Ticket Sales Quotes

But it is not everything in life that has its ticket, so much. There are things that are not for sale.

The problem with gross domestic product is the gross bit. There are no deductions involved: all economic activity is accounted as if it were of positive value. Social harm is added to, not subtracted from, social good. A train crash which generates £1bn worth of track repairs, medical bills and funeral costs is deemed by this measure as beneficial as an uninterrupted service which generates £1bn in ticket sales.

Tickets are 40 bucks at the window, and 190 bucks if you actually go through the window to get them.

Underneath the helmet was something neon orange [...], a windbreaker that was almost brighter than the stadium paint. [...] "Dan commissioned them her first year here. She said she was tired of everyone trying to look past us. People want to pretend people like us don't exist, you know? Everyone hopes we're someone else's problem to solve." Nicky reached out and fingered the material. "They don't understand, so they don't know where to start. They feel overwhelmed and give up before they've taken the first step." Nicky gave himself a small shake and smiled, melancholy instantly replaced by cheer. "You know we donate a portion of ticket sales to charity? Our tickets cost a little more than anyone else's because of it. [...]

I want to go to the Olympics. But I don’t want to train, so who’s going to buy me a ticket? I also don’t want to ride on a train, so airfare should be included.

If I had a vulva, I’d let you drive it like a Volvo. It’s all about safety. You could probably park on the street, but you might get a ticket.

The man who pulled my winning raffle ticket out of the hat said I was one lucky guy. I guess he didn’t see me standing next to my clone, so I replied, “I am two lucky guys.

Surrealist Tip # 7: Sleep through numbers 1-6. Write down your dreams while you sleep, sleep as fast as you can, but try not to get a ticket—and don’t let the honking of other drivers wake you up.

Dreams have one-way doors—the door you enter cannot be exited from, and the door you exit from cannot be used for reentry. And I just want to sell tickets to an event people will pay to sleep through.

If an ambulance gets in a wreck, who drives them to the hospital? Why doesn’t the hospital drive to them? I volunteer to drive, and the volume of speeding tickets I have shows I'm qualified to get there in a rush.

Women are taught to sacrifice, to play nice, to live an altruistic life because a good girl is always rewarded in the end. This is not a virtue; it is propaganda. Submission gets you a ticket to future prosperity that will never manifest. By the time you realize the ticket to success and happiness you have been sold isn’t worth the paper it was printed on, it will be too late. Go on, spend a quarter of your life, even half of your life, in the service of others and you will realize you were hustled. You do not manifest your destiny by placing others first! A kingdom built on your back doesn’t become your kingdom, it becomes your folly. History does not remember the slaves of Egypt that built the pyramids, they remember the Pharaohs that wielded the power over those laborers. Yet here you are, content with being a worker bee, motivated by some sales pitch that inspires you to work harder for some master than you work for yourself, with this loose promise that one day you will share in his wealth. Altruism is your sin. Selfishness is your savior. Ruthless aggression and self-preservation are not evil. Why aren’t females taught these things? Instead of putting themselves first, women are told to be considerate and selfless. From birth, they have been beaten in the head with this notion of “Don’t be selfish!” Fuck that. Your mother may have told you to wait your turn like a good girl, but I’m saying cut in front of that other bitch. Club Success is about to hit capacity, and you don’t want to be the odd woman out. Where are the powerful women? Those who refuse to play by those rules and want more out of life than what a man allows her to have? I created a category for such women and labeled them Spartans. Much like the Greek warriors who fought against all odds, these women refuse to surrender and curtsy before the status quo. Being

Hee-hee-hee. I'm fine, reeeeally. Wanting to die is starting to be a habit for me. Don't worry about it, okay? Next week there's a sale I've been looking forward to, and I promised some friends that I'd go see a movie with them, and I haven't even used my half-price ticket for griddled monja cakes yet, so I can't die.

