Sales Growth Quotes

I peddle my wares as fast as I pedal my bicycle and petal my flowers, and that’s why my sales growth seems so slow. But given time, my brand will be in full bloom.

If you don’t have enough sales, you simply don’t see enough good in others. Once you see the good in others, you will reach out to them.

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

Those who make excuses, don't make progress.

The expensive car you bought doesn’t matter, but the way you treated the sales man did.

Then the Communists set up a front organization, the National Rifle Association, to encourage the wide usage of guns of all sorts, and to battle any attempt to control guns as “unconstitutional.” Thus, they guaranteed that the murder rate in Unistat would always be the highest in the world. This kept the citizens in perpetual anxiety about their safety both on the streets and in their homes. The citizens then tolerated the rapid growth of the Police State, which controlled almost everything, except the sale of guns, the chief cause of crime.

The essence of Relationship Selling is when we convert a customer into a client and the seller gains the status of a supplier. It is really a process of forming a business partnership, where each partner not only transacts business but is interdependent in a mutually beneficial relationship, with a common growth objective. Sales can be:    B2B (Business to Business)  B2C (Business to Consumer)  Direct or indirect selling

Such a study indicates that the greatest investment reward comes to those who by good luck or good sense find the occasional company that over the years can grow in sales and profits far more than industry as a whole. It further shows that when we believe we have found such a company we had better stick with it for a long period of time. It gives us a strong hint that such companies need not necessarily be young and small. Instead, regardless of size, what really counts is a management having both a determination to attain further important growth and an ability to bring its plans to completion.

One who is hungry for growth, doesn't requires motivation and training.. He just needs an opportunity...

To spur growth, it must be seismic; it must shake you to your core and cause you to fundamentally rethink everything you believe. The higher the level of stress caused by the event, the greater the potential for change.

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.

Successful prospecting depends on selecting methods that you can effectively navigate. If something makes you uncomfortable, please don't do it.

The CFO asks the CEO, “What happens if we invest in developing our people and they leave us?” The CEO responds, “What happens if we don’t, and they stay?

brands grow by improvements to both penetration and loyalty, though typically far more sales growth comes from gains in penetration than improved loyalty.

if we should put the least priority on profit and sales growth numbers then what will be our priority? The answer is Return on Equity (ROE).

Don’t always believe the advice of financial adviser / intermediary consultant because they might have misguided you to sale their product. You chose your product according to your needs.

Whereas penetration most often means that industry demand will level off, for durable goods, achieving penetration can lead to an abrupt drop in industry demand. After most potential customers have purchased the product, its durability implies that few will buy replacements for a number of years. If industry penetration has been rapid, this situation may translate into several very lean years for industry demand. For example, industry sales of snowmobiles, which underwent very rapid penetration, fell from 425,000 units per year in the peak year (1970-1971) to 125,000 to 200,000 units per year in 1976-1977.6 Recreational vehicles underwent a similar though not quite so dramatic decline. The relation between the growth rate after penetration and growth before penetration will be a function of how fast penetration has been reached and the average time before replacement, and this figure can be calculated.

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

A Rainmaker creates value for the benefit of all through commitment.

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

Vision without execution is hallucination. So

The best incentives in the life of a person involved in sales can be offering valuable products and solving end user problems. No bonus can replace that. Remember that.

Shifting from organic growth to proactive growth requires new habits, practices and systems, causing a lot of delays and frustrations.

One-time revenue spikes that aren’t repeatable won’t help you achieve consistent year-after-year growth.

SALES ASSESSMENT ONLINE. The world's first customized sales assessment, renamed a "successment," will judge your selling skill level in 12 critical areas of sales knowledge and give you a diagnostic report that includes fifty mini sales lessons. This amazing tool will rate your sales abilities and explain your opportunities for sales growth. This program is aptly named KnowSuccess because you can't know success until you know yourself.

If your brand is a cliché, your brand is losing sales and growth. Why? If your brand is using clichés to promote itself, you’re promoting your “category,” not your unique, individual brand. Painful? Yes. Solvable? Absolutely.

The moral of the story: promote only those you would hire. Put your SDRs through the same hiring and evaluation process you would for external candidates. No one benefits—not you, your company, sales leadership, or the SDRs themselves—when a promotion sets reps up to fail.

As I wrote at Lake City Community College in the mid-90s there were a great many things I could only discuss with the help of literary devices – allusion, allegory, metaphor. And now... I'm just like... "Well, stepdad drank himself to death." May you all find a way to write what you now cannot write.

