Sales Targets Quotes

Goals that people set for themselves and that are devoted to attaining mastery are usually healthy. But goals imposed by others--sales targets, quarterly returns, standardized test scores, and so on--can sometimes have dangerous side effects.

He advances like a floating Dracula. The menace is ruined by the sporting-goods-store bag loudly crinkling against his leg. A shoebox is in it, judging from the shape. Imagine the wretched sales assistant who had to help Joshua choose shoes.I require shoes to ensure I can effectively run down the targets I am paid to assassinate in my spare time. I require the best value for my money. I am size eleven

I don't know what you were looking for, but I just needed a little stress relief." "Stress relief? That's all this was?" "'Fraid so. " "Well, I heard that going for a master's degree can be pretty stressful." "It's torture." "Could be that you might need stress relief on a regular basis then?" "I couldn't agree more. It's a good thing batteries are on sale at Target this week.

Okay, but a multifaceted lawsuit which targets everyone in sight and will cost those who profit from guns and gun sales millions, will be great leverage to get what we want in the state legislature and, perhaps, Congress.

Selling is a sacred trust between buyer and seller.

Our mission in life is not to reach sales targets. The purpose of life is to be happy.

Inside we found the TV rooms packed, because a jury had found Martha Stewart guilty on four counts of obstructing justice and lying to investigators about a well-timed stock sale. The style diva was going to have to do fed time. Her case had been followed with keen interest at Danbury—most prisoners thought she was being targeted because she was a famous female: “Guys get away with that shit all the time.

Many people are partial to the notion that . . . all writers are somehow mere vessels for Truth and Beauty when they compose. That we are not really in control. This is a variation on that twee little fable that writers like to pass off on gullible readers, that a character can develop a will of his own and 'take over a book.' This makes writing sound supernatural and mysterious, like possession by faeries. The reality tends to involve a spare room, a pirated copy of MS Word, and a table bought on sale at Target. A character can no more take over your novel than an eggplant and a jar of cumin can take over your kitchen.

Whatever you will complete or not today, rest in the only work that will never need to be done again. Rest in the fact that Jesus has done the most impossible job in the world, done it perfectly, and made it available. Take it. Enjoy it. Build your life on it. Let it change your whole view of your life and work. Use His work to put your work into perspective. Believe His work is counted as yours. Despite all that you fear and dread about the next ten hours—a critical boss, a vicious competitor, a looming deadline, a complaining customer, an impossible sales target, unrelenting children, monotonous drudge—you have Christ’s perfect work credited to your account.

Goals that people set for themselves and that are devoted to attaining mastery are usually healthy. But goals imposed by others—sales targets, quarterly returns, standardized test scores, and so on—can sometimes have dangerous side effects.

So herein lies the paradox and predicament of young black men labeled criminals. A war has been declared on them, and they have been rounded up for engaging in precisely the same crimes that go largely ignored in middle-and upper-class white communities—possession and sale of illegal drugs. For those residing in ghetto communities, employment is scarce—often nonexistent. Schools located in ghetto communities more closely resemble prisons than places of learning, creativity, or moral development. And because the drug war has been raging for decades now, the parents of children coming of age today were targets of the drug war as well. As a result, many fathers are in prison, and those who are “free” bear the prison label. They are often unable to provide for, or meaningfully contribute to, a family. Any wonder, then, that many youth embrace their stigmatized identity as a means of survival in this new caste system?

Bast’s ears pricked at this news. Oh yes, this is good, she gloated inwardly. Felicity could be a useful tool if she was close to the Vanguard’s commanding officer. A plan began to form in her mind, an opportunity for some amusement and a chance to take down her target. Too good to miss. She laughed. “Lucky you. I don’t suppose he has any spare seats for us poor sales reps out here scrabbling to earn a living.” Felicity smiled. “I’d ask, but I suspect the answer would be only if I stayed here to free up a seat—and I’m not that self-sacrificial.” She laughed. “See you on the Dock, Yelendi. Mr Cardington, maybe I’ll be able to catch up with you soon. It’s been nice chatting with you both.

The dark side of tracking a particular behavior is that we become driven by the number rather than the purpose behind it. If your success is measured by quarterly earnings, you will optimize sales, revenue, and accounting for quarterly earnings. If your success is measured by a lower number on the scale, you will optimize for a lower number on the scale, even if that means embracing crash diets, juice cleanses, and fat-loss pills. The human mind wants to “win” whatever game is being played. This pitfall is evident in many areas of life. We focus on working long hours instead of getting meaningful work done. We care more about getting ten thousand steps than we do about being healthy. We teach for standardized tests instead of emphasizing learning, curiosity, and critical thinking. In short, we optimize for what we measure. When we choose the wrong measurement, we get the wrong behavior. This is sometimes referred to as Goodhart’s Law. Named after the economist Charles Goodhart, the principle states, “When a measure becomes a target, it ceases to be a good measure.

If you quote a price before knowing exactly what they need, then you're chasing a moving target.

Many salespeople fail to develop new business because they’re wandering aimlessly. Too often, they’re not locked in on a strategically selected, focused list of target customers or prospects.

I'd encourage [you] to think big and be delusional when setting goals. Yes, delusional. The biggest mistake that I made with my first business was I didn't think big enough. I limited my success by just focusing on a small geographic area and focusing on hitting small sales targets. Now when I set my goals, I make sure that they are ridiculous. I prefer to work extremely hard and fall short on my ridiculous goals than to achieve mediocre goals.

You weren’t pregnant,” I said, over my shoulder, raising my voice so she could hear me above the screaming. “Where’d you get her?” “Target,” she deadpanned. “She was on sale and you know how you can never leave with just one thing,” she mumbled.

It didn’t seem to matter much that the campaign had in fact broken the law in 2016. Pumping hundreds of thousands of pounds more than the legal limit into millions of Facebook adverts targeted at undecided voters was treated as an historical footnote, if it was mentioned at all.