Overnight, it seemed, tickets to the show were like gold dust. The advance sales were tremendous. We heard that a couple had received a pair of tickets anonymously in the mail. Though they had no idea who had sent them, they decided to take advantage of the generous gift. They came to the theatre, had a wonderful evening and went home to discover their house had been burgled. The burglars had left the

The truth is that the old parliamentary oligarchy[Pg 227] abandoned their first line of trenches because they had by that time constructed a second line of defence. It consisted in the concentration of colossal political funds in the private and irresponsible power of the politicians, collected by the sale of peerages and more important things, and expended on the jerrymandering of the enormously expensive elections. In the presence of this inner obstacle a vote became about as valuable as a railway ticket when there is a permanent block on the line. The façade and outward form of this new secret government is the merely mechanical application of what is called the Party System. The Party System does not consist, as some suppose, of two parties, but of one. If there were two real parties, there could be no system.

When you change houses you always lose something. Every move betrays you, it always cheats you somehow. I’m still looking for certain things. That brooch that belonged to my mother, nothing valuable, but it meant something to me. Then there’s my old address book. Even though I don’t need it anymore, I liked thumbing through it now and then. I’d saved ticket stubs, certain receipts, a small photograph of your father when he was young, before we’d met, what a handsome fellow he was. I look and look but I can’t find it. There are days I comb through the whole house hoping to find those things in some drawer I’ve already opened countless times, or maybe at the bottom of a box in my closet. They’re somewhere, of course. Just like the jewels that were stolen from me. Remember that ring, the gold one, a little flashy, that I liked to wear in winter? It had green stones. I’d left it lying in plain sight when I was younger, when there was always so much to do in the course of any given day. Back then it tormented me, I couldn’t stand the fact of having lost that ring. But now I think, oh well. Someone else is probably wearing it, or maybe it’s for sale somewhere, in some far-off place, maybe the place you’re going to. It’s not mine anymore, but it’s still somewhere, that’s what I’m trying to say.

During the crisis, black people had often made more money in a month than they had seen in their whole lives. Black men did not leave their wives, driven away by an inability to provide for their families. They rode in public transport on a first-come/first-seated basis. And more times than not were called Mister/Missus at their jobs or by sales clerks. Two months after V-Day war plants began to shut down, to cut back, to lay off employees. Some workers were offered tickets back to their Southern homes. Back to the mules they had left tied to the tree on ole Mistah Doo hickup farm. No good. Their expanded understanding could never again be accordioned into these narrow confines. They were free or at least nearer to freedom than ever before and they would not go back.

Smokers Only, taking a drag at the end of each line: ‘I get no kick from champagne . . .’ National Airlines was the first company to fly jets from New York to Miami, in barely three hours, charging fifty-five dollars a ticket. The construction of the Interstate Highway System, the largest motorway network in the world, had been in full swing for four years. The mechanical cotton picker had taken over the South. The arrival of air conditioning allowed housebuilders to throw up suburbs even in the desert. The countryside moved to the city, the overcrowded inner cities moved to suburban avenues, the black South moved to the factories of the North. On 9 May – Mother’s Day – the first contraceptive pill, Enovid, was declared safe and approved for sale. Dr John Rock, champion

Leave . . . town? Really, Mr. Skukman, that might be taking matters a bit far. Why, the social season has just begun, and ticket sales have been quite brisk. Besides that, everyone knows that Mr. Grimstone, that oh-so-mysterious playwright of The Lady in the Tower, specifically requested that I play the part of the lead heroine. He’s certainly not going to be pleased if I abandon the role before the season gets into full swing. Why, he, as well as the theater, could suffer extensive losses.” “Losses or not, Mr. Grimstone will have no say in this, Miss Plum. Quite honestly, given his obvious esteem for you and your acting abilities, I have to imagine he’d prefer to find out you’ve gone missing over finding out you’ve stopped breathing.” “Silas doesn’t want to kill me, Mr. Skukman. He wants to acquire me.” “You and I both know you’d never allow him to acquire you, and from what I just saw down in the lobby, the man seems to be on the verge of losing his sanity. There’s a look in his eyes I don’t care for at all, which is why we’re going to get you into a hansom cab and on your way to Mrs. Hart’s brownstone. Once you’re there, I need you to pack as quickly as possible. I’ll be around to fetch you just as soon as I’m able.” “You want me to hire a cab instead of traveling to Abigail’s in my own carriage?” “Indeed. It’s not a complete secret that you now live with Mrs. Hart, which means it won’t be too difficult for Silas to discover your direction after he learns you no longer reside in the Lower East Side. I’m going to try and feed him a false trail that will hopefully allow us precious time to get away.” Before Lucetta had an opportunity to voice another protest, she found herself sitting in a musty smelling hansom cab, barreling down Broadway at a high rate of speed, the speed brought about from the extra money she’d seen Mr. Skukman hand the driver. Feeling

