now? 3. Do they buy into your unique selling proposition? 4. Do they have the ability to say YES? 5. Does what you sell fit in with their overall plans?

Yes, we were sold at auction, like swine.  In a big town and an active market we should have brought a good price; but this place was utterly stagnant and so we sold at a figure which makes me ashamed, every time I think of it.  The King of England brought seven dollars, and his prime minister nine; whereas the king was easily worth twelve dollars and I as easily worth fifteen.  But that is the way things always go; if you force a sale on a dull market, I don’t care what the property is, you are going to make a poor business of it, and you can make up your mind to it.

Ralph Lauren generates a huge portion of its sales from seconds and job lots sold at the many Polo factory stores around the country. There are so many of these stores (and the demand is so high) that many of the items sold aren’t seconds at all. They’re designed and produced for the factory stores. People tell themselves a story about finding a bargain, they build up the expectation by driving thirty miles out of their way (while on vacation, no less) and then are delighted to spend $40 for a $400 jacket that was never intended to be sold for $400 and probably cost $4 to make.

In shamanic traditions, it is invariably specified that spiritual knowledge is not marketable. Certainly, the shaman’s work deserves retribution, but, by definition, the sacred is not for sale; the use of this knowledge for the accumulation of personal power is the definition of black magic.

The Web Site Web sites suffer the same problem as most brochures. They are mostly ego pieces touting your greatness. In contrast, a Web site that offers information of value to your prospects can be a community, a place where your prospects go to look at new things, to get information, to interact with you, and to get to know you better. Have free articles, free education, free sound bites, and free insights. Once prospects have registered with your shy yes page, connect them to the rest of your world with a follow-up email or with a click-through at some point after the shy yes page. Remember, the goal is to create a marketing

Globally, international retail sales are expected to reach an eye-watering $31 trillion by 2025. To keep that thermonuclear consumption going, not only do the products we buy need manufacturing, but so too do our desires for them. Hence, in the past forty or so years, the public relations, marketing, advertising and finance industries have boomed.

Three Keys To Predictable Revenue Building a Sales Machine that creates ongoing, predictable revenue takes: Predictable Lead Generation, the most important thing for creating predictable revenue. A Sales Development Team that bridges the chasm between marketing and sales. Consistent Sales Systems, because without consistency you have no predictability.

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

1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

Last year, I was conversing by e-mail with an acquaintance who was investigating the black market in cadaver parts. She came into possession of a sales list for a company that provides organs and tissues for research. On the list was “vagina with clitoris.” She did not believe that there could be a legitimate research purpose for cadaver genitalia. She assumed the researcher had procured the part to have sex with it. I replied that physiologists and people who study sexual dysfunction still have plenty to learn about female arousal and orgasm, and that I could, with little trouble, imagine someone needing such a thing. Besides, I said to this woman, if the guy wanted to nail the thing, do you honestly think he’d have bothered with the clitoris?

Value Creation. Discovering what people need or want, then creating it. 2. Marketing. Attracting attention and building demand for what you’ve created. 3. Sales. Turning prospective customers into paying customers. 4. Value Delivery. Giving your customers what you’ve promised and ensuring that they’re satisfied. 5. Finance. Bringing in enough money to keep going and make your effort worthwhile.

If your product is shaving cream, you can use the headline, “The five things you’d better know about shaving and how many different ways it affects your body.” Plus, you can include tips on how to shave, the best ways to shave, and what every kid should know when it’s time to shave. Cover topics such as the structure of various shaving creams and the impact that shaving has on your skin. You could even give the history of shaving. When did it start? How did it start? Who started it? Get this: if you offer all this advice and plug that Web site every where you’re already promoting your product, the site becomes an information source that folks are going to send other folks to in order to get this information. So information-based marketing accelerates your reach and increases word-of-mouth

What works to generate flows of new leads: Trial-and-error in lead generation (requires patience, experimentation, money). “Marketing through teaching” via regular webinars, white papers, email newsletters and live events, to establish yourself as the trusted expert in your space (takes lots of time to build predictable momentum). Patience in building great word-of-mouth (the highest value lead generation source, but hardest to influence). Cold Calling 2.0: By far the most predictable and controllable source of creating new pipeline, but it takes focus and expertise to do it well. Luckily, you are holding the guide to the process in your hands right now. Building an excited partner ecosystem (very high value, very long time-to-results). PR: It’s great when, once in awhile, it generates actual results!