Companies that live in such a zero-sum world don’t “earn market share” from a competitor, they “conquer the market.” They don’t just serve their customers, they “capture” them. They “target” customers, employ a sales “force,” hire “headhunters” to find new talent, pick their “battles,” and make a “killing.

A plank is a luxury to a drowning person. It becomes the best option to reach the shore, but it’s hardly noticed from the shore; sales leads are like planks we don’t know the use till we have nothing to use, we miss many small ones while targeting the big ones, remember! It takes many planks to build a boat.

Let’s say that you have committed to running every day for two weeks, and at the end of those two weeks, you “reward” yourself with a massage. I would say, “Good for you!” because we all could benefit from more massages. But I would also say that your massage wasn’t a reward. It was an incentive. The definition of a reward in behavior science is an experience directly tied to a behavior that makes that behavior more likely to happen again. The timing of the reward matters. Scientists learned decades ago that rewards need to happen either during the behavior or milli-seconds afterward. Dopamine is released and processed by the brain very quickly. That means you’ve got to cue up those good feelings fast to form a habit. Incentives like a sales bonus or a monthly massage can motivate you, but they don’t rewire your brain. Incentives are way too far in the future to give you that all-important shot of dopamine that encodes the new habit. Doing three squats in the morning and rewarding yourself with a movie that evening won’t work. The squats and the good feelings you get from the movie are too far apart for dopamine to build a bridge between the two. The neurochemical reaction that you are trying to hack is not only time dependent, it’s also highly individualized. What causes one person to feel good may not work for everyone. Your boss may love the smell of coffee. When she enters a coffee shop and inhales, she feels good. And her immediate feeling builds her habit of visiting the coffee shop. But your coworker might not like the way coffee smells. His brain won’t react in the same way. A real reward — something that will actually create a habit — is a much narrower target to hit than most people think. I

Salespeople are famous for lack of discipline and losing focus. They attempt to call on an account (once), but don’t get anywhere. Instead of sharpening their weapons and continuing to attack the same strategically selected targets, they turn and pursue a new set of prospects. This constant change of direction becomes their death knell because they never gain traction against the defined target set.

Content that entertains sees engagement. Content that sees engagement tells Facebook and the rest of the world that your customers care about your brand, so that when you finally do put out something that would directly benefit your bottom line—a coupon, a free-shipping offer, or some other call to action—4 percent of your community sees it instead of a half percent, which gives you a much better chance at making a sale. TARGET

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

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

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

A display cake read JUNETEENTH! in red frosting, surrounded by red, white, and blue stars and fireworks. A flyer taped to the counter above it encouraged patrons to consider ordering a Juneteenth cake early: We all know about the Fourth of July! the flyer said. But why not start celebrating freedom a few weeks early and observe the anniversary of the Emancipation Proclamation! Say it with cake! One of the two young women behind the bakery counter was Black, but I could guess the bakery's owner wasn't. The neighborhood, the prices, the twee acoustic music drifting out of sleek speakers: I knew all of the song's words, but everything about the space said who it was for. My memories of celebrating Juneteenth in DC were my parents taking me to someone's backyard BBQ, eating banana pudding and peach cobbler and strawberry cake made with Jell-O mix; at not one of them had I seen a seventy-five-dollar bakery cake that could be carved into the shape of a designer handbag for an additional fee. The flyer's sales pitch--so much hanging on that We all know--was targeted not to the people who'd celebrated Juneteenth all along but to office managers who'd feel hectored into not missing a Black holiday or who just wanted an excuse for miscellaneous dessert.

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

The store he’d chosen was Target. Which could be my second home, so I led him right to kids’ clothes. He stood on the edge of the little girls’ department with his mouth slightly agape. “This is a lot of clothes.” I laughed and looped my arm through his. “C’mon, it’s not that bad.” “How do you choose anything? It just goes on forever.” “What did your sister say? Be specific.” I released his arm and ran my fingers over a cute floral dress. “Size two. No exact matches. Summer clothes. Nothing slutty. Shorts. Dresses. No pants.” I turned and stared at him. “Wait, she said nothing slutty?” He chuckled. “I just threw that in to see if you were really paying attention. You kind of had that glazed-over storegasm look.” My lips parted. “Did you just say ‘storegasm’?” With a sheepish grin he looked down, then glanced back up. “My sister calls it that. I swear it’s not my word. Like when she walks into her favorite store or finds a sale, she says it’s better than…” He looked away. “I think I’m just going to shut up now.” “Huh.” I looked through the rack again. “I kind of like it. Storegasm.” Cade didn’t move as I repeated the word, testing it out for myself. “But don’t worry. I was listening. Trust me, you’d know if I was having a storegasm.” I glanced at him, then walked over to the next rack. When he didn’t follow, I looked over my shoulder at him. “You coming?” One eyebrow shot up. I bit back a smile and turned away. He cleared his throat and followed.

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

also been a white-collar worker in my career. In my experience, there are two types of people who do this type of work: Achievers and Hiders. Achievers are the people who want to perform at a high level. They are ambitious, motivated and energetic. They are full of ideas and want to move up the corporate ladder, which are great attributes to have. But there is a downside for the Achiever. The moment a person decides to be an Achiever, they become a target. Their boss sees them as threatening to their job, so they start to hold them down or take shots at their reputation. Their peers see them as a person who will either embarrass them or keep them from getting a promotion, so they start to do what they can to undermine their accomplishments. So, to remain an Achiever and survive in this hostile environment, a person must become good at one thing that has nothing to do with their productivity—and that’s politics. They must learn how to navigate the political world by diminishing their enemies and strengthening their relationship with powerful people. In fact, some of the most successful people in the corporate world aren’t Achievers at all. They are pure politicians. So if you decide to work in the corporate environment and to be an Achiever, you must accept the fact that you must become a good politician also. Now, let’s talk about the Hiders. These are the people who HATE politics, but still need a job. They learn not to be the ambitious Achiever. They don’t stand out. They don’t speak up in meetings. They don’t bring new ideas. They HIDE. They keep their heads down and do as they’re told. They do just enough so that they aren’t talked about negatively. They survive. And this has worked for decades. But in the New Economy, it’s becoming much more difficult to hide. And people are running out of time. So, back to our Perfect Career List: Can a white-collar job deliver on the list? Again, the clear answer is no—certainly not in very many areas. Sales

