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

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

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.

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.

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?

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.

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.

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.

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

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

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

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

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

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.

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.

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.

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.

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.

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.

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.

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

Building a business is a creative act. Few of us realize when we start out that we are creating not only a company but a culture. That’s because it’s usually not planned. It just happens. While everyone is focused on something else, making sales, providing service, sending out invoices, a little community springs up. It has its own unspoken customs, traditions, modes of dress and speech, and rules of behavior. By the time you become aware of it, the culture is often well established and it will probably be a reflection of your personality.

People with SKILLS work for people with IDEAS. Be an idea person.

Belly went against the trend of flash sales to create a more sustainable business model for their small business customer. They developed an affordable subscription-based product that helped these merchants cultivate longer, more meaningful, and more profitable relationships with existing customers—turning them into loyal shoppers who produce a sustainable and more valuable customer base.

Proving that styluses never go out of fashion, sales of vinyl record albums rocketed to 9.2m in America last year, the most since 1993. Although that represented only around 4% of total albums sold, the growth of vinyl is in sharp contrast to the decline in music downloaded through various online stores, as more people switch to music-streaming services. Vinyl has increased in popularity partly as a collector’s item. Fans can keep their LPs in mint condition by listening to the music on free downloads that come with the album package.

Think about what you sell in terms of how it eases or prevents pain for your client.

Active prospecting let's people know that they matter; that you've sought them out.

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.

Financial markets strive to be forward-looking, but not when it comes to underfollowed small cap stocks in obscure industries. Such stocks remain under the radar of most investors until they report huge acceleration in earnings growth. When a company that used to grow at 5 to 10% suddenly reports a 300% increase in earnings and a 100% increase in sales, it will grab the attention of many investors.

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. These lessons have become dogma in the startup world; those who would ignore them are presumed to invite the justified doom visited upon technology in the great crash of 2000. And yet the opposite principles are probably more correct: 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.

Before he became the most brilliant and famous man in the ad business, David Ogilvy sold ovens door-to-door. Because of that, he never forgot that advertising is just a slightly more scalable form of creating demand than door-to-door sales.

you must remove the walls between your sales and marketing organization and product development. You must move quickly to an integrated growth organization and foster a culture that prioritizes growth across the company.

Value-Added message: Have an existing book of business (Able to deliver immediate sales and growth opportunities)

The movie marketing paradigm says throw an expensive premiere and hope that translates into ticket sales come opening weekend. A growth hacker says, “Hey, it’s the twenty-first century, and we can be a lot more technical about how we acquire and capture new customers.” The start-up world is full of companies taking clever hacks to drive their first set of customers into their sales funnel. The necessity of that jolt—needing to get it any way they can—has made start-ups very creative.

If you’re an entrepreneur or business executive the charge is equally clear: you must remove the walls between your sales and marketing organization and product development. You must move quickly to an integrated growth organization and foster a culture that prioritizes growth across the company.

The most successful businesses have leaders that see the correlation between customer service and sales… not as separate departments, but as complimentary components for growth.

The slow pace of our perfection has to be borne with patience, provided that on our part we always do whatever we can to continue advancing.

its focus needs to be on improving customer retention. This goes against the standard intuition in that if a company lacks growth, it should invest more in sales and marketing.

Are we expanding our sales force appropriately to match needed sales growth and market penetration?   2. Are our reps properly trained, and what is the lag time between training and an effective rep?   3. Is our compensation package and awards program sufficient to attract and retain high performers?   4. Is our field sales forecasting system functioning properly to anticipate negative trends?   5. Can we continue to leverage the sales expense line without damaging sales?   6. Is our expense budget tracking system effective?   7. Are we accurately monitoring sales force morale?   8. Is our pay schedule competitive?

In high-productivity sales organizations, salespeople do not cause customer acquisition growth, they fulfill it.