A good marketer can sell practically anything to anyone. Tobacco is literally dried, decaying vegetable matter that you light on fire and inhale, breathing horrid-tasting, toxic fumes into your lungs.121 At one point marketers promoted smoking as a status symbol and claimed it had health benefits. Once you give it a try, the addictive nature of the drug kicks in, and the agency’s job becomes much easier. If they can get you hooked, the product will sell itself. Since the product is actually poison, advertisers need to overcome your instinctual aversion. That’s a big hill for alcohol advertisements to climb, which is why the absolute best marketing firms on the globe, firms with psychologists and human behavior specialists on staff, are hired to create the ads. These marketers know that the most effective sale is an emotional sale, one that plays on your deepest fears, your ultimate concerns. Alcohol advertisements sell an end to loneliness, claiming that drinking provides friendship and romance. They appeal to your need for freedom by saying drinking will make you unique, brave, bold, or courageous. They promise fulfillment, satisfaction, and happiness. All these messages speak to your conscious and unconscious minds.

Harry Potter Vs Lord Voldemort Invisible Selling is like magic . It can be used as if you are Harry Potter or as Lord Voldemort . I request you to use it like Harry & not like Voldemort . Also the understanding of it will protect you from people who use these powerful strategies to hijack your rational brain & sell useless products to you or influence you in a harmful way Hence deploy ethically & protect smartly

The flea market looked like an old chicken coop. All rusted wire and weathered wood. A few scattered tables under a tin roof. One table was covered in old paperbacks. We don't need a word for "old book smell" to appreciate it. The lady there sat in a plastic lawn chair and slowly ate a sandwich. A title caught our eye. How much? A dollar. But she wasn't sure if she wanted to sell it. We left frustrated. Some books are not for sale.

The “German problem” after 1970 became how to keep up with the Germans in terms of efficiency and productivity. One way, as above, was to serially devalue, but that was beginning to hurt. The other way was to tie your currency to the deutsche mark and thereby make your price and inflation rate the same as the Germans, which it turned out would also hurt, but in a different way. The problem with keeping up with the Germans is that German industrial exports have the lowest price elasticities in the world. In plain English, Germany makes really great stuff that everyone wants and will pay more for in comparison to all the alternatives. So when you tie your currency to the deutsche mark, you are making a one-way bet that your industry can be as competitive as the Germans in terms of quality and price. That would be difficult enough if the deutsche mark hadn’t been undervalued for most of the postwar period and both German labor costs and inflation rates were lower than average, but unfortunately for everyone else, they were. That gave the German economy the advantage in producing less-than-great stuff too, thereby undercutting competitors in products lower down, as well as higher up the value-added chain. Add to this contemporary German wages, which have seen real declines over the 2000s, and you have an economy that is extremely hard to keep up with. On the other side of this one-way bet were the financial markets. They looked at less dynamic economies, such as the United Kingdom and Italy, that were tying themselves to the deutsche mark and saw a way to make money. The only way to maintain a currency peg is to either defend it with foreign exchange reserves or deflate your wages and prices to accommodate it. To defend a peg you need lots of foreign currency so that when your currency loses value (as it will if you are trying to keep up with the Germans), you can sell your foreign currency reserves and buy back your own currency to maintain the desired rate. But if the markets can figure out how much foreign currency you have in reserve, they can bet against you, force a devaluation of your currency, and pocket the difference between the peg and the new market value in a short sale. George Soros (and a lot of other hedge funds) famously did this to the European Exchange Rate Mechanism in 1992, blowing the United Kingdom and Italy out of the system. Soros could do this because he knew that there was no way the United Kingdom or Italy could be as competitive as Germany without serious price deflation to increase cost competitiveness, and that there would be only so much deflation and unemployment these countries could take before they either ran out of foreign exchange reserves or lost the next election. Indeed, the European Exchange Rate Mechanism was sometimes referred to as the European “Eternal Recession Mechanism,” such was its deflationary impact. In short, attempts to maintain an anti-inflationary currency peg fail because they are not credible on the following point: you cannot run a gold standard (where the only way to adjust is through internal deflation) in a democracy.