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That year, after years of discussion, the European Union adopted new standards that require a steep decline in CO2 emissions, averaged over the entire fleet, for cars sold in Europe. They were to go into effect in 2020 and 2021. “The only way to make this target is with zero emission vehicles” as a growing share of new car sales, said a senior executive at a major European company. Failure to meet these new standards could cost European automakers as much as $40 billion in fines. Given the half-decade lead time to bring on wholly new models, it meant starting to pivot to EVs right away.

Actions Summary The following list of new institutions, policies and actions is my best effort at envisaging what is required for Australia to survive the climate emergency. • A National Target and Plan for 95% or more of electricity to be supplied by renewables by 2030. • State plans to electrify all transport, beginning with the swift retirement of non-electric buses and including a plan for 50% of all new car sales to be EVs by 2030. • Implement planned changes to how we work and live so as to minimise unnecessary travel. • A plan for clean hydrogen to replace bunker fuel in shipping. • A plan for the adoption of e-fuels for aviation, with an aim to have all domestic flights running on e-fuel by 2030. • A National Commission for Climate Adaptation, with a Coastal Defence Fund and a Commission for Primary Production operating under its umbrella. • A National Initiative on Drawdown Innovation to provide leadership in early stage research and fund some on-ground projects. • The Federal Government to help convene a Global Working Group on Geoengineering.

Do I guide clients toward one decision over another? Possibly. Do I push a little when someone is nervous about making a decision? Of course. When I sell someone an apartment they love, it’s because I listened carefully to their wants, needs, and concerns, and I am able to assure them that they’re making the right choice. I always make a point of keeping my eye on the target, and my bulls-eye is always a closed deal.

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

He hangs out near campuses at lunch, after classes, his skateboard rat-a-tat-tatting across sidewalk cracks just barely past school-ground limits. The girls cluster and giggle, and he chooses one to peel off the herd. He tells her to snap pictures. He tells her to get a secret Facebook account, one her parents don’t know about, and upload them there. He tells her that everyone does this in high school, and he’s mostly right, but not everyone is hooked into a scheme like this. He targets Title I schools, broke girls, easily impressed, looking for a dream, a romance, a way out. Girls whose parents lack the resources to do much if they disappear. The secret Facebook page links go to Hector Contrell. The genius of it is, the girls create the sales catalog themselves.

set benchmarks in the form of minimum targets for sales and profits in advance of the first decision

In today's digital age, social media has become an indispensable tool for businesses, particularly for eCommerce success. With billions of users across various platforms, social media provides an unparalleled opportunity to connect with your target audience, build brand awareness, and drive sales.

Don't you think it's incredible, given all the interest, that this temperature target of 15.4 degrees Celcius and the baseline of 13.9 degrees Celcius, as the preindustrial average global air temperature, are not plastered on billboards and posted on social media everywhere?

Following is a sample list of some points you will want to include in your business plan. These can all be organized in a very professional manner in a notebook that includes tabs. • Executive summary. Include a one- or two-page summary of your plan. • Mission statement. Include one or two paragraphs that succinctly state your purpose. • Background. Present information about yourself and your experience. • Financial statement. List your assets, liabilities, and net worth. • Site location. Include a list of benefits, maps, and proximity to shopping and schools. • Demographics. Present information about the people living in the area (income, education, etc.). • Competitor analysis. Determine who your competitors are and present average rents and sales comparisons. • Marketing strategy. Define your target market (tenants, buyers, etc.). • Financial analysis. Include historical and pro forma operating statements. • Improvements. Define capital improvements to be made to the property. • Purchase agreement. Include your sales contract with the seller. • Exhibits. Include photographs of the property, tax returns, sample floor plans, and the like.

Blockbusters’ tactics included hiring African American women to push carriages with their babies through white neighborhoods, hiring African American men to drive cars with radios blasting through white neighborhoods, paying African American men to accompany agents knocking on doors to see if homes were for sale, or making random telephone calls to residents of white neighborhoods and asking to speak to someone with a stereotypically African American name like “Johnnie Mae.” Speculators also took out real estate advertisements in African American newspapers, even if the featured properties were not for sale. The ads’ purpose was to attract potential African American buyers to walk around white areas that were targeted for blockbusting

When the Fed makes a loan, taking securities or bank loans as collateral, the recipient of the loan deposits the funds in a commercial bank. The bank in turn adds the funds to its reserve account at the Fed. When banks hold substantial reserves, they have little need to borrow from other banks, and so the interest rate that banks charge each other for short-term loans—the federal funds rate—tends to fall. But the FOMC targets that same short-term interest rate when making monetary policy. Without offsetting action, our emergency lending—by increasing the reserves that banks held at the Fed—would tend to push down the federal funds rate and other short-term interest rates. Since April, we had set our target for the federal funds rate at 2 percent—the right level, we thought, to balance our goals of supporting employment and keeping inflation under control. We needed to continue our emergency lending and at the same time prevent the federal funds rate from falling below 2 percent. Thus far, we had successfully resolved the potential inconsistency by selling a dollar’s worth of Treasury securities from our portfolio for each dollar of our emergency lending. The sales of Treasuries drained reserves from the banking system, offsetting the increase in reserves created by our lending. This procedure, known as sterilization, allowed us to make loans as needed while keeping short-term interest rates where we wanted them.

An even more ambitious EV30@30 Campaign was launched in 2017 with the goal of accelerating the deployment of electric vehicles, targeting a 30 percent market share for electric vehicles sales by 2030.