Business was booming for Tiffany & Co. in the late 1990s, thanks to the introduction of a new affordable silver jewellery line. The $110 silver charm bracelet inscribed with the Tiffany name was coveted by teenage girls, causing sales of the new silver product line to skyrocket 67% between 1997 and 2002. By 2003, company earnings had doubled and the silver jewellery line accounted for a third of Tiffany’s U.S. sales. And yet the queues of excited girls didn’t fill the store managers with joy. Sure, sales were up and stores were busy, but the people close to the brand, who understood its heritage, began to worry that this lower price point would forever change how the brand was perceived by its high-end customers. “We didn’t want the brand to be defined by any single product.” —Michael Kowalski, CEO, Tiffany & Co. Despite some unease from investors, Tiffany raised prices on their most popular silver products by 30% over the next three years and managed to halt the growth of their highly profitable silver line. And so the company sacrificed short-term gain and profits for the long-term good of the brand by telling the story they wanted customers to believe—that Tiffany’s represents something special. A client recently told me about her friend’s excited engagement announcement on Facebook. All she did was post a photo of the Tiffany blue box—not a picture of the ring in sight. The box alone was enough to say everything she wanted to say. QUESTIONS FOR YOU How are you least like the competition?

Good feelings, when they depart, recommend to us the pursuit of virtue in their absence; indeed it is for our growth in virtue that they are given to us. The bad ones suggest that when they depart, virtue does too, and they leave us dispirited. In brief, good feelings do not call for love, but only for us to love the One who sends them, while the bad ones want us to love them above all things. Good feelings impel us to seek virtue; bad ones to seek feelings themselves.

The reason marketing is more impactful than selling is because sales is, by definition, one-on-one.

Successful selling begins with listening. Your job when you are in front of the prospect is to ask questions and then listen to the answers. Take copious notes about what they tell you; what they say and what they don't say.

A Sales Professional To significantly increase sales, expand market share, and provide unparalleled levels of customer service to contribute to organizational growth and profit objectives

Guideline #5: Select your vocabulary with meticulous care. Did you increase sales or orchestrate explosive growth in revenues? Did you provide good levels of customer service or unparalleled levels of quality customer service? As a receptionist, did you merely greet people, or were you the manager of first impressions? Are you a good problem solver, or can you resolve complex technical issues professionally and expeditiously? Words are power, and keywords and phrases are powerful agents for eliciting the right emotions to enthusiastically engage prospective employers to want to read your document. Well-chosen words can be the difference between an interview and a missed opportunity, so select your words and messages with painstaking precision.

A Sales Professional To significantly increase sales, expand market share, and provide unparalleled levels of customer service to contribute to organizational growth and profit objectives Perform in-depth market analysis and create growth plans Lead generation, networking, and relationship building Demonstrate high-impact presentation and closing skills Assess client needs, and effectively overcome objections to sale Establish new territories and turn around underperforming ones Initiate new product/service launch Identify and capitalize on new and existing business opportunities Provide groundbreaking levels of customer service

The goal is to reverse the first law of entrepreneurial gravity and develop a viable business model in which the faster you grow, the more cash you generate — through larger deposits, faster collections, shorter sales and delivery cycles, etc. Then you’ve built a company that can self-fund its own growth.

Asset-light industries are attractive since they require less capital to be deployed in order to generate sales growth. The finest examples are franchise operations, such as Domino’s Pizza, where growth is funded by franchisees rather than by the company. Other

Although in 2005 compact discs still represented over 98 percent of the market for legal album sales, Morris had no loyalty to the format. In May of that year, Vivendi Universal announced it was spinning off its CD manufacturing and distribution business into a calcified corporate shell called the Entertainment Distribution Company. Included in EDC’s assets were several massive warehouses and two large-scale compact disc manufacturing plants: one in Hanover, Germany, and one in Kings Mountain, North Carolina. Universal would still manufacture all its CDs at the plants, but now this would be an arms-length transaction that allowed them to watch the superannuation of optical media from a comfortable distance. It was one of the oldest moves in the corporate finance playbook: divest yourself of underperforming assets while holding on to the good stuff. EDC was a classic “stub company,” a dogshit collection of low-growth, capital-intensive factory equipment that was rapidly going obsolete. In other words, EDC was a drag on A that added little to B. Let the investment bankers figure out who wanted it—Universal had gone digital, and the death rattle of the compact disc had grown loud enough for even Doug Morris to hear. The CD was the past; the iPod was the future. People loved these stupid things. You could hardly go outside without getting run over by some dumb jogger rocking white headphones and a clip-on Shuffle. Apple stores were generating more sales per square foot than any business in the history of retail. The wrapped-up box with a sleek wafer-sized Nano inside was the most popular gift in the history of Christmas. Apple had created the most ubiquitous gadget in the history of stuff.