FOCUS ON GENERATING REVENUE THE DOJ FOUND THAT virtually every branch and tributary of the city’s bureaucracy—the mayor, city council, city manager, finance director, municipal court judge, municipal court prosecutor, court clerk, assistant clerks, police chief—all were enmeshed in an unending race to raise revenue through municipal fines and fees:            City officials routinely urge Chief [Tom] Jackson to generate more revenue through enforcement. In March 2010, for instance, the City Finance Director wrote to Chief Jackson that “unless ticket writing ramps up significantly before the end of the year, it will be hard to significantly raise collections next year. . . . Given that we are looking at a substantial sales tax shortfall, it’s not an insignificant issue.” Similarly, in March 2013, the Finance Director wrote to the City Manager: “Court fees are anticipated to rise about 7.5%. I did ask the Chief if he thought the PD [police department] could deliver 10% increase. He indicated they could try.” The importance of focusing on revenue generation is communicated to FPD officers. Ferguson police officers from all ranks told us that revenue generation is stressed heavily within the police department, and that the message comes from City leadership. The evidence we reviewed supports this perception.

Dear KDP Author, Just ahead of World War II, there was a radical invention that shook the foundations of book publishing. It was the paperback book. This was a time when movie tickets cost 10 or 20 cents, and books cost $2.50. The new paperback cost 25 cents – it was ten times cheaper. Readers loved the paperback and millions of copies were sold in just the first year. With it being so inexpensive and with so many more people able to afford to buy and read books, you would think the literary establishment of the day would have celebrated the invention of the paperback, yes? Nope. Instead, they dug in and circled the wagons. They believed low cost paperbacks would destroy literary culture and harm the industry (not to mention their own bank accounts). Many bookstores refused to stock them, and the early paperback publishers had to use unconventional methods of distribution – places like newsstands and drugstores. The famous author George Orwell came out publicly and said about the new paperback format, if “publishers had any sense, they would combine against them and suppress them.” Yes, George Orwell was suggesting collusion. Well… history doesn’t repeat itself, but it does rhyme. Fast forward to today, and it’s the e-book’s turn to be opposed by the literary establishment. Amazon and Hachette – a big US publisher and part of a $10 billion media conglomerate – are in the middle of a business dispute about e-books. We want lower e-book prices. Hachette does not. Many e-books are being released at $14.99 and even $19.99. That is unjustifiably high for an e-book. With an e-book, there’s no printing, no over-printing, no need to forecast, no returns, no lost sales due to out of stock, no warehousing costs, no transportation costs, and there is no secondary market – e-books cannot be resold as used books. E-books can and should be less expensive. Perhaps channeling Orwell’s decades old suggestion, Hachette has already been caught illegally colluding with its competitors to raise e-book prices. So far those parties have paid $166 million in penalties and restitution. Colluding with its competitors to raise prices wasn’t only illegal, it was also highly disrespectful to Hachette’s readers. The fact is many established incumbents in the industry have taken the position that lower e-book prices will “devalue books” and hurt “Arts and Letters.” They’re wrong. Just as paperbacks did not destroy book culture despite being ten times cheaper, neither will e-books. On the contrary, paperbacks ended up rejuvenating the book industry and making it stronger. The same will happen with e-books. Many inside the echo-chamber of the industry often draw the box too small. They think books only compete against books. But in reality, books compete against mobile games, television, movies, Facebook, blogs, free news sites and more. If we want a healthy reading culture, we have to work hard to be sure books actually are competitive against these other media types, and a big part of that is working hard to make books less expensive. Moreover, e-books are highly price elastic. This means that when the price goes down, customers buy much more. We've quantified the price elasticity of e-books from repeated measurements across many titles. For every copy an e-book would sell at $14.99, it would sell 1.74 copies if priced at $9.99. So, for example, if customers would buy 100,000 copies of a particular e-book at $14.99, then customers would buy 174,000 copies of that same e-book at $9.99. Total revenue at $14.99 would be $1,499,000. Total revenue at $9.99 is $1,738,000. The important thing to note here is that the lower price is good for all parties involved: the customer is paying 33% less and the author is getting a royalty check 16% larger and being read by an audience that’s 74% larger. The pie is simply bigger.