Unfortunately, the metaphor that dominates most of American Christianity doesn’t help us much; we usually envision the church as a corporation. The pastor is the CEO, there are committees and boards. Evangelism is the manufacturing process by which we make our product, and sales can be charted, compared, and forecast. Of course, this manufacturing process goes on in a growth economy so that any corporation-church whose annual sales figures aren’t up from last year’s is in trouble. Americans are quite single-minded in their captivity to the corporation metaphor. And it isn’t even biblical. —Hal Miller

Household was making loans at a faster pace than ever. A big source of its growth had been the second mortgage. The document offered a fifteen-year, fixed-rate loan, but it was bizarrely disguised as a thirty-year loan. It took the stream of payments the homeowner would make to Household over fifteen years, spread it hypothetically over thirty years, and asked: If you were making the same dollar payments over thirty years that you are in fact making over fifteen, what would your “effective rate” of interest be? It was a weird, dishonest sales pitch. The borrower was told he had an “effective interest rate of 7 percent” when he was in fact paying something like 12.5 percent. “It was blatant fraud,” said Eisman. “They were tricking their customers.

C Current Quarterly Earnings and Sales: The Higher, the Better A Annual Earnings Increases: Look for Significant Growth N New Products, New Management, New Highs: Buying at the Right Time S Supply and Demand: Shares Outstanding Plus Big Volume Demand L Leader or Laggard: Which Is Your Stock? I Institutional Sponsorship: Follow the Leaders M Market Direction: How You Can Learn to Determine It

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

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Right now prepared foods account for 4 to 6 percent of our sales,” Carin told me. “In Chicago, that number is 8 percent. And I expect it will see double-digit growth, which is unheard of in any other department.” “What accounts for the growth?” I asked. “The driving force is women in the workforce and how much time people have,” she said. This seems intuitive, but her second reason for the growth was, to me, ominous. “Also, nobody knows how to cook anymore. It’s mind-boggling. Some women don’t even know how to hold a knife.

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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.

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

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.

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.

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

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

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The explosion of government and spending under Obama insured that while the rest of the nation continued to suffer stagnant job growth and slow housing sales long past the time when a recovery should have been underway, one city was booming like a five-year-long Led Zeppelin drum solo: Washington, D.C. According to the 2014 Forbes ranking of the ten richest counties in America, none were in New York, California, or Texas. Before Obama took office, five of the richest counties surrounded Washington, D.C. Now, seven years after Obama took office on his promise to rid the place of big money lobbyists, and Democrats assumed complete control of the White House and Congress for two years, six of the richest counties surround Washington, D.C. Bear in mind that unlike Texas or California, where money is generated by creating products people actually need, such as oil or computers, Washington, D.C., produces nothing but government. In other words, six of the ten richest counties in America got that rich by being parasites. A case could be made that under the current leadership, crony capitalism is more rewarding than actual capitalism. And with all that government around business people’s necks, it’s certainly a heckuva lot easier.

In the early stages of the state, taxes are light in their incidence, but fetch in a large revenue; in the later stages the incidence of taxation increases while the aggregate revenue falls off. Now where taxes and imposts are light, private individuals are encouraged to engage actively in business; enterprise develops, because business men feel it worth their while, in view of the small share of their profits which they have to give up in the form of taxation. And as business prospers the number of taxes increases and the total yield of taxation grows. As time passes and kings succeed each other, they lose their tribal habits in favour of more civilized ones. Their needs and exigencies grow.... owing to the luxury in which they have been brought up. Hence they impose fresh taxes on their subjects -farmers, peasants, and others subject to taxation; sharply raise the rate of old taxes to increase their yield; and impose sales taxes and octrois, as we shall describe later. These increases grow with the spread of luxurious habits in the state, and the consequent growth in needs and public expenditure, until taxation burdens the subjects and deprives them of their gains. People get accustomed to this high level of taxation, because the increases have come about gradually, without anyone’s being aware of who exactly it was who raised the rates of the old taxes or imposed the new ones. But the effects on business of this rise in taxation make themselves felt. For business men are soon discouraged by the comparison of their profits with the burden of their taxes, and between their output and their net profits. Consequently production falls off, and with it the yield of taxation. The rulers may, mistakenly, try to remedy this decrease in the yield of taxation by raising the rate of the taxes; hence taxes and imposts reach a level which leaves no profits to business men, owing to high costs of production, heavy burden of taxation, and inadequate net profits. This process of higher tax rates and lower yields (caused by the government’s belief that higher rates result in higher returns) may go on until production begins to decline owing to the despair of business men, and to affect population. The main injury of this process is felt by the state, just as the main benefit of better business conditions is enjoyed by it. From this you must understand that the most important factor making for business prosperity is to lighten as much as possible the burden of taxation on business men, in order to encourage enterprise by giving assurance of greater profits.

Launching “Buy It Now” was a large change that touched every transaction, but the eBay team also innovated across the experience for both sellers and buyers as well. With an initial success, we doubled down on innovation to drive growth. We introduced stores on eBay, which dramatically increased the amount of product offered for sale on the platform. We expanded the menu of optional features that sellers could purchase to better highlight their listings on the site. We improved the post-transaction experience on ebay.com by significantly improving the “checkout” flow, including the eventual seamless integration of PayPal on the eBay site. Each of these innovations supported the growth of the business and helped to keep that gravity at bay. Years later, Jeff became a general partner at Andreessen Horowitz, where he would kick off the firm’s success in startups with network effects, investing in Airbnb, Instacart, Pinterest, and others. I’m lucky to work with him! He recounted in an essay on the a16z blog that his strategy was to grow eBay by adding layers and layers of new revenue—like “adding layers to the cake.” You can see it visually here: Figure 12: eBay’s growth layer cake As the core US business began to look more like a line than a hockey stick, international and payments were layered on top. Together, the aggregate business started to look like a hockey stick, but underneath it was actually many new lines of business.