Goya Foods and Quorn are examples of marketers thinking about the category needs their brands could satisfy, and worrying less about who within the category is going to buy their brand. This thinking widened their potential markets and created sales opportunities that would have been missed if they had stuck to their ‘target’ markets.

Department stores in particular had difficulty surviving the onslaught of low-price competitors. Their inability to adapt to changing consumer tastes and the emergence of new retail channels that targeted specific market segments—the so-called category killers in hardware, toys, and furniture—deeply eroded their market share. While in the 1960s and 1970s most clothing was sold in full-service department stores, by 1990 such stores accounted for only 29 percent of sales.

Inc. magazine once published an article reporting that the average profit for small businesses is 7-10% of sales. Widen this to 5-15%, and figure profits will be at least 4–5 times the fair market salary for running the business. Based on this, determine the size range of companies you will target. For example, if you want a business that can pay you a $200,000 salary, you can figure that the profit for that company will usually be $800,000 to $1,000,000. Knowing most firms will have profits of 5-15% of their sales, you know that the 80-20 rule says the sales range for your target companies will be $2.5 million to $16 million. This is a wide range, so use some common sense.

Direct response marketing is designed to evoke an immediate response and compel prospects to take some specific action, such as opting in to your email list, picking up the phone and calling for more information, placing an order or being directed to a web page. So what makes a direct response ad? Here are some of the main characteristics: It’s trackable. That is, when someone responds, you know which ad and which media was responsible for generating the response. This is in direct contrast to mass media or “brand” marketing—no one will ever know what ad compelled you to buy that can of Coke; heck you may not even know yourself. It’s measurable. Since you know which ads are being responded to and how many sales you’ve received from each one, you can measure exactly how effective each ad is. You then drop or change ads that are not giving you a return on investment. It uses compelling headlines and sales copy. Direct response marketing has a compelling message of strong interest to your chosen prospects. It uses attention-grabbing headlines with strong sales copy that is “salesmanship in print.” Often the ad looks more like an editorial than an ad (hence making it at least three times more likely to get read). It targets a specific audience or niche. Prospects within specific verticals, geographic zones or niche markets are targeted. The ad aims to appeal to a narrow target market. It makes a specific offer. Usually, the ad makes a specific value-packed offer. Often the aim is not necessarily to sell anything from the ad but to simply get the prospect to take the next action, such as requesting a free report. The offer focuses on the prospect rather than on the advertiser and talks about the prospect’s interests, desires, fears, and frustrations. By contrast, mass media or “brand” marketing has a broad, one-size-fits-all marketing message and is focused on the advertiser. It demands a response. Direct response advertising has a “call to action,” compelling the prospect to do something specific. It also includes a means of response and “capture” of these responses. Interested, high-probability prospects have easy ways to respond, such as a regular phone number, a free recorded message line, a website, a fax back form, a reply card or coupons. When the prospect responds, as much of the person’s contact information as possible is captured so that they can be contacted beyond the initial response. It includes multi-step, short-term follow-up. In exchange for capturing the prospect’s details, valuable education and information on the prospect’s problem is offered. The information should carry with it a second “irresistible offer”—tied to whatever next step you want the prospect to take, such as calling to schedule an appointment or coming into the showroom or store. Then a series of follow-up “touches” via different media such as mail, email, fax and phone are made. Often there is a time or quantity limit on the offer.

Product: •What is the product? •Who is it for? •What does it do? •How does it work? •How do people buy and use it? Benefits: •How does the product help people? •What are its most important benefits? Reader: •Who are you writing for? •How do they live? •What do they want? •What do they feel? •What do they know about the product, or this type of product? •Are they using a similar product already? Aim: •What do you want the reader to do, think or feel as a result of reading this copy? •What situation will they be in when they read it? Format: •Where will the copy be used? (Sales letter, web page, YouTube video, etc) •How long does it need to be? (500 words, 10 pages, 30 seconds, etc) •How should it be structured? (Main title, subtitles, sidebars, pullout quotes, calls to action, etc) •What other types of content might be involved? (Images, diagrams, video, music, etc) Tone: •Should the copy be serious, light-hearted, emotional, energetic, laid-back, etc? Constraints: •Maximum or minimum length •Anything that must be included or left out •Legal issues (regulations on scientific or health claims, prohibited words, trademarks, etc) •How this copy needs to fit in with other copy that’s already been written, or that will be written in the future •Whether the copy will form part of a campaign, so that different ideas along the same lines will be needed in future (see ‘Take it further’ in chapter 9) •Which countries the copy will appear in (whether in English, or translated) •SEO issues (for example, popular search terms that should feature in headings) •Brand or tone of voice guidelines (see ‘Tone of voice guidelines’ in chapter 15) Other background information about: •The product (development history, use cases, technical specifications, distribution, retail, buying processes, buying channels, marketing strategy) •The product’s market position (price point, offers and discounts, customer perceptions, competitors) •The target market (size, history, typical customer profile, marketing personas) •The client (history, current setup, culture, people, values) •The brand (history, positioning, values) Project management points: •Timescales (dates for copy plan, drafts, feedback, final copy, approval) •Who will provide feedback, and how •Who will approve the final copy, and how •How the copy will be delivered (usually a Word document, but not always) These are only suggestions.

The clientele of Twin Farms is more or less David Christiansen’s target audience. On a hazy May afternoon, I sit down with Christiansen in a glass-walled sales office at Walnut Creek Luxury Cars, a Northern California dealership where he is not a salesman but a “brand manager.” Our conversation is interrupted every few minutes by the guttural roar of a staffer firing up a Maserati Ghibli or Quattroporte to move it out of the showroom. He hardly notices, but I startle each time. I’m unused to such sounds, having arrived here in a Toyota minivan.

you have a sales force that's stuck in the mud, don't just complain about the staff's failure to hit your targets and timeline. Ask lots of questions to figure out what's wrong.