Gross margins, which represent sales minus the cost of goods sold, are probably the best measure of long-term unit economics. The higher the gross margin, the more valuable each dollar of sales is to the company because it means that for each dollar of sales, the company has more cash available to fund growth and expansion.

Page 10-11: Because of America's vigorous growth, and because the dollar plays a special role in the international economy, foreigners have been willing to finance the nation's imports and consumption. The bad news is that America's trade and investment deficits with the rest of the world (i.e., the amounts by which it is spending more than it is producing and borrowing more than it is lending) are growing so fast that they threaten to place the United States in the position of Thailand in 1997. That is to say, America's debts to the rest of the world may soon become large enough that its creditors could start wondering about the nation's ability to repay. Should foreigners lose faith in America's creditworthiness, they may start dumping dollars the way they dumped Thai baht. In that case, the American consumer would face significant belt-tightening to enable to country to start paying the debt down. Alternatively, the Federal Reserve could raise interest rates very high. This step would aim at persuading foreigners to keep up their lending by offering them higher rates of return on their loans, but it would also slow down the domestic economy by making the cost of money much more expensive for businesses and consumers. It would also add greatly to the total debt that would have to be repaid. ... A significant U.S. slowdown, therefore, would most likely leave the Japanese and Europeans (plus the Chinese and the rest of Asia and Latin America) with ever greater stockpiles of goods that no one could or would buy. These products would either languish on the shelf, or global price wars would break out, with each country trying to undercut the other in a frantic attempt to trim losses. Nations would either offer their goods for sale for much less than their production costs, or they would devalue their currencies, making them cheaper relative to other currencies. Thus their goods would automatically sell for less in foreign markets, and foreign goods would automatically become more expensive in their market.

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.

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.

I asked our business leaders in the depths of the recession to begin working with their suppliers to prepare for the recovery. This seemed impossible to leaders at the time, since many economists and some of my staff were predicting that we’d see an L-shaped recovery—one that was essentially nonexistent. Our sales, according to this view, would never rebound to their prerecession levels. I insisted that recovery would come, just as it always had in the past. And when it did, our short-cycle businesses had to make sure they were first in line for supplies. Our leaders began these conversations, working with suppliers up front to lock in first priority over our competitors when the recovery came. This represented independent thinking on our part—our competitors weren’t doing this. We also took the opportunity to negotiate better payment terms, price reductions, and long-term deals, which were all easier to obtain during a recession. As a result of this effort, we got a big lift as the economy improved, outpacing our competitors in our sales growth, to the delight of our investors.

In addition to improving R&D and engineering processes, we pushed hard for our business leaders to treat R&D more strategically. Our individual business units used to decide how much to spend on R&D based on previous budgets and what they thought their proper “share” of available money was, regardless of the impact on current and future projects. We centralized R&D budgeting at the business level, analyzing potential projects and channeling more funds to those we thought would yield the biggest business impact. In our Aerospace business, we also began choosing new projects in ways that would balance long- and short-term growth. Most new product development had entailed what we called “long-cycle” projects. We’d invest in designing a revolutionary new cockpit design, but it might be six to eight years before the project was finished and sales started coming in. Beginning around 2005, we balanced these kinds of projects with new, “short-cycle” ones—products that customers might purchase within months, not years (incremental enhancements to existing aircraft, for instance, rather than entirely new platforms for new aircrafts). Then we started adding the salespeople to support it, giving it an even bigger boost in 2010. Together, the combination of short- and long-cycle projects would allow us to realize steadier, more predictable growth. Over the years, our shorter-cycle products have grown, and today they are a highly profitable, $1 billion business.