Half the world is made of tiny communities that have grown up around nothing more than a crossroads market, or a good clay pit, or a bend of river strong enough to turn a mill wheel. Sometimes these towns are prosperous. Some have rich soil and generous weather. Some thrive on the trade moving through them. The wealth of these places is obvious. The houses are large and well-mended. People are friendly and generous. The children are fat and happy. There are luxuries for sale: pepper and cinnamon and chocolate. There is coffee and good wine and music at the local inn. Then there are the other sort of towns. Towns where the soil is thin and tired. Towns where the mill burned down, or the clay was mined out years ago. In these places the houses are small and badly patched. The people are lean and suspicious, and wealth is measured in small, practical ways. Cords of firewood. A second pig. Five jars of blackberry preserve.

From these definitions and axioms springs my central hypothesis: political parties in a democracy formulate policy strictly as a means of gaining votes. They do not seek to gain office in order to carry out certain preconceived policies or to serve any particular interest groups; rather they formulate policies and serve interest groups in order to gain office. Thus their social function—which is to formulate and carry out policies when in power as the government—is accomplished as a by-product of their private motive—which is to attain the income, power, and prestige of being in office. This hypothesis implies that, in a democracy, the government always acts so as to maximize the number of votes it will receive. In effect, it is an entrepreneur selling policies for votes instead of products for money. Furthermore, it must compete for votes with other parties, just as two or more oligopolists compete for sales in a market.

What Is Marketing? Some people think marketing is advertising or branding or some other vague concept. While all these are associated with marketing, they are not one and the same. Here’s the simplest, most jargon-free definition of marketing you’re ever likely to come across: If the circus is coming to town and you paint a sign saying “Circus Coming to the Showground Saturday,” that’s advertising. If you put the sign on the back of an elephant and walk it into town, that’s promotion. If the elephant walks through the mayor’s flower bed and the local newspaper writes a story about it, that’s publicity. And if you get the mayor to laugh about it, that’s public relations. If the town’s citizens go to the circus, you show them the many entertainment booths, explain how much fun they’ll have spending money at the booths, answer their questions and, ultimately, they spend a lot at the circus, that’s sales. And if you planned the whole thing, that’s marketing.

The number one job of a leader is to wake up every morning, point to the horizon, and let everybody on the team know where the organization is going. The number two job of a leader is to explain, in clear and simple terms, why the story of going to and arriving at that specific destination matters. The number three job of a leader is to analyze the skills and abilities of each team member and find them an important role to play in that story. All human beings long for a mission. We are all born self-identifying as heroes in a story and we know, even as children, that our existence on this planet matters. Not only this, but as communal beings, every person longs to join a team on a serious and important mission. This is why dynamic leaders are able to attract top talent. Every dynamic leader you know or have ever heard of had a mission burning inside them that other people wanted to join. Great leaders become great because their mission makes them great. There are no exceptions.

fad is a wave in the ocean, and a trend is the tide. A fad gets a lot of hype, and a trend gets very little. Like a wave, a fad is very visible, but it goes up and down in a big hurry. Like the tide, a trend is almost invisible, but it’s very powerful over the long term. A fad is a short-term phenomenon that might be profitable, but a fad doesn’t last long enough to do a company much good. Furthermore, a company often tends to gear up as if a fad were a trend. As a result, the company is often stuck with a lot of staff, expensive manufacturing facilities, and distribution networks. (A fashion, on the other hand, is a fad that repeats itself. Examples: short skirts for women and double-breasted suits for men. Halley’s Comet is a fashion because it comes back every 75 years or so.) When the fad disappears, a company often goes into a deep financial shock. What happened to Atari is typical in this respect. And look how Coleco Industries handled the Cabbage Patch Kids. Those homely dolls hit the market in 1983 and started to take off. Coleco’s strategy was to milk the kids for all they were worth. Hundreds of Cabbage Patch novelties flooded the toy stores. Pens, pencils, crayon boxes, games, clothing. Two years later, Coleco racked up sales of $776 million and profits of $83 million. Then the bottom dropped out of the Cabbage Patch Kids. By 1988 Coleco went into Chapter 11. Coleco died, but the kids live on. Acquired by Hasbro in 1989, the Cabbage Patch Kids are now being handled conservatively. Today they’re doing quite well.

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.

I had an economics professor who put it to our class bluntly: “When you restrict the supply of something, the price goes up. When the price goes up, you have more people working on more solutions to distribute the product. The market corrects for that.” According to him, the only two solutions that dramatically affect the price of an illegal commodity are decriminalizing it and easing restrictions or going the opposite direction and making sale and possession capital offenses. He claimed that educating the public on the dangers had only a nominal effect.

