Satisfied Buyer Quotes

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

The Profit function: Individual profits cause collective growth and prosperity. It is necessary for individual people and businesses to profit in a Permaculture Economy where justice is maintained and fairly applied. Profits are earned when efficiency is mastered. With profits, individuals invest in (a) new and innovative means of production which will allow more profits, or (b) buying products and services from other individuals who are also seeking profit by providing value. Profits also incentivize individuals to be productive participants in society to begin with. If there will be no profit in an activity, business or industry, then individuals will decline participation in that activity, business or industry. Since profits are only possible when buyers are satisfied with the productivity of sellers, then it is also true that an individuals willingness to participate in an activity, business or industry is preceded by the buyers satisfaction which allows the seller to profit. But when buyers are dissatisfied and decline participation, it forces sellers to decline participation. Inversely, if profits are eradicated through the force of price-controls by the government, then sellers will decline participation which then causes buyers to decline participation. And when both sellers and buyers decline participation, then whole industries and economies collapse.

Individual profits cause collective growth and prosperity. It is necessary for individual people, businesses, and companies to profit, in a Permaculture Economy where justice is maintained and fairly applied. Profits are earned when efficiency is mastered. With profits, individuals invest in (a) new and innovative means of production which will allow more profits, or (b) they use profits to buy products or services from other individuals who are also seeking profit by providing value. Profits also incentivize individuals to be productive to begin with. If there will be no profit in an activity, business or industry, then individuals will decline participation. Since profits are only possible when buyers are satisfied with the productivity of sellers, then it is also true that an individual's willingness to participate in an activity, business or industry is preceded by the buyers satisfaction which allows them to profit. So, when buyers decline participation it forces sellers to decline participation. Inversely, if profits are removed through force of price controls by the government, then sellers will decline participation which then causes buyers to decline participation.

Writing fulfils an insatiable drive. Finishing the story satisfies my thirst. But I must keep drinking until the story quenches a buyer.

Demand for a product is affected by the cost and quality, broadly defined, of substitute products. If the cost of a substitute falls in relative terms, or if its ability improves to satisfy the buyer’s needs, industry growth will be adversely affected (and vice versa). Examples are the inroads that television and radio have made on the demand for live concerts by symphony orchestras and other performing groups; the growth in demand for magazine advertising space as television advertising rates climb sharply and prime advertising television time becomes increasingly scarce; and the depressing effect of rising prices on the demand of such products as chocolate candy and soft drinks relative to their substitutes.

I remember the time I went to my first rare-book fair and saw how the first editions of Thoreau and Whitman and Crane had been carefully packaged in heat-shrunk plastic with the price tags on the inside. Somehow the simple addition of air-tight plastic bags had transformed the books from vehicles of liveliness into commodities, like bread made with chemicals to keep it from perishing. In commodity exchange it’s as if the buyer and the seller where both in plastic bags; there’s none of the contact of a gift exchange. There is neither motion nor emotion because the whole point is to keep the balance, to make sure the exchange itself doesn’t consume anything or involve one person with another. Consumer goods are consumed by their owners, not by their exchange. The desire to consume is a kind of lust. We long to have the world flow through us like air or food. We are thirsty and hungry for something that can only be carried inside bodies. But consumer goods merely bait this lust, they do not satisfy it. The consumer of commodities is invited to a meal without passion, a consumption that leads to neither satiation nor fire. He is a stranger seduced into feeding on the drippings of someone else’s capital without benefit of its inner nourishment, and he is hungry at the end of the meal, depressed and weary as we all feel when lust has dragged us from the house and led us to nothing.