Unless I’m dead, I’ll definitely be at your funeral. Just be sure to return the favor and show up at mine. Your death will be the death of me, and that is why you should attend my funeral. After all, if you don’t show up, I might have trouble selling all the tickets.

A call is an option to buy a stated amount of a certain stock at a fixed price—generally near the current market price—at any time during a stated period. Calls on most listed stocks are always on sale by dealers who specialize in them. The purchaser pays a generally rather moderate sum for his option; if the stock then goes up during the stated period, the rise can easily be converted into almost pure profit for him, while if the stock stays put or goes down, he simply tears up his call the way a horseplayer tears up a losing ticket, and loses nothing but the cost of the call. Therefore calls provide the cheapest possible way of gambling on the stock market, and the most convenient way of converting inside information into cash.

The ticket-buying site Fandango said pre-sales have propelled “Fifty Shades” into the 15-year-old company’s all-time Top 5 for R-rated selections. Several hundred screenings have already sold out. Some are in unanticipated hot spots, including Tupelo, Mississippi, and Chattanooga, Tennessee.

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.

Pandas: China's Secret Weapon of Mass Seduction 'Ling-Ling and Hsing-Hsing your cub is such an adorable thing!' People think you're a gift of the Chinese - but you're just on a 10 year lease. For a mere $2,000,000/year pick any panda pair -- watch zoo ticket sales zoom, triple profit share. 'Look mommy, see the cute Panda bear!' Remind me mom, how many were butchered on Tiananmen Square? 'I forget dear, but that cub is sooo cute!

She is not political. She is not political yet. She is halting, she is silent, she is unsure. She has not formed any opinions that are her own. Sometimes she hears someone else’s opinion, someone more forceful than herself (which is almost anyone) and she says that’s good for me too. So malleable she changes identities easily. How else does one figure out who one is? She has flashes of who she could be someday. She speaks in advertising jingles and silly catchphrases and slang. I am not really into politics she would say. She is self-involved. She is volunteering for her own Party of One. The Me Party. Campaigning under the Woe Is Me ticket. My seductive little solipsist. Does she know there is a war going on? Is there a war going on? Turning on the television I thought there was a sale going on, and a season finale, and some celebrities getting a divorce. She knows there is a war waging inside of her. Yet she doesn’t know who is winning. She did not vote in the last presidential election. I can’t believe it either, but there you are. She is the apathetic youth we always read about. They are silent when not texting away on fancy mobiles or talking on their cell phones about their new game console.

Sell your art, crafts, or any handcrafted item on etsy.com Develop a travel concierge service to help people when they miss their flights Offer online tutoring services in your field of expertise Host a networking event (charge a low ticket price and get sponsors to provide food) Create and sell a visitors’ guide to your town or city, or build a web resource for tourists, supported by advertisers Create an online (or offline) course in some quirky subject you happen to know a lot about Publish a blog with a new lesson on a specific topic every day Start a podcast and sell sponsorship Visit yard sales or thrift shops and buy items to resell Offer a simple freelance service—anything from fact-checking to tech support or something else entirely Become a home, office, or life organizer Manage P.R. or social media accounts for small businesses Buy and sell used textbooks to college students Sell your musings on business, art, or culture as a freelance writer Start a membership website, where people pay a monthly or annual fee to access useful information about a specific topic Write and publish a book (if I can do it, you can too!)