To get a sense of what I mean by evangelism as the practice of hospitality, visit your local church. Don’t go upstairs, to the sanctuary, go downstairs to that room in the basement with the linoleum tile and the coffee urn. That’s where the AA and NA meetings are held. At its best, Alcoholics Anonymous embodies evangelism as hospitality. They offer an invitation, not a sales pitch. They offer testimony — personal stories — instead of a marketing scheme. They are, in fact and in practice, a bunch of beggars offering other beggars the good news of where they found bread. At its worst, AA sometimes slips into the evangelism-as-sales model. You may have found yourself at some point having a beer when some newly sober 12-step disciple begins lecturing you that this is evidence that you have a problem. He will try to sell you the idea that you are a beggar so he can sell you some bread. The ensuing conversation is tense, awkward and pointless — the precise qualities of the similar conversation you may have had with an evangelical Christian coworker who was reluctantly but dutifully inflicting on you a sales pitch for evangelical Christianity.

WHAT DOES IT ALL MEAN? The lessons of market history are clear. Styles and fashions in investors’ evaluations of securities can and often do play a critical role in the pricing of securities. The stock market at times conforms well to the castle-in-the-air theory. For this reason, the game of investing can be extremely dangerous. Another lesson that cries out for attention is that investors should be very wary of purchasing today’s hot “new issue.” Most initial public offerings underperform the stock market as a whole. And if you buy the new issue after it begins trading, usually at a higher price, you are even more certain to lose. Investors would be well advised to treat new issues with a healthy dose of skepticism. Certainly investors in the past have built many castles in the air with IPOs. Remember that the major sellers of the stock of IPOs are the managers of the companies themselves. They try to time their sales to coincide with a peak in the prosperity of their companies or with the height of investor enthusiasm for some current fad. In such cases, the urge to get on the bandwagon—even in high-growth industries—produced a profitless prosperity for investors.

What Is Marketing? Some people think marketing is advertising or branding or some other vague concept. While all these are associated with marketing, they are not one and the same. Here’s the simplest, most jargon-free definition of marketing you’re ever likely to come across: If the circus is coming to town and you paint a sign saying “Circus Coming to the Showground Saturday,” that’s advertising. If you put the sign on the back of an elephant and walk it into town, that’s promotion. If the elephant walks through the mayor’s flower bed and the local newspaper writes a story about it, that’s publicity. And if you get the mayor to laugh about it, that’s public relations. If the town’s citizens go to the circus, you show them the many entertainment booths, explain how much fun they’ll have spending money at the booths, answer their questions and, ultimately, they spend a lot at the circus, that’s sales. And if you planned the whole thing, that’s marketing. Yup, it’s as simple as that—marketing is the strategy you use for getting your ideal target market to know you, like you and trust you enough to become a customer. All the stuff you usually associate with marketing are tactics.

Thank you Neil, and to the givers of this beautiful reward, my thanks from the heart. My family, my agent, editors, know that my being here is their doing as well as mine, and that the beautiful reward is theirs as much as mine. And I rejoice at accepting it for, and sharing it with, all the writers who were excluded from literature for so long, my fellow authors of fantasy and science fiction—writers of the imagination, who for the last 50 years watched the beautiful rewards go to the so-called realists. I think hard times are coming when we will be wanting the voices of writers who can see alternatives to how we live now and can see through our fear-stricken society and its obsessive technologies to other ways of being, and even imagine some real grounds for hope. We will need writers who can remember freedom. Poets, visionaries—the realists of a larger reality. Right now, I think we need writers who know the difference between the production of a market commodity and the practice of an art. Developing written material to suit sales strategies in order to maximize corporate profit and advertising revenue is not quite the same thing as responsible book publishing or authorship. (Thank you, brave applauders.) Yet I see sales departments given control over editorial; I see my own publishers in a silly panic of ignorance and greed, charging public libraries for an ebook six or seven times more than they charge customers. We just saw a profiteer try to punish a publisher for disobedience and writers threatened by corporate fatwa, and I see a lot of us, the producers who write the books, and make the books, accepting this. Letting commodity profiteers sell us like deodorant, and tell us what to publish and what to write. (Well, I love you too, darling.) Books, you know, they’re not just commodities. The profit motive often is in conflict with the aims of art. We live in capitalism. Its power seems inescapable. So did the divine right of kings. Any human power can be resisted and changed by human beings. Resistance and change often begin in art, and very often in our art—the art of words. I have had a long career and a good one. In good company. Now here, at the end of it, I really don’t want to watch American literature get sold down the river. We who live by writing and publishing want—and should demand—our fair share of the proceeds. But the name of our beautiful reward is not profit. Its name is freedom. Thank you.