The Metaphor That Stuck In 1996, the Summer Olympic Games were held in my home city of Atlanta. As I watched athletes from all over the world perform in their respective events, I remember wondering what motivated them to compete at the highest levels. On the surface, it seemed logical to assume that these world-class athletes were driven by all the positive rewards that would go to the champion—fame, admiration, and of course, the gold medal. After training for most of their lives, who wouldn’t want to experience “the thrill of victory”? But as I watched the games unfold, it became obvious that while some athletes were motivated by positive rewards, many others were trying to avoid “the agony of defeat.” Rather than think about all the accolades that would come from success, some athletes were motivated to run even faster, and jump even higher, because they were trying to avoid an undesirable outcome. Carl Lewis, arguably one of the greatest track and field athletes of all time, and nine-time Olympic gold medalist, was an excellent example of this. After his last event in Atlanta, when he won the gold medal on his final attempt in the long jump, the sportscaster asked, “Mr. Lewis, what were you thinking about just before you jumped?” As it turned out, Carl Lewis wasn’t thinking about medals, money, or having his picture on a box of Wheaties. Instead, he said his primary motivation was that his family was in the stadium and he didn’t want to disappoint them by losing his final Olympic event.

Like spacecraft that pick up speed as they rise into the Earth’s stratosphere, growth stocks often seem to defy gravity. Let’s look at the trajectories of three of the hottest growth stocks of the 1990s: General Electric, Home Depot, and Sun Microsystems. (See Figure 7-1.) In every year from 1995 through 1999, each grew bigger and more profitable. Revenues doubled at Sun and more than doubled at Home Depot. According to Value Line, GE’s revenues grew 29%; its earnings rose 65%. At Home Depot and Sun, earnings per share roughly tripled. But something else was happening—and it wouldn’t have surprised Graham one bit. The faster these companies grew, the more expensive their stocks became. And when stocks grow faster than companies, investors always end up sorry. As Figure 7-2 shows: A great company is not a great investment if you pay too much for the stock. The more a stock has gone up, the more it seems likely to keep going up. But that instinctive belief is flatly contradicted by a fundamental law of financial physics: The bigger they get, the slower they grow. A $1-billion company can double its sales fairly easily; but where can a $50-billion company turn to find another $50 billion in business? Growth stocks are worth buying when their prices are reasonable, but when their price/earnings ratios go much above 25 or 30 the odds get ugly: Journalist Carol Loomis found that, from 1960 through 1999, only eight of the largest 150 companies on the Fortune 500 list managed to raise their earnings by an annual average of at least 15% for two decades.

freeze, so she opted for pants with a thick, nubbly sweater that added substance to her frame. As always, her necklace was in place, and she donned a lovely bright cashmere scarf to keep her neck warm. When she stepped back to appraise herself in the mirror, she felt she looked almost as good as she had before chemotherapy started. Collecting her purse, she took a couple more pills—the pain wasn’t as bad as yesterday, but no reason to risk it—and called an Uber. Pulling up to the gallery a few minutes after closing time, she saw Mark through the window, discussing one of her photographs with a couple in their fifties. Mark offered the slightest of waves when Maggie stepped inside and hurried to her office. On her desk was a small stack of mail; she was quickly sorting through it when Mark suddenly tapped on her open door. “Hey, sorry. I thought they’d make a decision before you arrived, but they had a lot of questions.” “And?” “They bought two of your prints.” Amazing, she thought. Early in the life of the gallery, weeks could go by without the sale of even a single print of hers. And while the sales did increase with the growth of her career, the real renown came with her Cancer Videos. Fame did indeed change everything, even if the fame was for a reason she wouldn’t wish upon anyone. Mark walked into the office before suddenly pulling up short. “Wow,” he said. “You look fantastic.” “I’m trying.” “How do you feel?” “I’ve been more tired than usual, so I’ve been sleeping a lot.” “Are you sure you’re still up for this?” She could see the worry in his expression. “It’s Luanne’s gift, so I have to go. And besides, it’ll help me get into the Christmas spirit.

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addition to federal redlining policies, realtors and neighborhood associations used private measures to enforce residential segregation. For much of the twentieth century, “restrictive covenants” provided a legal, race-based mechanism to exclude black people from purchasing homes in white communities. “Private but legally enforceable restrictive covenants . . . forbade the use or sale of a property to anyone but whites.”43 These restrictive covenants, which also dictated details such as what color residents could paint their houses, effectively kept black people out of communities, especially new growth suburbs, for decades. Even after the 1948 Supreme Court ruling in Shelley v. Kraemer forbidding these racial covenants, real estate brokers simply dropped explicitly race-based language but still effectively excluded minorities from buying homes in white areas.