Okay, so how are you going to ask them for a referral without using the word ‘referral’,” Coach challenged him. Rick paused and took a deep breath, “David, it’s been terrific working with you and DeAnna; do you know anyone looking to buy a home soon?” Rick cringed, waiting for the cockamamie. “Rick, not great, but you would probably get a referral out of that,” Coach said approvingly, “Just a few small changes will increase your odds. Start with ‘who’ not ‘do’ and work ‘is another renter or first time buyer like you’ into your question.” Rick took a second. “David, it’s been great working with you. Who is another renter or first time home buyer like you who is looking to buy a home soon?” That sounded pretty good. “Yes,” Coach said, satisfied. “More specific is

Two days later, I started my job. My job involved typing friendly letters full of happy lies to dying children. I wasn't allowed to touch my computer keyboard. I had to press the keys with a pair of Q-tips held by tweezers -- one pair of tweezers in each hand. I’m sorry -- that was a metaphor. My job involved using one of those photo booths to take strips of four photographs of myself. The idea was to take one picture good enough to put on a driver’s license, and to be completely satisfied with it, knowing I had infinite retries and all the time in the world, and that I was getting paid for it. I’d take the photos and show them to the boss, and he would help me think of reasons the photos weren't good enough. I’d fill out detailed reports between retakes. We weren't permitted to recycle the outtakes, so I had to scan them, put them on eBay, arrange a sale, and then ship them out to the buyer via FedEx. FedEx came once every three days, at either ten minutes till noon or five minutes after six. I’m sorry -- that was a metaphor, too. My job involved blowing ping-pong balls across long, narrow tables using three-foot-long bendy straws. At the far end of the table was a little wastebasket. My job was to get the ping-pong ball into that wastebasket, using only the bendy straw and my lungs. Touching the straw to the ping-pong ball was grounds for a talking-to. If the ping-pong ball fell off the side of the table, or if it missed the wastebasket, I had to get on my computer and send a formal request to commit suicide to Buddha himself. I would then wait patiently for his reply, which was invariably typed while very stoned, and incredibly forgiving. Every Friday, an hour before Quitting Time, I'd put on a radiation suit. I'd lift the wastebaskets full of ping-pong balls, one at a time, and deposit them into drawstring garbage bags. I'd tie the bags up, stack them all on a pallet, take them down to the incinerator in the basement, and watch them all burn. Then I'd fill out, by hand, a one-page form re: how the flames made me feel. "Sad" was an acceptable response; "Very Sad" was not.

businessman by imagining yourself doing what you long to do, and possessing the things you long to possess. Become imaginative; mentally participate in the reality of the successful state. Make a habit of it. Go to sleep feeling successful every night, and perfectly satisfied, and you will eventually succeed in implanting the idea of success in your subconscious mind. Believe you were born to succeed, and wonders will happen as you pray! Profitable Pointers 1. Success means successful living. When you are peaceful, happy, joyous, and doing what you love to do, you are successful. 2. Find out what you love to do, and then do it. If you don’t know your true expression, ask for guidance, and the lead will come. 3. Specialize in your particular field and try to know more about it than anyone else. 4. A successful man is not selfish. His main desire in life is to serve humanity. 5. There is no true success without peace of mind. 6. A successful man possesses great psychological and spiritual understanding. 7. If you imagine an objective clearly, you will be provided with the necessities through the wonder-working power of your subconscious mind. 8. Your thought fused with feeling becomes a subjective belief, and according to your belief is it done unto you. 9. The power of sustained imagination draws forth the miracle-working powers of your subconscious mind. 10. If you are seeking promotion in your work, imagine your employer, supervisor, or loved one congratulating you on your promotion. Make the picture vivid and real. Hear the voice, see the gestures, and feel the reality of it all. Continue to do this frequently, and through frequent occupancy of your mind, you will experience the joy of the answered prayer. 11. Your subconscious mind is a storehouse of memory. For a perfect memory, affirm frequently: “The infinite intelligence of my subconscious mind reveals to me everything I need to know at all times, everywhere.” 12. If you wish to sell a home or property of any kind, affirm slowly, quietly, and feelingly as follows: “Infinite intelligence attracts to me the buyer for this house or property, who wants it, and who prospers in it.” Sustain this awareness, and the deeper currents of your subconscious mind will bring it to pass. 13. The idea of success contains all the elements of success. Repeat the word, “success,” to yourself frequently with faith and conviction, and you will be under a subconscious compulsion to succeed.