All the pictures in this book are authentic, vintage found photographs, and with the exception of a few that have undergone minimal postprocessing, they are unaltered. They were lent from the personal archives of ten collectors, people who have spent years and countless hours hunting through giant bins of unsorted snapshots at flea markets and antiques malls and yard sales to find a transcendent few, rescuing images of historical significance and arresting beauty from obscurity—and, most likely, the dump. Their work is an unglamorous labor of love, and I think they are the unsung heroes of the photography world.

In 1967 Kilby and his team produced almost what Haggerty envisioned. It could do only four tasks (add, subtract, multiply, and divide) and was a bit heavy (more than two pounds) and not very cheap ($150).21 But it was a huge success. A new market had been created for a device people had not known they needed. And following the inevitable trajectory, it kept getting smaller, more powerful, and cheaper. By 1972 the price of a pocket calculator had dropped to $100, and 5 million units were sold. By 1975 the price was down to $25, and sales were doubling every year. In 2014 a Texas Instruments pocket calculator cost $3.62 at Walmart.

But was the Newton a failure? The timing of Newton’s entry into the handheld market was akin to the timing of the Apple II into the desktop market. It was a market-creating, disruptive product targeted at an undefinable set of users whose needs were unknown to either themselves or Apple. On that basis, Newton’s sales should have been a pleasant surprise to Apple’s executives: It outsold the Apple II in its first two years by a factor of more than three to one. But while selling 43,000 units was viewed as an IPO-qualifying triumph in the smaller Apple of 1979, selling 140,000 Newtons was viewed as a failure in the giant Apple of 1994.

Every year or so I like to take a step back and look at a few key advertising, marketing, and media facts just to gauge how far removed from reality we advertising experts have gotten. These data represent the latest numbers I could find. I have listed the sources below. So here we go -- 10 facts, direct from the real world: E-commerce in 2014 accounted for 6.5 percent of total retail sales. 96% of video viewing is currently done on a television. 4% is done on a web device. In Europe and the US, people would not care if 92% of brands disappeared. The rate of engagement among a brand's fans with a Facebook post is 7 in 10,000. For Twitter it is 3 in 10,000. Fewer than one standard banner ad in a thousand is clicked on. Over half the display ads paid for by marketers are unviewable. Less than 1% of retail buying is done on a mobile device. Only 44% of traffic on the web is human. One bot-net can generate 1 billion fraudulent digital ad impressions a day. Half of all U.S online advertising - $10 billion a year - may be lost to fraud. As regular readers know, one of our favorite sayings around The Ad Contrarian Social Club is a quote from Noble Prize winning physicist Richard Feynman, who wonderfully declared that “Science is the belief in the ignorance of experts.” I think these facts do a pretty good job of vindicating Feynman.

And really, that’s the most important thing he does with his days. It’s a small, measurable success, in the face of diminishing sales and an empty double bed and a set of skills which were marketable one hundred years ago, but now look quaint and even sad. Every afternoon for the last six months he has been fighting an uneven battle with himself not to overturn the trolley with its many keys, and scatter them across the room. His better nature has won only because the image of himself on his knees, remorsefully gathering them again, repairing scratched case clocks and whispering apologies to the ghost of his grandfather—and for strange and different reasons also his father—is more than he can bear.

Enviva used impact quantification in its introduction and later under its climate change theme. It makes the point that it has avoided the release of 31 million metric tons of carbon dioxide equivalent emissions since its inception and equates them to four equivalent metrics. 3.5 billion gallons of gasoline not consumed. 34.5 billion pounds of coal not burned. 72.4 million barrels of oil not consumed. 5.3 million homes not using electricity for one year. This use of impacts is part of the straight line it draws from the 16 million metric tons of coal displaced to the avoided emissions and the equivalent measures. All of this illustrates its role in providing biomass to help customers reduce their carbon footprint.