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

There are four common situations where you could build something people want, but still not end up with a viable business. First, you could build something people want, but for which you just can’t figure out a viable business model. The money isn’t adding up. For example, people won’t pay, and selling advertising won’t cover the bills. There is just no real market. Second, you could build something people want, but there are just not enough customers to reach profitability. It’s just too small a market, and there aren’t obvious ways to expand. This occurs often when startups aren’t ambitious enough and pick too narrow a niche. Third, you could build something people want, but reaching them is cost prohibitive. You find yourself in a hard-to-reach market. An example is a relatively inexpensive product that requires a direct sales force to sell it. That combo just doesn’t work. Finally, you could build something people want, but a lot of other companies build it too. In this situation you are in a hypercompetitive market where it is simply too hard to get customers.

a time taken to write a book is not a time wasted, the book may hardly make any sale, but you actually gain some personal growth, it strengthens your mentality.

The vast majority of those arrested are charged with relatively minor crimes. In 2005, for example, four out of five drug arrests were for possession, and only one out of five was for sales. Moreover, most people in state prison for drug offenses have no history of violence or significant selling activity.5 The second myth is that the drug war is principally concerned with dangerous drugs. Quite to the contrary, arrests for marijuana possession—a drug less harmful than tobacco or alcohol—accounted for nearly 80 percent of the growth in drug arrests in the 1990s.6 Despite the fact that most drug arrests are for nonviolent minor offenses, the War on Drugs has ushered in an era of unprecedented punitiveness.

The internet is the fastest-growing channel in the largest economy in the world, and Amazon is capturing the majority of that growth.34 In the all-important holiday season (November and December 2016), Amazon captured 38 percent of online sales.

Although Ball ended up priced far more cheaply than Stryker, the lesson here is not that Ball was a steal and Stryker was a wild pitch. Instead, the intelligent investor should recognize that market panics can create great prices for good companies (like Ball) and good prices for great companies (like Stryker). Ball finished 2002 at $51.19 a share, up 53% from its July low; Stryker ended the year at $67.12, up 47%. Every once in a while, value and growth stocks alike go on sale. Which choice you prefer depends largely on your own personality, but bargains can be had on either side of the plate.

For instance, it was the rising oil prices and population growth in Texas in 2004 that alerted me to investment opportunities in the state. Their commercial real estate market was in a trough, which was indicated by the fact that there were many quality office buildings for sale at discounted prices.

Whether you know or not, you are always under construction as a person and a business builder. You may feel like you are under extreme pressure to perform but you need to always remember that you “are becoming” and you have not arrived. Life and sales are a continual journey, not a destination. The room for improvement and growth is the largest room in the world.

refresh your memory, here are the nineteen channels: Targeting Blogs Publicity Unconventional PR Search Engine Marketing (SEM) Social and Display Ads Offline Ads Search Engine Optimization (SEO) Content Marketing Email Marketing Viral Marketing Engineering as Marketing Business Development (BD) Sales Affiliate Programs Existing Platforms Trade Shows Offline Events Speaking Engagements Community Building

Our third-quarter financial results released on October 21, 2004, showed that sales had grown by 29 percent year over year. Free cash flow had increased by 76 percent. Many corporations would look at such growth figures with envy, but a closer look at our financials at the time revealed a more concerning picture. Throughout 2004, Amazon sales had continued to grow, but the rate of growth decreased from the prior year, across all lines of business. The output metric of sales revenue was not growing as fast as we wanted.

Like any company, we have a corporate culture formed not only by our intentions but also as a result of our history. For Amazon, that history is fairly fresh and, fortunately, it includes several examples of tiny seeds growing into big trees. We have many people at our company who have watched multiple $10 million seeds turn into billion dollar businesses. That first-hand experience and the culture that has grown up around those successes is, in my opinion, a big part of why we can start businesses from scratch. The culture demands that these new businesses be high potential and that they be innovative and differentiated, but it does not demand that they be large on the day that they are born. I remember how excited we were in 1996 as we crossed $10 million in book sales. It wasn’t hard to be excited—we had grown to $10 million from zero. Today, when a new business inside Amazon grows to $10 million, the overall company is growing from $10 billion to $10.01 billion. It would be easy for the senior executives who run our established billion dollar businesses to scoff. But they don’t. They watch the growth rates of the emerging businesses and send emails of congratulations. That’s pretty cool, and we’re proud it’s a part of our culture.

The art of persuasion is a paradox. The more we attempt to persuade people, the more they tend to resist us. But the more we attempt to understand and create value for them, the more they tend to persuade themselves.