Unveiling London E-commerce Triumph: Decoding Data with WooCommerce Analytics In the bustling realm of London e-commerce, navigating the digital landscape requires not just intuition but informed decision-making backed by data. This is where the marriage of WooCommerce and analytics becomes a game-changer. In this exploration, we delve into the nuances of leveraging WooCommerce Analytics for e-commerce success in London. As we embark on this journey, the expertise of a dedicated woocommerce development in london adds a unique perspective, unraveling the potential of data decoding in the heart of the e-commerce landscape. Understanding the London E-commerce Scene This section emphasizes the importance of understanding the unique characteristics of the London e-commerce landscape. It underscores the need for businesses to be attuned to local market trends, consumer preferences, and the digital sophistication of the London audience to effectively leverage WooCommerce Analytics. The Role of WooCommerce Agency in London E-commerce Analytics 1. Proactive Data Strategy: Setting the Foundation This point explains the proactive role of a WooCommerce agency in London in establishing a robust data strategy. It involves setting up analytics tools, defining KPIs, and aligning data collection with the specific goals of London e-commerce businesses. 2. Tailoring Analytics to London Market Trends Here, the focus is on tailoring analytics solutions to capture and interpret data that is directly relevant to the ever-evolving market trends of London. A WooCommerce agency in London customizes analytics approaches to provide actionable insights for businesses in the local market. Key Metrics and KPIs for London E-commerce Success 3. Conversion Rate Optimization (CRO): Turning Clicks into Transactions This point explores the pivotal role of Conversion Rate Optimization (CRO) in London e-commerce. It delves into how a WooCommerce agency in London optimizes the conversion rate by refining the checkout process, analyzing user journeys, and enhancing the overall user experience to maximize sales. 4. Customer Lifetime Value (CLV): Fostering Long-Term Relationships The focus here is on the importance of Customer Lifetime Value (CLV) analytics. It explains how a WooCommerce agency in London helps businesses identify high-value customers, tailor marketing strategies, and foster long-term relationships for sustained success. WooCommerce Analytics Tools and Implementations 5. Google Analytics Integration for Comprehensive Insights This point delves into the integration of Google Analytics with WooCommerce. It explains how a WooCommerce agency in London guides businesses through the integration process, utilizing Google Analytics to gain comprehensive insights into user behavior, traffic sources, and website performance. 6. Custom Reports and Dashboards: Tailoring Insights for London Businesses Here, the emphasis is on the creation of custom reports and dashboards by a WooCommerce agency in London. These tailored insights provide businesses with specific information relevant to their products, target audience, and market trends, enhancing decision-making accuracy. Analyzing User Behavior for Enhanced User Experience 7. Heatmaps and User Flow Analysis: Optimizing the Customer Journey This point explores the use of heatmaps and user flow analysis to optimize the customer journey in London e-commerce. A WooCommerce agency in London employs these tools to uncover patterns, identify bottlenecks, and make strategic adjustments for a seamless user experience. 8. Abandoned Cart Analysis: Recovering Lost Opportunities This section discusses the significance of abandoned cart analysis. It explains how a WooCommerce agency in London utilizes analytics to understand the reasons behind cart abandonment and implements targeted strategies to recover potentially lost sales through personalized retargeting campaigns.

The technology for electrification of larger commercial fleets is moving fastest for buses. Global electric bus sales increased by 32 percent in 2018, according to Bloomberg New Energy Finance. China is the largest producer of electric buses, with close to 20 percent of its buses currently electrified. The European Union has a target of 75 percent of new bus sales in European cities to be electric by 2030. New York City has pledged to achieve a 100 percent electric bus fleet by 2040. Shanghai will achieve 100 percent electrified buses by 2020.

Design targets are not marketing targets. Stamp that on every persona document you create. Market segments do not translate into archetypes. And the user type with the highest value to your business may not be the one with the most value to the design process. Maybe existing Fantastic Science Center members with post-graduate science degrees generate the most revenue through gift shop sales and special event attendance, but they know too much. Their existing level of knowledge and engagement is likely to be very high. Design for the users with less expertise and you can meet the needs of those with more

As you continue to refine which specific category you’re writing in (and this is an ongoing process), you then have the opportunity to bring that same specificity into the writing itself. “Marketing is a great way to build exposure,” is a broad statement. “Content marketing is a great way to build exposure for your business” is more specific. “Content marketing is a great way to build exposure for your business,” is still a broad statement. “Content marketing is a great way to introduce new customers to your business and move them to the top of your sales funnel” is more specific. “Content marketing is a great way to introduce new customers to your business and move them to the top of your sales funnel,” is still a broad statement. “Content marketing, when published by your executive team opposed to your company’s blog, is a highly effective way to build organic exposure and trust with your target customers, moving them through your sales funnel without them feeling ‘sold to,’” is more specific.

Screening for stocks with heavy-volume price breaks on a daily and weekly basis is the most effective way to catch potential short-sale targets once they start to come under distribution.

Emotional intelligence is born largely in the neurotransmitters of the brain’s limbic system, which governs feelings, impulses, and drives. Research indicates that the limbic system learns best through motivation, extended practice, and feedback. Compare this with the kind of learning that goes on in the neocortex, which governs analytical and technical ability. The neocortex grasps concepts and logic. It is the part of the brain that figures out how to use a computer or make a sales call by reading a book. Not surprisingly—but mistakenly—it is also the part of the brain targeted by most training programs aimed at enhancing emotional intelligence.