Is the competition really some mythical beast? No, not really. Knowing how to play your group of salespeople as a team, to overcome the group objective of winning the customers support, is the objective. The opposing team in proper viewpoint is not just the similar competing business to yours. Nor is it the competing franchises of your home office. No, in order to really be effective in the market place as a surviving business, you must go beyond that philosophy. You must be willing to expand your viewpoint to fully understand who the competition truly is. Your true competition is simply this: Anywhere that your customer would spend his or her dollars as opposed to spending them at your company or place of business.

All the recent marketing successes have been PR successes, not advertising successes. To name a few: Starbucks, The Body Shop, Amazon.com, Yahoo!, eBay, Palm, Google, Linus, PlayStation, Harry Potter, Botox, Red Bull, Microsoft, Intel, and BlackBerry. A closer look at the history of most major brands shows this to be true. As a matter of fact, an astonishing number of well-known brands have been built with virtually no advertising at all. Anita Roddick built The Body Shop into a worldwide brand without any advertising. Instead she traveled the world looking for ingredients for her natural cosmetics, a quest that resulted in endless publicity. Until recently Starbucks didn’t spend a hill of beans on advertising either. In its first ten years, the company spent less that $10 million (total) on advertising in the United States, a trivial amount for a brand that delivers annual sales of $1.3 billion today. Wal-Mart became the world’s largest retailer, ringing up sales approaching $200 billion, with little advertising. Sam’s Club, a Wal-Mart sibling, averages $56 million per store with almost no advertising. In the pharmaceutical field, Viagra, Prozac, and Vioxx became worldwide brands with almost no advertising. In the toy field, Beanie Babies, Tickle Me Elmo, and Pokémon became highly successful brands with almost no advertising. In the high-technology field, Oracle, Cisco, and SAP became multibillion-dollar companies (and multibillion-dollar brands) with almost no advertising.

Some have estimated that the pharmaceutical industry overall spends about twice as much on marketing and promotion as it does on research and development. Regardless of how those two figures compare to each other, the fact that they are in the same ballpark gives one pause, and this is worth mulling over in various contexts. For example, when a drug company refuses to let a developing country have affordable access to a new AIDS drug it’s because – the company says – it needs the money from sales to fund research and development on other new AIDS drugs for the future. If R&D is a fraction of the company’s outgoings, and it spends a similar amount on promotion, then this moral and practical argument doesn’t hold water quite so well. The scale of this spend is fascinating in itself, when you put it in the context of what we all expect from evidence-based medicine, which is that people will simply use the best treatment for the patient. Because when you pull away from the industry’s carefully fostered belief that this marketing activity is all completely normal, and stop thinking of drugs as being a consumer product like clothes or cosmetics, you suddenly realise that medicines marketing only exists for one reason. In medicine, brand identities are irrelevant, and there’s a factual, objective answer to whether one drug is the most likely to improve a patient’s pain, suffering and longevity. Marketing, therefore, one might argue, exists for no reason other than to pervert evidence-based decision-making in medicine.

My “10 Smart Market Diagnosis and Profiling Questions” What keeps them awake at night, indigestion boiling up their esophagus, eyes open, staring at the ceiling? What are they afraid of? What are they angry about? Who are they angry at? What are their top three daily frustrations? What trends are occurring and will occur in their businesses or lives? What do they secretly, ardently desire most? Is there a built-in bias to the way they make decisions? (Example: engineers = exceptionally analytical) Do they have their own language? Who else is selling something similar to their product, and how? Who else has tried selling them something similar, and how has that effort failed? So, Step 1 in our system is to analyze thoroughly, understand, and connect with the customer.

The heart of the issue is not simply that a group that gets a large portion of its budget from the Walton family fortune is unlikely to be highly critical of Walmart. The 1990s was the key decade when the contours of the climate battle were being drawn—when a collective strategy for rising to the challenge was developed and when the first wave of supposed solutions was presented to the public. It was also the period when Big Green became most enthusiastically pro-corporate, most committed to a low-friction model of social change in which everything had to be ‘win- win.’ And in the same period many of the corporate partners of groups like the EDF and the Nature Conservancy—Walmart, FedEx, GM—were pushing hard for the global deregulatory framework that has done so much to send emissions soaring. This alignment of economic interests—combined with the ever powerful desire to be seen as ‘serious’ in circles where seriousness is equated with toeing the pro-market line —fundamentally shaped how these green groups conceived of the climate challenge from the start. Global warming was not defined as a crisis being fueled by overconsumption, or by high emissions industrial agriculture, or by car culture, or by a trade system that insists that vast geographical distances do not matter—root causes that would have demanded changes in how we live, work, eat, and shop. Instead, climate change was presented as a narrow technical problem with no end of profitable solutions within the market system, many of which were available for sale at Walmart.