No matter whose income statement you’re looking at, there will be three main categories. One is sales, which may be called revenue (it’s the same thing). Sales or revenue is always at the top. When people refer to “top-line growth,” that’s what they mean: sales growth. Costs and expenses are in the middle, and profit is at the bottom

1. Opportunity. What is the best opportunity for a new entrepreneur to build a successful business? Why is now the time to do it? How does the new landscape of e-commerce and social media create an environment of opportunity? And how do you fit into it all? You will discover why now is the perfect time to create your pie, and why there are others who are ready and willing to buy a slice. 2. Mindset. There’s a reason not every wantrepreneur becomes a successful entrepreneur, and psychology is a big piece of the puzzle. I’ll take you through the development of the right mindset to take a business from zero to one million in a year. 3. Getting customers. A million-dollar business doesn’t start with a product; it starts with a person. Your first step in building your business must be identifying your customer, and then answering his or her need. This builds a real brand, not just a revenue stream. If you get this piece right, you will have droves of repeat buyers who will eagerly “overpay” for your products, thank you for it, and tell all of their friends about you. 4. Product. Choosing your first product will be the biggest hurdle you face. It will take research, patience, and determination. Most importantly, it will require listening to what your customer is saying. I’ll take you through the whole process, from ideation to prototyping and refinement, helping you clear this hurdle in no time flat. 5. Funding. Sure, you’ve got a great product, and you know to whom you’re selling—but how do you fund your inventory? Here’s how to bootstrap, borrow, and build your way to a self-sustaining revenue machine, without stressing about money. 6. Stacking the deck. How do you nearly guarantee that your first product is successful, right out of the gate? Once you’ve decided what business you’re in, we will work to ensure that you don’t get stuck holding a product no one wants; this is where you stack the deck so your launch day is set up to blast off. 7. Launch. Your first product is ready to launch. What do you do now? Do you just let it ride? No. Here’s where building relationships and a few strategic marketing tips will take your business from a single product to a world-class brand, as we cover what you need to do to reach the key growth point of twenty-five sales per day.

3. Growth is like interest: It compounds over time. A hustler lives from small win to small win. Tiny wins—buying things at garage sales and selling them on eBay—never compound. You might work really hard and make extra money, but it’s unlikely you’ll become a millionaire. If you follow my plan, results will stack extremely quickly. They might seem insignificant at first, but, after a year, you will have a hard-charging income stream that continues to grow for years to come. One of my favorite books is called The Slight Edge by Jeff Olson. In it, he argues that extraordinary results do not come from big wins—they come from incremental steps forward that compound over time. For instance, you don’t get fat by overeating one time; you get fat when you consistently overeat. The same is true with wealth. You don’t get rich with one big sale. You get rich by doing the right thing long enough for it to compound.

Vision mission: What was the original market or technology insight that led you to create this company? Customers: Who do you envision buying this product or service? Who will use it? Problem statement: What’s the problem you think you can solve for your potential customers? Use cases: What are the specific ways people will use this product or service to solve their problem? Product/solution: Give a detailed explanation of the technology behind the solution—what does it do now, and what else is it capable of doing? Ecosystem: In many cases there are other companies involved in solving the problem or adding additional value. These companies form an ecosystem around the problem and solution. What are all the companies and where in the ecosystem are the control points where one company has leverage? Competition: Who else is trying to solve this problem—or, if no one else sees the problem yet, who might jump in to compete with you to solve the problem once you identify it? Business model: How will your product or service change business for your customers? Will it increase their return on investment or reduce costs in a significant way? Or does it allow them to do something that couldn’t have been done with prior technology, creating huge value? Sales and go-to-market: Enterprise companies should articulate how the product or solution will make its way to the market. Through a sales force? Through distribution partners? Both? For a consumer company, how will users find out about your solution? From app stores? Search? Viral adoption? Growth hacking techniques? Advertising? PR? Organization: How is the company organized? Who are the major influencers on the company? How are decisions made? What kind of culture will work? Funding strategy: What’s the next funding event? A private financing? An IPO? How much runway does the company have before it needs more money and what kind of funding is in place to execute against the category strategy?

This isn’t limited to the Business to Consumer (B2C) space. Three out of every four Business to Business (B2B) buyers would rather self-educate than learn about a product from a sales representative,according to Forrester.

If your child shows an aptitude or a passion for something, encourage her toward it and do whatever it takes to allow her to continue pursuing it. Give her all the resources she needs, but let her decide how to use them.

Leaders rooted in the logic of multiplication believe: 1. Most people in organizations are underutilized. 2. All capability can be leveraged with the right kind of leadership. 3. Therefore, intelligence and capability can be multiplied without requiring a bigger investment. For example, when Apple Inc. needed to achieve rapid growth with flat resources in one division, they didn’t expand their sales force.

Recognize that strategies shift and can change the underlying dynamics of your organization. Effective leaders are constantly reinventing and disrupting their organizations to take advantage of the next growth wave. They realize the dangers of maintaining the status quo when disruptive forces, trends, and customer requirements change.

We might not have marketing budgets, or a massive fan base . . . [but] we can build books for sharing. We can sample at scale. We can give readers a stake in distribution. We can open up exchange between artist and fan, beyond the sales transaction. And we can do this in a way that drives creative profitability. —MATT MASON, CHIEF CONTENT OFFICER, BITTORRENT

As a Life Coach, I am passionate about assisting my clients in setting and reaching goals. What I discovered is that while people were quick to make goals in areas such as business, sales, health, and finances, goal setting in the area of faith/spirituality was rarely considered, yet this area is foundational to all others.