Video-on-demand rentals and digital downloads helped a bit as the years went on, but the movie business never fully recovered. Annual home-entertainment revenue, and the studio profits that follow from it, fell by nearly half between 2004 and 2016, from nearly $22 billion to $12 billion. At the same time, Americans became much less important to the American movie business. As the economies of developing nations throughout Latin America and Asia grew, theater construction surged and the rising middle class spent their newfound wealth on what was to them the novel and luxurious experience of a night out to see the latest Hollywood flick. International box office exploded, from $8.6 billion in 2001 to $27.2 billion in 2016. The biggest driver of growth in recent years has been China; its box office grew from $2 billion in 2011 to $6.6 billion in 2016 and is expected to surpass U.S. box office before the end of the decade. Domestic box office, meanwhile, grew by only 40 percent between 2001 and 2015, to $11.4 billion—reflecting a slight decline in attendance, once you factor in ticket price increases. Both trends were like a siren’s wail to studio executives, urging them to make fewer, bigger, louder movies. DVD sales declines were smallest for movies with budgets of more than $75 million, and as studios tried to cut costs in response to plummeting home-entertainment revenues, risky original scripts and adaptations of highbrow books were the first to go. Annual movie releases by major studios were 139 in 2016, down 32 percent

Xerox had an attractive financial model focused on leasing and servicing machines and selling toner, rather than big-ticket equipment sales. For Xerox and its salespeople, this meant steadier, more recurring income. With a large baseline of recurring revenues, budgets were more likely to be met, which allowed management to give accurate guidance to stock analysts. For customers, the cost of leasing a copier is accounted for as an operating expense, which doesn’t usually entail upper management approval as a capital purchase might. As a near-monopoly manufacturer of copiers, Xerox could reduce costs by building more of a few standard models. As owner of a fleet of potentially obsolete leased equipment, Xerox might prefer not to improve models too quickly. As Steve Jobs saw it, product people were driven out of Xerox, along with any sense of craftsmanship. Nonetheless, in 1969, Xerox launched one of the most remarkable research efforts ever, the Palo Alto Research Center (PARC), without which Apple, the PC, and the Internet would not exist. The modern PC was invented at PARC, as was Ethernet networking, the graphical user interface and the mouse to control it, email, user-friendly word processing, desktop publishing, video conferencing, and much more. The invention that most clearly fit into Xerox’s vision of the “office of the future” was the laser printer, which Hewlett-Packard exploited more successfully than Xerox. (I’m watching to see how the modern parallel, Alphabet’s moonshot ventures, works out.) Xerox notoriously failed to turn these world-changing inventions into market dominance, or any market share at all—allowing Apple, Microsoft, Hewlett-Packard, and others to build behemoth enterprises around them. At a meeting where Steve Jobs accused Bill Gates of ripping off Apple’s ideas, Gates replied, “Well Steve, I think there’s more than one way of looking at it. I think it’s like we both had this rich neighbor named Xerox and I broke in to steal his TV set and found out that you had already stolen it.

The line at the ticket sales counter was long. That was good, if the timing worked. He wanted the staff to be busy. When it was his turn, the woman behind the desk gave him that distracted smile.

Crunching data is not an automatic ticket for success, any more than putting up a website turned every company in the dotcom era into an e-commerce juggernaut. If the rollout of IT in the corporate world over the last 30 years has taught one lesson, it’s that the adoption of a transformative technology always requires careful and creative management grounded in facts. The new new thing never succeeds without a lot of help from the old old thing.

Tesla Motors was created to accelerate the advent of sustainable transport. If we clear a path to the creation of compelling electric vehicles, but then lay intellectual property landmines behind us to inhibit others, we are acting in a manner contrary to that goal. Tesla will not initiate patent lawsuits against anyone who, in good faith, wants to use our technology. When I started out with my first company, Zip2, I thought patents were a good thing and worked hard to obtain them. And maybe they were good long ago, but too often these days they serve merely to stifle progress, entrench the positions of giant corporations and enrich those in the legal profession, rather than the actual inventors. After Zip2, when I realized that receiving a patent really just meant that you bought a lottery ticket to a lawsuit, I avoided them whenever possible. At Tesla, however, we felt compelled to create patents out of concern that the big car companies would copy our technology and then use their massive manufacturing, sales and marketing power to overwhelm Tesla. We couldn’t have been more wrong. The unfortunate reality is the opposite: electric car programs (or programs for any vehicle that doesn’t burn hydrocarbons) at the major manufacturers are small to non-existent, constituting an average of far less than 1% of their total vehicle sales. Given that annual new vehicle production is approaching 100 million per year and the global fleet is approximately 2 billion cars, it is impossible for Tesla to build electric cars fast enough to address the carbon crisis. By the same token, it means the market is enormous. Our true competition is not the small trickle of non-Tesla electric cars being produced, but rather the enormous flood of gasoline cars pouring out of the world’s factories every day. We believe that Tesla, other companies making electric cars, and the world would all benefit from a common, rapidly-evolving technology platform. Technology leadership is not defined by patents, which history has repeatedly shown to be small protection indeed against a determined competitor, but rather by the ability of a company to attract and motivate the world’s most talented engineers. We believe that applying the open source philosophy to our patents will strengthen rather than diminish Tesla’s position in this regard.[431]