Strong in services rendered, the now wealthy heirs of Power’s lawyer-servants claimed henceforward to control its actions, and assuredly there was no other body of men in the country better qualified to hold Power in check. If officers were bought the control over the sales exercised by this body hedged in the appointment of a new magistrate with guarantees which ensured that no senate was ever recruited better. If the members of the Parliament were not elected by the public, they deserved on that account more of the public confidence, as being less it's flatterers by design than its champions by principle. Taken as a whole, they formed a weightier and more capable body of men than those of the British Parliament. Was it right, then, for the monarchy to accept and sanction this counter-Power? Or did its dignity demand that it react against the pretension of Parliament? That was a policy of one party, which called itself Richelieu’s heir and it was in fact, led by d’Aiguillon, a great-nephew of the great Cardinal. But if the need was to smash now this aristocracy of the robe and extend that the royal authority even further, it had to be done as in former days to the plaudits of the common people and by employing a new set of plebeians against the present wearers of periwigs. Mirabeau saw as much, but that d’Aiguillon’s faction were blind to it. That faction consisted of nobles who had been more or less plucked by the monarchial Power and were now getting new feathers by installing themselves into wealth-giving apparatus of state which had been built by the plebeian clerks. Finding that offices were now of greater value than manors. They fell to on the offices. Finding that the bulk of the feudal dues had been diverted into the coffers of the state, they put their hands in them. And, occupying every place and obstructing every avenue leading to Power, they succeeded in weakening it both by their incapacity and by their feeble efforts to prevent it from attracting, as formerly, to its banners and the aspirations of the common people. In this way the men who should have served the state, finding themselves discarded, turned Jacobin. In the cold shades of a parliamentary opposition, which, if it had been accepted, would have transformed the absolute monarchy into a limited one, a plebeian elite champed at the bit; had it been admitted to office, it would have extended even further the centralizing power of the throne. So much was it part of its nature to serve the royal authority that it was to ensure its continuance even when there was no king.

Quoting page 99-101: The opening of unregulated foreign trade causes a general shift of production and jobs to the low-wage nations. They experience a rapid rise in production of advanced goods and in the availability of skill-developing and high-paid jobs, rapidly build new factories, and experience a rapid upgrading in their jobs, economic capabilities, and income. The other side of these benefits to the low-income nations is the corresponding damage to the high-income nations, that are losing the industries and jobs that these nations are gaining. The high-income nations experience an excess of imports over exports, a decline in production of advanced goods and in the availability of skill-developing and high-paid jobs, suffer a decline and obsolescence in their industrial plant, and a downgrading in their available jobs, economic capabilities, and income. This pattern of trade is anomalous not only because it calls on the high-income nations to acquiesce in their own economic decline, but because it points toward a world-wide failure or collapse. The low-income nations are betting their futures on continued increases in sales of advanced goods in the markets of the high-income nations--but these markets are being undermined by the economic decline of the high-income nations. If the low-income nations have a very large population, and especially if any of the nations in the unregulated-trade group have rapid rates of population-growth, the end result of the process will be that there will be no high-income nations anywhere and no substantial market for advanced goods. In the end, all nations are dragged down. The rise in the low-income nations cannot be extrapolated into the future, for it destroys the conditions by which it is temporarily supported. ... The final effects on the standard of living of the high-income nation of unregulated foreign trade are similar to the effects of its permitting unlimited immigration. The shifting of the jobs to the low-wage nation has the same effects as the shifting of excessive numbers of workers to the high-wage nation.