General Electric (GE) shed 100,000 employees over eleven years to bring total employment down to 268,000 in 1992. During that same period, its sales went up from $27 billion to $62 billion, and net income from $1.5 billion to $4.7 billion.9 GE became smaller only in terms of the number of employees who shared the benefits of its growth in profits and market share. It shed its commitment to provide productive and well-remunerated employment for 100,000 people and their families. It retained its technical, financial, and market power.

Convertrr is an all-in-one marketing automation platform that simplifies and enhances business growth. It offers a comprehensive suite of tools for small businesses, including a website and landing page builder, social media management, email marketing, text message marketing, SEO, and paid advertising management. Convertrr aims to streamline sales and marketing efforts, allowing businesses to quickly capture leads, communicate effectively, and convert prospects into sales.

Those that use only fundamental variables refer only to a company's business performance, not the relationship between that performance and its share price. Studies have sorted stocks using returns on equity or on total capital invested, growth in earnings per share, growth in assets—as opposed to sales growth—and various measures of profit margins. Companies with high marks on these variables are successful firms whose shares are inherently attractive to investors. However, consistent with the studies we discussed above, it is often the firms that ranked lowest on these measures—low returns on capital or narrow profit margins—that have tended to generate the highest future market returns.

The entrepreneurs who stuck with Silicon Valley learned four big lessons from the dot-com crash that still guide business thinking today: 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.

In a static, low growth company, increasing sales productivity is viewed as a positive development.

I’ve gone to visit her several times now and I can really see the growth and the change and the lightbulb really starting to turn on. And it’s really an incredible thing to watch. To see someone really getting to know who they are is a beautiful, beautiful thing.

in a product-led business, your revenue and customer acquisition model are married together. (It’s an arranged marriage, but a marriage nonetheless.) In a sales-led business, the revenue and customer acquisition models are separated.

Growth Engines visualize the process by which new customers are acquired and sold. Fulfillment Engines visualize the process by which those customers receive the promised value after the sale is made, and... Innovation Engines visualize the process by which product and service offerings are created, updated, and improved.

In between the two extremes, there’s a sweet spot for commodities demand. After per capita income rises above $4,000, countries typically industrialise and urbanise, creating a strong, and sometimes disproportionate, relationship between further economic growth and extra commodity demand. China hit the commodity sweet spot around the time that Davis wrote his Xstrata memo: its GDP per capita reached $3,959 in 2001.6 Davis’s analysis wasn’t based on detailed economic modelling, but he knew from his travels there that something big was happening in China that could supercharge the commodity markets

The data we’d collected over the years through many tests just reinforced this. Shipping promotions drove significantly higher growth than any other type of promotion. The perceived value of free shipping was higher than straight discounting of product prices. Put another way, if the average discount of a free shipping promotion was 10 percent, we’d see significantly more demand lift (called elasticity) by offering free shipping than by discounting product prices by 10 percent. It wasn’t even close. Free shipping drove sales. We just had to figure out a sustainable way to offer free shipping.

This is now my go-to strategy for member retention and acquisition. Create an on-boarding product that delivers a member transformation. Then market that new member on-boarding system as a bonus that increases sales conversions on the front end.

We have increased our population to the level of 7 billion and beyond. We are well on our way toward 9 billion before our growth trend is likely to flatten. We live at high densities in many cities. We have penetrated, and we continue to penetrate, the last great forests and other wild ecosystems of the planet, disrupting the physical structures and the ecological communities of such places. We cut our way through the Congo. We cut our way through the Amazon. We cut our way through Borneo. We cut our way through Madagascar. We cut our way through New Guinea and northeastern Australia. We shake the trees, figuratively and literally, and things fall out. We kill and butcher and eat many of the wild animals found there. We settle in those places, creating villages, work camps, towns, extractive industries, new cities. We bring in our domesticated animals, replacing the wild herbivores with livestock. We multiply our livestock as we've multiplied ourselves, operating huge factory-scale operations involving thousands of cattle, pigs, chickens, ducks, sheep, and goats, not to mention hundreds of bamboo rats and palm civets, all confined en masse within pens and corrals, under conditions that allow those domestics and semidomestics to acquire infectious pathogens from external sources (such as bats roosting over the pig pens), to share those infections with one another, and to provide abundant opportunities for the pathogens to evolve new forms, some of which are capable of infecting a human as well as a cow or a duck. We treat many of those stock animals with prophylactic doses of antibiotics and other drugs, intended not to cure them but to foster their weight gain and maintain their health just sufficiently for profitable sale and slaughter, and in doing that we encourage the evolution of resistant bacteria. We export and import livestock across great distances and at high speeds. We export and import other live animals, especially primates, for medical research. We export and import wild animals as exotic pets. We export and import animal skins, contraband bushmeat, and plants, some of which carry secret microbial passengers. We travel, moving between cities and continents even more quickly than our transported livestock. We stay in hotels where strangers sneeze and vomit. We eat in restaurants where the cook may have butchered a porcupine before working on our scallops. We visit monkey temples in Asia, live markets in India, picturesque villages in South America, dusty archeological sites in New Mexico, dairy towns in the Netherlands, bat caves in East Africa, racetracks in Australia – breathing the air, feeding the animals, touching things, shaking hands with the friendly locals – and then we jump on our planes and fly home. We get bitten by mosquitoes and ticks. We alter the global climate with our carbon emissions, which may in turn alter the latitudinal ranges within which those mosquitoes and ticks live. We provide an irresistible opportunity for enterprising microbes by the ubiquity and abundance of our human bodies. Everything I’ve just mentioned is encompassed within this rubric: the ecology and evolutionary biology of zoonotic diseases. Ecological circumstance provides opportunity for spillover. Evolution seizes opportunity, explores possibilities, and helps convert spillovers to pandemics.