If you want a client to buy what you are selling, self-confidence needs to be oozing out of your pores. You must decide that there is no choice but to be the BEST salesperson that has ever existed in the history of the entire universe. Early on in my career, I bought myself a one-way ticket to planet confidence and I’ve never looked back.

McFarland understood the power of influencer marketing, paying Kendall Jenner $250,000 for a single Instagram post to drive ticket sales. He preyed directly on the lifestyle Instagram influencers valued.

Why people churn Most churn occurs at the time of the sale. In 2017, my churn was over 60%. I signed up customers who were a poor fit for my solution. Many customers thought Connex was an inventory management tool and others thought we built custom software. We had no onboarding process and we expected users to figure out Connex on their own. Many users failed to choose the right settings, since they are small business owners and not accountants. Since the software failed to work as expected, they quickly cancelled. From experience, most users churn in the first 30 days. It is critical that you reach out to them and ensure the software works correctly. My staff performs an onboarding and ensures Connex works to the customer’s satisfaction. Users churned because my software lacked features that it has today. We noticed a dramatic shift in churn, after implementing a sales and marketing process. In the first quarter of 2021, we had only a handful of refunds out of 100 purchases. People churn because they fail to achieve their desired result or experience. People buy Connex because they want accurate financial information, better order fulfillment, or protection from overselling. If the sync were inaccurate and unreliable then we would lose customers. In other cases, your software may become superfluous. For example, I used the excellent meeting automation tool Calendly. When I migrated to HubSpot, however, I no longer needed Calendly because HubSpot offered meeting automation as part of its suite of offerings. Even if your tool works, your customer’s desired situation or desired outcomes may change. I churned from my ticketing system because I was unhappy with the customer service and experienced technical issues with their chat and phone system. Companies often tack on features that are nowhere near as usable as their core offering.

Frank Sinatra never moved pianos. He didn’t worry about lighting, stage sets, or ticket sales.

Building a Blockbuster How to write compelling content that sells The term “blockbuster” has unsettling military origins, but is now used to mean a film that has blown the box office away. It usually has high production costs and budget, but (hopefully) earns it all back and more with ticket sales. Blockbusters are usually BIG movies, large in scope, scale, and budget. They tell a big story, and reach a big audience. They’re also usually “high concept,” meaning that they can be described in a single sentence. (The most famous high concept pitch was for the movie Alien which they pitched as, “Jaws in space.”)

Lots of artists wonder how to get a record deal, as though everything is easy street after that one hurdle is cleared. The fact of the matter is that if you need a record deal, you won’t get one—at least not anymore. Today, being a talented singer, a great songwriter, or an innovative composer just isn’t enough to land a major label deal. Today’s labels are looking for safe bets with proven track records of ticket sales. In fact, most of the great artists from the past that we love probably would not have gotten record deals in today’s market. It’s important to understand this because many assume that record deals are just awarded to the most talented individuals. The modern-day record industry excels at expanding upon existing commercial success, but it’s no longer interested in nor deft at scooping up raw, unknown talent and sculpting superstars.

But effort trumps skills. single. time.

Focus on Generating Revenue The City budgets for sizeable increases in municipal fines and fees each year, exhorts police and court staff to deliver those revenue increases, and closely monitors whether those increases are achieved. City officials routinely urge Chief Jackson to generate more revenue through enforcement. In March 2010, for instance, the City Finance Director wrote to Chief Jackson that “unless ticket writing ramps up significantly before the end of the year, it will be hard to significantly raise collections next year. . . . Given that we are looking at a substantial sales tax shortfall, it’s not an insignificant issue.” Similarly, in March 2013, the Finance Director wrote to the City Manager: “Court fees are anticipated to rise about 7.5%. I did ask the Chief if he thought the PD could deliver 10% increase. He indicated they could try.” The importance of focusing on revenue generation is communicated to FPD officers. Ferguson police officers from all ranks told us that revenue generation is stressed heavily within the police department, and that the message comes from City leadership. The evidence we reviewed supports this perception.