What Customer Success Isn't Customer Success is not free help. It isn't glorified customer support. And, like sales, it should be a revenue driver, not a cost center. As with sales, you should make money, or avoid losing it, by investing in this role.

of business. It is one reason why so many small companies fail in their first year. They simply run out of cash. CASH WITHOUT PROFIT But now let’s look at another sort of profit/cash disparity. Fine Apparel is another start-up. It sells expensive men’s clothing, and it’s located in a part of town frequented by businessmen and well-to-do tourists. Its sales for the first three months are $50,000, $75,000, and $95,000—again, a healthy growth trend. Its cost of goods sold is 70 percent of sales, and its monthly operating expenses are $30,000 (high rent!). For the sake of comparison, we’ll say it too begins the period with $10,000 in the bank. So Fine Apparel’s income statement for these months looks like this: It hasn’t yet turned the corner on profitability, though it is losing less

Always Positive Is Not the Most Productive Salespeople have tried numerous ways to address the fact that prospects are motivated differently. One of the most prevalent sales tricks is to try to motivate prospects with “happy gas.” For decades, sellers have been told that attitude is everything, and the more enthusiastic you are, the more excited your prospects will become. You know the drill—flash a big smile and bubble over with energy in an attempt to get prospects excited about your product. Gag me! Especially in this new era of customer skepticism, this fluffy cloud approach to selling is just a facade that causes many salespeople to miss out on some otherwise lucrative opportunities. Even salespeople who are not filled with happy gas still tend to emphasize the positive, pointing out all the wonderful benefits of their product or service, in an attempt to get prospects and customers excited. But as you are about to find out, always positive is not always the most productive approach in Question Based Selling. True professionals are not “always positive.” Instead, they radiate intangible qualities like competence, capability, and expertise by being serious and self-assured. This is very different from the eager salesperson who attempts to communicate value by having a permanent smile plastered on his or her face. Secret #22 Competence, credibility, expertise, and value will outsell over-eagerness every time. I’m not saying that you shouldn’t be proud of your product or excited about a new opportunity. I’m merely suggesting that being super-positive and highly enthusiastic is not the best way to motivate all prospects. And as you’ll see throughout Question Based Selling, being super-positive is not even the best way to motivate most prospects.

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.

So as a salesperson, you put yourself in a stronger position by positioning the value of your product or service in terms of the positive benefits it provides as well as the problems it solves or prevents.

The tendency to focus on the positive comes long before the customer actually makes a purchase decision. Early in the sales process, for example, when sellers are trying to get to higher levels within the account, a salesperson might say, “Mr. Customer, I would like to get a few minutes with your CFO to show him how cost-effective our products are relative to increasing productivity and maximizing the return on your investment.” Sounds like a mini elevator pitch, doesn’t it? Here’s the reverse. “Mr. Customer, would it make sense to spend a few minutes and bring your CFO up to speed, so he doesn’t have a knee-jerk reaction and torpedo the idea?” In preparation for QBS training events, I always ask for a conference call to customize the material for the intended audience. But I don’t ask for a manager’s time so I can “understand their business and deliver better training.” Although these are positive benefits, they don’t necessarily create a sense of urgency. Therefore, I am more inclined to ask a vice president of sales for time on their calendar, “so we don’t completely miss the boat at the upcoming training event.” Both of these questions refer to benefits that would come from strategizing in advance. But how you ask does make a difference.

Without needs, there are no solutions; and without solutions, it’s virtually impossible to establish value.

Latent Needs The larger and more significant portion of the market is comprised of prospects who do have needs for your product or service, but haven’t yet recognized those needs. In QBS, we say that these prospects have latent needs. Latent needs are needs that do exist but haven’t yet surfaced as problems or desires. Prospects with latent needs fail to recognize that they are no longer satisfied with the status quo. As an example, suppose you and I were standing beside your car when suddenly we noticed that one of your tires was worn down to the cords. Instantly, you would have a need for new tires. The question is, did you have a need for new tires yesterday? Sure you did. The tread on your tire didn’t wear itself down overnight. But until you actually recognized the existence of a problem, your need for new tires was latent. It existed, although you were not aware of it at the time. This is essentially what happened when Brent called me. I absolutely had a need for septic tank improvement products, but my need was a latent need. Salespeople encounter prospects with latent needs all the time—especially prospects who say things like: “I don’t need life insurance because I’m not planning to die any time soon.” Or, “We don’t have time to evaluate new technology, because we’re too busy putting out fires.” Here’s my personal favorite: “We can’t afford sales training right now, because sales have been slow.