PROMPTS FOR WRITING RESUMES AND BIOS Generate a compelling professional summary for a marketing manager with 5 years of experience. Create a list of 10 action verbs to effectively describe accomplishments in a resume. Draft a LinkedIn bio for a recent college graduate with a degree in computer science. Suggest 5 resume formatting tips to create a visually appealing and easy-to-read document. Write an engaging personal bio for a freelance graphic designer’s website. How can transferable skills be effectively showcased in a career change resume? Create a list of 5 questions to ask a client before writing their resume or bio. Develop a powerful resume objective statement for a sales professional targeting a managerial role. Provide tips for optimizing a LinkedIn profile to increase visibility and attract recruiters. Write an attention-grabbing personal

Digital marketing expert Angela Liberatore explains that digital marketing allows businesses to connect with a global audience, target specific groups of people, and track their campaigns in real-time. Unlike traditional marketing, digital marketing is more affordable and effective in building brand awareness, generating leads, and increasing sales, while also providing insights into customer behavior. By using data, businesses can make their marketing more personalized, build better relationships, and keep customers loyal. Digital marketing also helps businesses quickly adjust to market changes and customer needs, keeping them competitive in a constantly changing digital world. This makes digital marketing a key tool for businesses of all sizes to grow, innovate, and succeed in the long term.

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Has a clear objective for the copy, e.g. acquiring prospects, making sales        Is very specifically targeted to a buyer, e.g. Plant Manager or Human Resource VP        Contains less hype than typical B2C marketing        Has a 50/50 focus on features and benefits        Takes into account the personal needs as well as the business needs of the buyer        Educates the buyer        Uses attention-grabbing headlines        Highlights the prospect’s problem, need or aspiration        Positions your product, service or offer as

This is Brad’s function, thinks Sheldon. This is why I hired him. To make sure the stories hit their readership targets without annoying the sales team, to keep the editorial people in line, most especially Frank.

First, you need to ensure that you have enough selling effort to sufficiently cover your target markets. Second, you must develop a sales force capable of effectively selling your products and service. Third, you need to focus them on the right types of customers. And finally, you must provide them with guidance on what types of products to sell. If you meet all of these Sales Objectives, you will have a laser-guided sales force that will destroy your targets as well. And that will put a smile on your face. THE

Algorithmic profits Algorithmic marketing is allowing companies to do things they couldn’t do before, and some early signs show it can deliver big value, especially in financial or information services. In North America, Amazon.com grew 30 to 40 percent, quarter after quarter, throughout the United States’ 2008-2012 recession, while other major retailers shrank or went out of business. From 2006 to 2010, Amazon spent 5.6 percent of its sales revenue on IT, while rivals Target and Best Buy spent 1.3% and 0.5%, respectively. That investment and focus has yielded increasingly sophisticated recommendation engines that deliver over 35 percent of all sales, an automated e-mail/customer service systems (90 percent are automated, versus 44 percent for the average retailer) that are a key component of its best-in-class customer satisfaction, and dynamic pricing systems that crawl the Web and react to competitor pricing and stock levels by altering prices on Amazon.com, in some cases every 15 seconds.

Selling without targeting is like sailing without a compass. Think before you invest more time in pursuing the lead.

Are you failing in sales? Are you not able to meet your targets on a regular basis? Do you easily get tired of trying? Do you want to be better than your team members? Don't worry! Try our magic potion: Add some drops of Focus (follow successful team members), some drops of listening (listen properly to customers), some drops of learning (be open to suggestions) & some drops of confidence, now mix it with a never-give-up approach, & finally garnish it with a pinch of confidence. Remember this potion works only if taken with a dose of belief.

They determine that effective marketing calls for people skilled in segmentation, targeting, and positioning. Once companies hire marketers with those skills, Marketing becomes an independent player. It also starts to compete with Sales for funding.

Let’s look at the case of Opsware. Why did I sell Opsware? Another good question is why didn’t I sell Opsware until I did? At Opsware, we started in the server automation market. When we received our first inquiries and offers for the server automation company, we had fewer than fifty customers. I believed that there were at least ten thousand target customers and that we had a decent shot at being number one. In addition, although I knew the market would be redefined, I thought that we could expand to networks and storage (data center automation) faster than the competition and win that market as well. Therefore, assuming 30 percent market share, somebody would have had to pay sixty times what we were worth in forward credit to buy out our potential. You won’t be surprised to find that nobody was willing to pay that. Once we grew to several hundred customers and expanded into data center automation, we were still number one and were more valuable stand-alone than any of the prior acquisition offers. At that point both Opsware and our main competitor, BladeLogic, had developed into full-fledged companies (worldwide sales forces, built-out professional services, etc.). This was significant, because it meant that a large company could buy one of us and potentially execute successfully (big enterprise companies can’t generally succeed with small acquisitions, because too much of the important intellectual property is the sales methodology, and big companies can’t build that).

To be a successful salesperson never act like a salesperson, never force your targets on clients, it’s all about earning the trust by creating an impression that you are on their side.

Whether it be brand marketers trumpeting the new BMW X5, game developers getting players to spend real money on virtual goods, or someone selling an online nursing degree, the only difference is the time frame in which those different goals occur—in other words, the time between attention and action. If the time frame is very short, like browsing for and buying a shirt at nordstroms.com, it’s called “direct response,” or “DR” advertising. If the time frame is very long, such as making you believe life is unlivable outside the pricey mantle of a Burberry coat, it’s called “brand advertising.” Note that the goal is the same in both: to make you buy shit you likely don’t need with money you likely don’t have. In the former case, the trail is easily trackable, as the “conversion” usually happens online, usually after clicking on the very ad you were served.* In the latter, the media employed is a multipronged strategy of Super Bowl ads, Internet advertising, postal mail, free keychains, and God knows what else. Also, the conversion happens way after the initial exposure to the media, and often offline and in a physical space, like at a car dealership. The tracking and attribution are much harder, due to both the manifold media used and the months or years gone by between the exposure and the sale. As such, brand advertising budgets, which are far larger than direct-response ones, are spent in embarrassingly large broadsides, barely targeted or tracked in any way. Now you know all there is to know about advertising. The rest is technical detail and self-promoting bullshit spun by agencies. You’re officially as informed as the media tycoons who run the handful of agencies that manage our media world.

Here Paul Jessup has discussed about the increased discussion between Sales & Product Development is a fantastic opportunity for both groups to identify new sizable target markets for existing products.