In many organizations, your ability to grow in your career will hit a ceiling unless you start managing people. All C-level executives lead teams. If your ambitions are to be a CEO or VP someday, you’re going to need to move on to the management track. There are also jobs where, beyond a certain skill level, the only path for growth is learning how to manage and coordinate the work of more and more people—for example, in customer support or retail sales

What are you trying to buy? Asset type? Size? Price? To determine the answer to the first question, do the following: Start with your own net worth. Add in friends and family. The total team net worth is your starting point. Choose a market. Consider travel time and expense. You must be able to be in your market to look at deals at least once a month. Determine the viability of your market. Job growth? Population growth? Get deal flow from the market. Real estate agents Find all commercial realty companies in the city. Get on all their mailing lists. Analyze deals online from realtors in the area. Call the realtors about their listings. Direct to owners Get lists of owners. Create a system to reach owners directly. Mail Text Cold calling Analyze deals. Income approach Income – Expenses = Net operating income Net operating income – Debt service = Cash flow Check with lenders for current terms on debt. What is the CoC return? Cap rate? Debt ratio? Comparable data Check the analyzed cap rate against cap rates in the area for similar properties. Check comparable sale prices. Comps should be close in size and age to the subject property. Comps should have similar amenities. Comps should be within a few miles of the subject property. Exit Hold and operate. Refinance. Sell or flip. Consider upcoming market conditions. Debt Check with lenders or a mortgage broker to determine the availability of loans for this type of property. What are the terms and conditions? Is this the information you used to analyze the deal originally? Make the offer. Use an LOI to submit the offer in writing. The LOI will summarize the main deal points. If your offer is less than 15 percent of the asking price, speak with the realtor before you submit the offer. Once the offer is accepted, send the LOI to your attorney and have them draft the purchase agreement. Draft the purchase and sale agreement. Now that you have a fully executed contract, the clock starts. Earnest money goes into escrow. Do your due diligence. Financial inspection Physical inspection Lease audit Begin your loan application. The lender will complete three inspections. Appraisal Environmental inspection Physical engineer inspection of the buildings Do your closing. The lender will wire the loan proceeds to the closing escrow. Wire your down payment funds to the closing escrow. You own a new property! Engage property management for takeover of operations.

Ideal methods of sales prospecting generates business growth.

great company is not a great investment if you pay too much for the stock. The more a stock has gone up, the more it seems likely to keep going up. But that instinctive belief is flatly contradicted by a fundamental law of financial physics: The bigger they get, the slower they grow. A $1-billion company can double its sales fairly easily; but where can a $50-billion company turn to find another $50 billion in business? Growth stocks are worth buying when their prices are reasonable, but when their price/earnings ratios go much above 25 or 30 the odds get ugly:

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The next billion-dollar startup will only have three employees.” The culture of that startup would be “AI first,” and it would use autonomous AI agents to get work done. All marketing and sales would be automated via AI bots, and the three employees would be: The CEO, who would handle vision and purpose and lead public-facing marketing. She would also code and be involved in engineering. The Product Lead, who would interface with customers and team to manage the product roadmap and drive development The Operations Lead, who would be responsible for the outcome of the AI bots and handle finance and legal and smooth operations. We

Step 1: Intro “Is this Nancy Kowalczik? Koh - wal - chik.” “Yes” “Hey, It’s Justin Michael from Acme Corp.” Step 2: Route “Just curious... Who’s in charge of your CX strategy?” “Why, what’s this about?” “I have some CX tech but don’t want to waste your time... just curious who heads up CX, does that roll up to you?” Step 3: Ruin (Peel the Onion) “Yes” “How do you do that now? Do you handle it internally or work with a 3rd party?

Those who don’t take marketing seriously, won’t be taken seriously by the market.