Turning a prospect’s complacency into an active desire is the real game in professional selling. This is what allows sellers to go after the broader market opportunity—those prospects who have needs but haven’t yet recognized the opportunity to improve their existing condition. It’s what separates top sales performers from the rest of the masses. While it is natural for prospects to find comfort in the status quo, sellers have to realize that potential buyers can’t take advantage of opportunities they don’t know about. This boils the sales function down into a process of mutual discovery, where sellers work together with prospective buyers to uncover problems and opportunities that otherwise wouldn’t have been identified. Have you ever heard a prospect say, “I wish I had known about your production sooner”? Just like you and me, they can only act on the information they have at the time.

The actual cost of an ad is more than the money we pay for running that ad. There are a lot of hidden costs involved, and only by being aware of those we can make a better decision.

Revenue Operations comprises two components. First, the management system – our EQ – aligns the people in your revenue teams. Second, the operating system – our IQ – combines technology, processes, and data assets to generate more sustainable and scalable growth. Revenue Operations weaves these two together to grow revenues, profits, and firm value.

Quantum Marketers need to have a good understanding of data, digital technologies, communications and public relations, sales, business dynamics, company financials, growth drivers, and so on.

We analyzed the ten tech companies worth over a billion dollars that went public in 2014 and 2015, and the average company spent a jaw-dropping $0.72 on sales and marketing for every $1.00 of sales during the three-year hypergrowth period before going public. As a matter of fact, one of the companies, Box, spent $1.59 for every $1.00 in sales! You’re probably wondering, how does a company like Box justify spending more money on sales and marketing than they generate in sales? The answer is “customer lifetime value.” Once Box mathematically proved that they could acquire a customer for less than the lifetime value (LTV) of that customer, they raised a war chest of investment capital and didn’t care if they spent more on sales and marketing than they generated in annual sales, because they knew that they would generate a big return in the long run. You probably don’t have access to a massive war chest of investment capital, but that doesn’t mean you are unable to invest more resources on growth. Instead of benchmarking your growth investment against customer lifetime value, benchmark against your bottom-line profits. Here is a list of financial scenarios and corresponding actions: If you desire growth and have a profitable business, operate at a break-even point and reinvest the profit, or a portion of the profit, back into growth. If you are running a break-even or unprofitable business, spend some time going through your expenditures looking for redundancies or unnecessary expenses. If you cannot find any opportunities to save money, prepare yourself to take a temporary pay cut (you can time this around your tax refund or right after your busy period if your business has seasonality). If you are unable to take a temporary pay cut, prepare yourself to work some extra hours (start by batching activities so you can spend a day per week working from home, and use the time you save when not having a work commute to invest in growth). If you are unable to take a temporary pay cut AND unable to work any extra hours, then read the paragraph below.

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

P&G switched from market TSR to operating TSR. Operating TSR is an amalgamated measure of three real operating performance measures—sales growth, profit margin improvement, and increase in capital efficiency. This measure more accurately captures P&G’s true performance across the most critical operational metrics and, moreover, measures things that business-unit presidents and general managers can actually influence, unlike the market-based TSR number. The operating TSR measure integrates revenue growth, margin growth, and cash productivity and it does so regardless of the type of assets being managed—whether you have hard assets like tissue/towel paper converting machines or inventory like cosmetics and fragrance products. In other words, the measure could be equitably and usefully applied to all of P&G’s diverse businesses. And it isn’t utterly unconnected to stock performance—there is a high correlation over the medium and long term between operating TSR and market TSR. But unlike the stock price, the operating TSR measures are ones over which P&G managers have real influence in the short and medium term.

Sales will help customers capture the maximum amount of value from an advanced technology in the minimum amount of time. By doing so, Sales will accelerate the growth of our partnership over every one-quarter, one-year, and three-year time horizon.

Marketing automation technology acts as both a web-capture platform and an emailing hub, while also tying directly into sales opportunities and tracking in your CRM.

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.

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.

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?