What makes a difference between Apple Store and any other? Describe your best day at work: my best day at Apple was more like six months. Sales target was not tough, Justin cleared it before half of the day was over.

Safeway developed a successful campaign in the United States to grow sales from light shoppers and increase sales from heavy shoppers. They sent a monthly newsletter to 1.2 million card holders. Those whom they identified as secondary shoppers (people who mainly shop somewhere else) received a coupon for departments they didn’t use, like the meat or produce section. Primary shoppers (people who mainly shop at Safeway) were also given coupons, but to less common areas, like the cookie aisle, as they already visited the main departments. The campaign was a huge success, increasing same-store sales and sales from secondary shoppers, plus it changed customer behaviour by converting secondary shoppers into primary ones. The campaign also improved Safeway’s image by going beyond a general discount to create targeted deals. They sent out 451 800 versions of their offering.

Sales business is funny, despite the target stress running in the back of our mind, we still chose & approach the clients to avoid rejection, we learn to live with the stress but we can’t learn to live with the rejection, which is the part & parcel of the sales process. To survive, we must act like a non-swimmer in the water, how the fear of drowning makes them hold on to anything in sight? In order to survive keep an open approach, don’t just wait for the rope of your perceptions to get pulled out.

General Questions What are the business issues (service quality, product quality, speed, capacity, cost, morale, competitive landscape, impending regulations, etc.) we wish to address? What does the customer want? What measurable target condition(s) are we aiming for? Which process blocks add value or are necessary non-value-adding? How can we reduce delays between processes? How can we improve the quality of incoming work at each process? How can we reduce work effort and other expenses across the value stream? How can we create a more effective value stream (greater value to customers, better supplier relationships, higher sales conversion rates, better estimates-to-actuals, lower legal and compliance risk, etc.)? How will we monitor value stream performance?

These organizations agree on three major approaches to business valuation:  The asset approach: Also known as the cost approach, this valuation approach is based on finding the fair market value of assets (the easiest ones to value are tangible assets) and deducting the liabilities to determine the net asset value or the net worth of the business.  The market approach: This approach compares your company or a target company with similar companies. You can use comparisons to publicly traded companies or actual sales transactions for similar businesses. These valuations are frequently expressed in ratio form.  The income approach: This approach focuses on the future economic benefits you're anticipating from a business —better known as income. This amount is expressed in today's dollars, and is also known as present value.

Many surveys have been done on email frequency with respondents regularly saying that one of the main reasons they unsubscribe from emails is that they get sent too many. The data, however, tells a different story. When Zarrella looked at unsubscribe rates and click rates for different frequencies of emails he found that: Unsubscribe rates were higher for less frequently emailed lists than frequently mailed ones (rates falling from 0.7% for lists emailed once a month to 0.15% for lists mailed daily) Click rates decreased very little as email frequency increased, going down from around 6% per email for lists mailed once or twice per month to 5% per email for those emailed daily. And since the rate is per email, the daily emails generated over 20 times as many clicks overall. Zarrella’s conclusion was that “sending more email is not the marketing taboo many of us had thought it to be. As long as you’re following the guidelines set forth in the rest of this chapter and sending targeted, personalized and value-packed emails, sending more of them is better”.

TeleCaller's (cold calling) job is similar to sniper's, wait patiently for the Right Party Connect/Target and make no mistake.

At the beginning of an address to an audience of 150 employees at their annual company retreat, I asked everyone to stand up. Then I asked everyone who did not have goals to sit down. A handful of people sat. I then asked everyone who did not have written goals to sit down. Unfortunately, but not surprisingly, all but about twenty people sat. Next, I asked those remaining to sit down unless they had written goals for more than just their career or financial life. That eliminated another twelve, leaving only eight of 150 people who had written goals targeting more than finances or career. I asked the remaining eight to sit down unless they had a written plan that accompanied their goals. That question filtered out five more, leaving three of 150 who had written goals and a plan in more than just the financial area. I asked the remaining three (all senior management, including the company president) to sit down unless they reviewed their goals on a daily basis. Only one person remained standing (a vice president of sales). Only one in 150 had written goals in more areas than just financial, had a plan for accomplishing them, and reviewed the goals daily. This is consistently what I’ve found over the years as I’ve surveyed the attendees in my public events. Invariably, less than 3 percent have written goals, and even those who have written down their goals have often done so only regarding finances or career. You may have heard of the 1953 study of Yale graduates. The subjects were periodically interviewed and followed by researchers for more than twenty years. Eventually the graduates were again interviewed, tested, and surveyed. Results showed that 3 percent of the Yale graduates earned more money than all the other 97 percent put together! The only difference between them was the top 3 percent had written goals and a plan of action for those goals, which they reviewed daily. Harvard University later did a study of business-school graduates from the class of 1979. They found that, other than to “enjoy themselves,” 84 percent of the class had no goals at all. Thirteen percent had goals and plans but had not written them down. Only 3 percent of the Harvard class had written goals accompanied by a plan of action. In 1989, the class was resurveyed. The results showed that the 13 percent who at least had mental goals were earning twice as much as the 84 percent with no goals. However, the 3 percent who had written down their goals and drafted a plan of action were earning ten times as much as the other 97 percent combined! The point is clear: Having written goals will make you more successful, and having written, well-planned goals that you review daily will make you super successful.

DAY 12: BUILD A SIMPLE SPEAKER ONE-SHEET Now that your flagship presentation has some texture and shape, you can summarize it on a speaker one-sheet. Local networking groups, chambers of commerce, and association chapters often want to see this before booking you to speak in front of your hand-selected target market of prospects. Lay out a simple one-sheet in Microsoft Word, or pay a little extra for a designer to format it more professionally. The building blocks are: 1.  One or more Topics/Programs 2.  Target Audience(s) 3.  Benefits (especially in headlines and program titles) 4.  Your Mini-Biography 5.  Your Sample Client List 6.  Testimonial clips about the quality of your programs 7.  Your Contact Information

FIGURE 5.20 The Sales Force’s DNA However, it wasn’t yet a full set of operating instructions. To make the code practically useful, we would need to understand how the framework should be applied to the task of managing any particular sales force. We had the “superset” of things leadership could measure and manage, but we needed clear guidelines to help cull from it the handful of activities and metrics that would enable leadership to focus on its own organizational goals. We needed to know how to apply these insights in a targeted and tactical way. Fortunately, we were on the verge of doing just that.