Because I’ve really got them over a barrel now. There’s an official report that says I was stabbed by a Nazi assassin trying to kill them. They’d certainly look silly trying to court-martial me after that.” “But, Yossarian!” Major Danby exclaimed. “There’s another official report that says you were stabbed by an innocent girl in the course of extensive black-market operations involving acts of sabotage and the sale of military secrets to the enemy.” Yossarian was taken back severely with surprise and disappointment. “Another official report?” “Yossarian, they can prepare as many official reports as they want and choose whichever ones they need on any given occasion. Didn’t you know that?” “Oh, dear,” Yossarian murmured in heavy dejection, the blood draining from his face. “Oh, dear.

Richard Lovelace makes a compelling case that the best defense is a good offense. “The ultimate solution to cultural decay is not so much the repression of bad culture as the production of sound and healthy culture,” he writes. “We should direct most of our energy not to the censorship of decadent culture, but to the production and support of healthy expressions of Christian and non-Christian art.”10 Public protests and boycotts have their place. But even negative critiques are effective only when motivated by a genuine love for the arts. The long-term solution is to support Christian artists, musicians, authors, and screenwriters who can create humane and healthy alternatives that speak deeply to the human condition. Exploiting “Talent” The church must also stand against forces that suppress genuine creativity, both inside and outside its walls. In today’s consumer culture, one of the greatest dangers facing the arts is commodification. Art is treated as merchandise to market for the sake of making money. Paintings are bought not to exhibit, nor to grace someone’s home, but merely to resell. They are financial investments. As Seerveld points out, “Elite art of the New York school or by approved gurus such as Andy Warhol are as much a Big Business today as the music business or the sports industry.”11 Artists and writers have been reduced to “talent” to be plugged into the manufacturing process. That approach may increase sales, but it will suppress the best and highest forms of art. In the eighteenth century, the world nearly lost the best of Mozart’s music because the adults in the young man’s life treated him primarily as “talent” to exploit.

Agricultural commodity traders, on the other hand, buy from thousands of individual farmers. That makes the traders’ job harder, but it also provides an opportunity: dealing with so many farmers gives the largest traders valuable information. Long before the concept of ‘big data’ became popular, the agricultural traders were putting it to work, aggregating information from thousands of farmers to get a real-time insight into the state of the markets. Each month, when the US Department of Agriculture published its update on the world’s key crops, the agricultural houses’ traders were able to bet on what it would say with near-certainty that they were right. Within most trading houses, there was a group of traders whose sole job was to speculate profitably with the company’s money – they were known as the proprietary, or ‘prop’, traders.

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

. . .In a heartbeat, you will fall right into that novel, that poem, the story that you are most in love with right now. When you learn to be able to decide in the moment to take breaks from your internal voices—even though it’s only for a split second—you will be taking your first baby steps toward the full-out exhilaration of living in the midst of the wholly realized writer’s life. Then all the negatives—yes, even your cherished writer’s block ego trip—will fade into background noise, then you will find silence, and your story will take over. Before you know it, you will be working calmly and clearly for hours, rather than for a couple minutes. 1 hour, not 1 second, 2 hours, not 2 seconds, 3 hours, 4 hours, 5 hours of allowing your mind to come to rest from the horrid, every day, mental chatter we lock ourselves up with—a time to anchor within the natural spaciousness that you already know instinctively, know from deep within will make you feel full inside. . . .