Let’s say that Michelle crafted this email instead: Hi Mr. Martinez, I live in your area and have several friends who go to your barbershop frequently. It is great to see the progress you are making with the business, and I know that recently you have started to expand even more with several new locations. The reason for my email is that I wanted to see if I could help you with this growth. It seems there is a lot of potential with your current website and online systems to make your life easier by reducing the work involved with handling new customers’ questions and bookings. I also think, depending on your goals, that we can look at how the website could help the future growth of the business. There are several things I have spotted that I could do to help free up your time, while improving sales. I would love to send you some more info on this, or if possible, have a quick call tomorrow at a time that is good for you. Would you be free to talk for 15 minutes in the morning or afternoon? Thanks, Michelle 999-1111-000

Daniel Roth of North Coast Container has established himself as an executive leader. Through his rich resume and vast experience, he inspires growth in large organizations, focusing on predictive data analytics, manufacturing, project management, and business development. Mr. Roth is the Senior Vice President of Sales and General Manager for Stavig Industries LLC. He holds his MBA from Portland State University and applies his business and leadership acumen to embracing opportunities for himself and his clients.

With growth, the daily pace of my life intensified as well. On any given day, I might have up to a dozen meetings, dealing with an extremely wide range of subjects. Sometimes, I’d have very little time to mentally prepare and would have to quickly shift gears between discussion of the company’s strategic vision, the following month’s sales promotion, a new blend of coffee, profit margins, an employee’s personal worries, a major investment opportunity, a policy change, and a board member’s objection. Sometimes my brain would almost literally ache.

The Importance of Bookkeeping Services for Businesses Effective bookkeeping is the foundation of any successful business. It involves the systematic recording, organizing, and managing of a company’s financial transactions. Whether you're a small business owner or running a large corporation, bookkeeping services help ensure that your financial records are accurate, up-to-date, and compliant with regulations. By outsourcing bookkeeping tasks to professionals, businesses can focus on growth and core operations without worrying about financial details. What Is Bookkeeping? Bookkeeping is the process of maintaining accurate records of all financial transactions, including sales, purchases, receipts, and payments. It involves organizing these records into categories like income, expenses, assets, and liabilities. The information generated through bookkeeping is essential for creating financial statements, tax filings, and understanding the overall financial health of the business. However, managing these tasks manually can be time-consuming and prone to errors, which is why many businesses opt for professional bookkeeping services. Benefits of Professional Bookkeeping Services One of the key benefits of hiring professional bookkeeping services is the accuracy they bring to financial management. Experienced bookkeepers are well-versed in the latest accounting software and financial regulations, ensuring that all records are kept accurately and consistently. Additionally, outsourcing this task allows business owners to save time and focus on other aspects of their business. As a result, they can make better financial decisions based on reliable data. Improved Financial Reporting Accurate bookkeeping leads to better financial reporting, which is critical for making informed business decisions. By keeping detailed and organized records, bookkeepers provide valuable insights into cash flow, profitability, and expenses. This allows businesses to plan their budgets more effectively, track financial performance, and identify areas for cost-saving or investment. Tax Compliance and Preparation Another important advantage of bookkeeping services is the ability to stay compliant with tax regulations. Bookkeepers ensure that all financial records are properly maintained and ready for tax season. With accurate and up-to-date records, businesses can avoid penalties and reduce the risk of audits, making tax preparation much smoother. In conclusion, professional bookkeeping services offer businesses the support they need to manage their financial records accurately and efficiently. By ensuring proper financial reporting and tax compliance, these services contribute to long-term financial stability and growth.

The truth is, we have no idea when our big break will come. However, maximizing your systems—distribution, PR, sales, a killer X factor, and positioning for Geoffrey Moore’s tornado—will allow you to maximize the impact when that big break does eventually hit. Not to mention that you can further maximize your luck through knowing how to hack your growth.

When we started Nalanda in 2007, there was a lot of buzz around a company called Eicher Motors led by a young, dynamic guy called Siddhartha Lal. Lal had inherited a hodgepodge of poor-quality businesses from his father in 2004. They manufactured motorcycles, footwear, garments, tractors, trucks, auto components, and a few other products, and none was an industry leader. In a remarkably bold strategic move, Lal decided to divest thirteen of the fifteen businesses to focus on just two products: trucks and motorcycles.30 Almost every analyst was gung ho about the future of Eicher; they were all taken in by its dynamic leader who was aggressively culling businesses, something that Indian firms rarely did. However, in 2007, this was a turnaround story with no empirical evidence of success. The company’s biggest hit, the Enfield Classic motorcycle, was launched only in 2010. We decided not to invest in the business. By the 2010s, the company’s motorcycles had taken on cult status in the Indian consumer’s mind. Sales exploded from just 52,000 units in 2009 to 822,000 units in 2019: a sixteen-fold growth. If you had listened to what we had to say about the business, you would not have invested. Your opportunity loss? Seventy times your money from 2007 until 2021. Tesla and Eicher Motors are the kinds of type II error we will inevitably commit because we reject highly indebted businesses, rapidly evolving industry landscapes, and turnarounds.

Maryland-born Amalia Marie Utz is an empathetic individual with expertise in sales growth, organizational management, and communication. As a single mother, she balances her personal and professional life, excelling in herbal weight loss product sales. She will soon graduate as an esthetician, specializing in microneedling and advanced skincare, with plans to start her own business.