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Investment In Real Estate Is A Worthwhile Endeavor Several factors has to be studied by any individual who is planning an investment in real estate. For example, if business properties are desired, the client should are aware of they may be targeting certain conditions that aren't typically seen with residential properties. Nonetheless, for the appropriate particular person, and for those who plan fastidiously and receive good recommendation, this feature investment will be highly profitable. Individuals looking for commercial properties can certainly find that there are numerous kinds of institutions by which to come up with selection. For instance, an individual should purchase a restaurant or lodge, or invest in a retail store. The consumer may also select to buy an investment property comparable to your rent amount advanced and make an income from leaseing every unit. Office constructings can also be a smart selection, as tenants will likely be seen reasonably ardmore three wheelock quickly. It's fundamental, nevertheless, to buy such properties in nearly anything that receives beneficiant traffic. Most commercial institutions fail if they can't appeal to a steady transfer of customers. Buying residential property is something customers may additionally wish to think about that these planning to decide on their investment portfolios. For instance, an individual may decide to obtain a dwelling that have been renovated. Sometimes called "handyman specials, " such properties will be repaired which can offered during profit. Fortuitously, usually they are cheaper than properties that are in good repair. It is also a possibility to build an ad or residential property can be an investment. Builders who've satisfactory money to finance exceptionally challenge made having a tract of land and fill homes for it on the market to the general public. However, as soon as again, it is essential to pick a location carefully, as it may possibly nominal good to supply homes for sale in a part of the country in which nobody wants to live. Purchasing the primary property one finds is rarely a clever program of action. Instead, it is always the most effective interest match investor to comparability store attempting to discover at a couple of home or business earlier than making a final decision. It will make sure that the excellent ill use made. It can be more suitable obtain authorized advice every time one is planning to purchase various types property. This is even if that the buyer must have assurance that the property just isn't encumbered, and he or she can even want knowledgeable to make all the paperwork regarding the transaction is legal. Finally, individuals planning an investment in real estate will find that it plan of action is sensible, supplied they plan with care and hire a reliable broker to supervise their transactions.

potential to increase the lifetime value of the customer. Usually marketing departments assume that the lifetime value of a customer is fixed when doing their ROI calculations. We view the lifetime value of a customer to be a moving target that can increase if we can create more and more positive emotional associations with our brand through every interaction that a person has with us. Another common trap that many marketers fall into is focusing too much on trying to figure out how to generate a lot of buzz, when really they should be focused on building engagement and trust. I can tell you that my mom has zero buzz, but when she says something, I listen. To that end, most of our efforts on the customer service and customer experience side actually happen after we’ve already made the sale and taken a customer’s credit card number.

We’ll identify and select strategic target accounts that give us the best chance of winning. Then we’ll invest heavily in building the arsenal of sales weapons needed to successfully carry out the attack against our chosen targets. The three weapons most worthy of attention—the sales story, proactive telephone call, and the face-to-face sales call—are

The best intentions, target account lists, and powerful sales weapons are useless if we never launch the attack.

decide which target prospects to pursue and build a book of business from scratch.

I learned what business issues and hot-button topics would earn an initial meeting with prospects and dedicated blocks of time to proactively call my strategically selected targets.

Top performers in sales don’t wait for anything or anyone. Clear marching orders, new sales materials, training? Leads, what’s a lead? Nope, can’t wait for any of those. The clock is a tickin’ and time is a wastin’. Top performers act. In fact, they proactively attack target accounts even if it means getting into trouble because they’re so far out in front of the support curve. Waiting is a key ingredient in the recipe for new business failure.

Prisoners of hope describes salespeople who have, for the most part, stopped working the sales process and ceased pursuing new opportunities because they are so hopeful the precious few deals in their pipeline are going to close. They spend (waste) most of their time talking about, worrying about, wondering about, that good-size contract that was predicted to close last month but didn’t. Instead of doing the wise and responsible thing—spreading their effort across target accounts and opportunities in various stages of the sales cycle—they lock up, becoming prisoners to deals in the pipeline that are now getting stale and starting to grow mold.

They Have Awful Target Account Selection and a Lack of Focus

new business success usually results from a combination of perseverance, creativity, and resilience while staying laser-focused on a well-chosen, finite list of target prospects.

Salespeople who are not proactively working a finite list of target accounts often find themselves in situations where they are late or last to an opportunity.

There is one striking paradox I want to highlight: These companies are highly profitable, despite the fact that they seem to be, from an Orange perspective at least, quite careless about profits. Remember that they don’t make detailed budgets, they don’t compare budgets to actuals at the end of the month, they don’t set sales targets, and colleagues are free to spend any money they deem necessary without approval from above. They focus on what needs to be done, not on profitability, and yet this results in stellar profits.

Hiring the right salespeople, deploying them in the right way, targeting the right customers, and selling the right products is the only formula for long-term organizational health.

By 1750, the British East India Company had taken control of several opium-growing regions of India, and by the 1790s had developed a monopoly on the opium trade. China’s new emperor, Kia King, then banned opium completely. This failed to stop the British East India Company from increasing their smuggling and sale of opium in China, which grew from 15 tons a year in the earlier 1700s to 3,200 tons a year by 1850.6 American University Professor Clarence Lusane argued that once Britain had developed its empire, it used opium as an important new political tool for conquest. The British, he wrote, used opium to help addict and control the Chinese people en masse, increasing British profits in China and