Habib wanted to buy a donkey, so he went to the market, stopped by a donkey he liked, and said to his owner, after an argument over the price, "That's all I have with me now, so either you sell me the donkey, or I'll be on my way." Finally the man agreed, and Habib left, dragging the donkey behind him. Two thieves saw him, and they agreed to steal the donkey. One of them crept up lightly and untied the rope from the donkey's neck without Habib feeling a thing. Then the thief tied the rope around his own neck. Through all this, Habib felt nothing of what was going on. The thief walked behind Habib while the other thief walked with the donkey, and the people passing by saw this and marveled at the sight and laughed. Habib marveled at himself and said, "Perhaps their admiration and laughter are due to the fact that they admire my donkey." When Habib arrived at his house, he turned around toward the donkey, and he saw the man, who was crying. The rope was on his neck, and Habib was amazed at his condition and said to him, "Who are you?" The thief stopped crying and wiped his tears, saying, "Sir, I am an ignorant man. I angered my mother." Habib said, "And then what?" The thief said, "So my mother prayed over me and asked God to curse me and transform me into a donkey, and God answered her prayer. When my big brother saw this, he wanted to get rid of me, so he put me up for sale in the market. Then you came and bought me, and with your blessing and your caring, I returned to being human, as I was!" And the thief took Habib's hand, praying his thanks to God. Habib befriended him, and he set him free after advising him to obey his mother and to beg her forgiveness and prayers. The next day, Habib returned to the market to buy a donkey, and he saw the same donkey and recognized him. Habib approached the donkey and whispered in his ear, saying, "Obviously you did not hear my words, and you angered your mother a second time. By God, I will never buy you!

What’s really worried me over the years is not our stock price, but that we might someday fail to take care of our customers, or that our managers might fail to motivate and take care of our associates. I also was worried that we might lose the team concept, or fail to keep the family concept viable and realistic and meaningful to our folks as we grow. Those challenges are more real than somebody’s theory that we’re headed down the wrong path. As business leaders, we absolutely cannot afford to get all caught up in trying to meet the goals that some retail analyst or financial institution in New York sets for us on a ten-year plan spit out of a computer that somebody set to compound at such-and-such a rate. If we do that, we take our eye off the ball. But if we demonstrate in our sales and our earnings every day, every week, every quarter, that we’re doing our job in a sound way, we will get the growth we are entitled to, and the market will respect us in a way that we deserve.

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.

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

And why, I pray you? Who might be your mother, That you insult, exult, and all at once, Over the wretched? What though you have no beauty— As, by my faith, I see no more in you Than without candle may go dark to bed— Must you be therefore proud and pitiless? Why, what means this? why do you look on me? I see no more in you than in the ordinary Of nature’s sale-work. ’Od’s my little life, I think she means to tangle my eyes too! No, faith, proud mistress, hope not after it. ’Tis not your inky brows, your black silk hair, Your bugle eyeballs, nor your cheek of cream That can entame my spirits to your worship. You foolish shepherd, wherefore do you follow her, Like foggy south, puffing with wind and rain? You are a thousand times a properer man Than she a woman. ’Tis such fools as you That makes the world full of ill-favor’d children. ’Tis not her glass, but you that flatters her, And out of you she sees herself more proper Than any of her lineaments can show her. But, mistress, know yourself, down on your knees, And thank heaven, fasting, for a good man’s love; For I must tell you friendly in your ear, Sell when you can, you are not for all markets. Cry the man mercy, love him, take his offer; Foul is most foul, being foul to be a scoffer. So take her to thee, shepherd. Fare you well.

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.

4. What does your group think about similar products on the market? If you have a group of products you’re thinking about focusing on, you can start to identify “holes” in the marketplace by listening to what people are already saying. Read customer reviews and look at internet forums. You can also start vetting your idea by posting about it online. My buddy Moiz tried using Tom’s natural deodorant, and he hated it for a simple reason: It didn’t work. He thought, I wonder if I could do this better. So he started asking questions on online forums, getting feedback from other natural yuppies like him. From the response, he knew there was interest. He did a $500 round of prototypes and sold out immediately. That was the beginning of Native Deodorant, which was later acquired by Procter & Gamble for $100 million. It took Moiz only eighteen months to go from a $500 prototype to a million-dollar brand (and it sold for nine figures!). 5. Where does your person hang out with others? With an idea of what we might sell, we can start to think about where our first customers might come from. It’s much easier to make sales when you can drop your product in front of a group of your ideal people. Does your target customer listen to specific podcasts? Do they follow certain influencers? Do they belong to specific groups? Do they read certain blogs? Brainstorm where your ideal customer focuses his or her attention, and you will quickly know where to put your product in front of them. In the next chapters, you will also learn how to develop a micro-audience that is ready to buy your product from you. I also like to write down the names of ten friends who will get excited about a product because your ideal customers know other people just like them.