With this compromise, Morgan Stanley had satisfied the needs of the potential buyers of these bonds. However, that was only half the battle. Now the firm needed to address the seemingly impossible request from Banamex, that it be able to “sell” the Ajustabonos to the company without actually selling them. The ingenious solution to this problem depended on the unrated class of bonds Banamex would retain. Amazingly, it was based on Generally Accepted Accounting Principles, or GAAP. The basic idea was that if you own a company, you include all of the assets and liabilities of that company as part of your own assets and liabilities. If by retaining the second unrated class of bonds Banamex could be treated as the owner of the Bermuda company, it could consolidate all of that company’s assets and liabilities, including all the Ajustabonos. This ownership worked a neat trick. Because Banamex would own the company that owned the Ajustabonos, from an accounting perspective, it still would own the Ajustabonos even if it received cash for them.

Acquiring managers need to begin by asking, “What is it that really created the value that I just paid so dearly for? Did I justify the price because of its resources—its people, products, technology, market position, and so on? Or, was a substantial portion of its worth created by processes and values—unique ways of working and decision-making that have enabled the company to understand and satisfy customers, and develop, make, and deliver new products and services in a timely way? If the acquired company’s processes and values are the real driver of its success, then the last thing the acquiring manager wants to do is to integrate the company into the new parent organization. Integration will vaporize many of the processes and values of the acquired firm as its managers are required to adopt the buyer’s way of doing business and have their proposals to innovate evaluated according to the decision criteria of the acquiring company. If the acquiree’s processes and values were the reason for its historical success, a better strategy is to let the business stand alone, and for the parent to infuse its resources into the acquired firm’s processes and values. This strategy, in essence, truly constitutes the acquisition of new capabilities.

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

One of the most effective ways to leverage social proof in your sales copies is by including testimonials from satisfied customers. Testimonials serve as real-life success stories, offering potential buyers a glimpse into the positive experience others have had with your product or service.

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Satisfying consumers was not a priority. To get an apartment in the 1980s, applicants in Bulgaria had to wait up to 20 years, and those in Poland, up to 30 years; a quarter of the people filling the Soviet waiting lists were already pensioners. Car buyers in East Germany had to place their orders 15 years in advance. In Romania, the dictator Nicolae Ceausescu put all citizens on a low-calorie diet in the early 1980s to save money for repaying the country’s foreign debt. He limited lighting to one 40-watt bulb per room, heating in public buildings to 57 degrees Fahrenheit, and television programming to two tedious hours a day.

But in order to make this new theory echo Newton’s laws and conform to the rigours of differential calculus, Jevons, Walras and their fellow mathematical pioneers had to make some heroically simplifying assumptions about how markets and people work. Crucially, the nascent theory hinged on assuming that, for any given mix of preferences that consumers might have, there was just one price at which everyone who wanted to buy and everyone who wanted to sell would be satisfied, having bought or sold all that they wanted for that price. In other words, each market had to have one single, stable point of equilibrium, just as a pendulum has only one point of rest. And for that condition to hold, the market’s buyers and sellers all had to be ‘price-takers’—no single actor being big enough to have sway over prices—and they had to be following the law of diminishing returns. Together these assumptions underpin the most widely recognised diagram in all of microeconomic theory,

Over a period of time, I became adept at spotting non-serious buyers, because they all tend to talk and behave in the same manner.  For example, if you ask a non-serious buyer about his guidelines for purchasing properties, he will most likely tell you that he doesn't have any guidelines and that he's "willing to look at anything."  But the fact is that most serious buyers do have definite guidelines, because they know exactly what they're looking for. Another tip-off to a non-serious buyer is that he tends to dwell on questions of secondary importance, such as those pertaining to location, construction, and/or age of the property.  As I previously pointed out, such questions are reasonable, but not until the buyer is first satisfied with the numbers and has decided that he has a definite interest in purchasing the property.  If the numbers don't add up, it doesn't matter where the property is located, how well it's built, or how old it is.  Serious, sophisticated buyers get down to the nuts and bolts of the numbers right away, because they understand the mathematical guidelines for evaluating cash flow—again, the key factor when it comes to evaluating income-producing properties.

Typical scenario: a buyer buys and never gives credit even if he is satisfied -- a seller sells and never makes after sales - GO FIGURE !

As important as follow-through is for establishing credibility, it's also an essential ingredient in sustaining it. Buyers expect sellers to check in with them after the sale is made and the order is filled. Even satisfied buyers feel abandoned if sellers don't circle back to check on them.