He taught that the “great priest” (i.e., the Pope) dishonours the Saviour by taking to himself the Divine power to forgive sins, which God has reserved for Himself alone. “God has borne witness that he Himself remits sins and blots out men’s iniquities through Christ who died for the sins of men. As to this, the testimony of faith is that He is the Lamb of God who took away sins and forgives the world, possessing in Himself the unique right of forgiving sins, because He is Himself at once God and man. And on this account He died as a man for sins and gave Himself to God on the cross as an offering for sins. Thus God obtained by Him and His pains the forgiveness of the sins of the world. So He alone has the power and right to forgive men their sins. Therefore, the great priest, in utmost pomp with which he raises himself above all that is called God, as a robber has laid hands on these rights of Christ. He has instituted the pilgrimage to Rome through which sins are to be cleansed away. Therefore, drunken crowds run together from all lands, and he, the father of all evil, distributes his blessing from a high place to the crowds that they may have the forgiveness of all sins and deliverance from all judgement. He saves from hell and purgatory, and there is no reason why anyone should go there. Also he sends into all lands tickets, for money, which ensure deliverance from all sins and pains; they do not even need to take the trouble to come to him, they have only to send the money and all is forgiven them. What belongs to the Lord alone, this official has taken to himself, and he draws the praise which belongs to his Lord, and becomes rich through the sale of these things. What is left for Christ to do for us when His official frees us from all sins and judgement and can make us just and holy? It is only our sins that stand in the way of our salvation. If the great priest remits all these what shall the poor Lord Jesus do? Why does the world neglect Him so and does not seek salvation from Him? Simply on this account that the great priest overshadows Him with his majesty and makes Him darkness in the world, while he, the great priest, has a great name in the world and unexampled renown. So that the Lord Jesus, already crucified, is held up to the world’s laughter, and the great priest only is in everyone’s mouth, and the world seeks and finds salvation in him.

While not exclusive to parachurch institutions, there is a reason the sale of ministry occurs more frequently outside the church than inside the church. Book sales cover author commission, conference tickets cover speaker fees, tuition payments cover tenured salaries, and proprietary licenses cover musician paychecks.

Now when these storms arise, we simply have one decision and that is how we respond to those storms. And not just how, but when we respond to these storms. In Colorado, they are world famous for the Rocky Mountains that cover the western side and the plains that cover the eastern side. Because of this, Colorado is one of the only places in the world that houses both buffalo and cows. And there is a fantastic lesson for each of us to learn about how each of these animals responds to storms. When the storm rolls in from Colorado, it usually comes from the west and heads toward the east. Now the cows are fantastic creatures, and they usually sense the storm and as it slowly begins to approach them, they turn and begin to run from the storm. But because they can’t outrun the storm, they begin to run with the storm—maximizing the time spent in the storm. As people, we tend to do the same thing in life. We spend so much time trying to avoid the inevitable changes, and we put ourselves in more difficult situations that last much longer than they should. Now the buffalo do something quite different. As the storm rolls in from the west and begins to head toward the east, the buffalo sense the storm rolling over the mountains and instead of running from the storm, they begin to charge toward the storm. Because they run directly at the storm, they end up running straight through it—minimizing the overall time spent in that storm. This is a great lesson for all of us because I promise you that one thing in life is certain and it is that storms will come. Now we can’t control how often they come, how bad they are, or when they come, but one thing is certain: that each and every one of us can control how we respond to these storms. So instead of being the cow and trying to outrun the storm, increasing your pain and frustration, from this moment forward, I challenge you to charge the storm. I challenge you to be the buffalo.

Take notes on sales calls when you ask these questions. A top objection handler uses prospects’ words against them to hold them accountable. It’s important to put their words back in their mouth. It also shows you listen, which is always a plus. Self-doubt is the leading indication of all objections, so every now and then, you need to put on your motivational speaking hat and tell people what they need to hear, not what they want to hear.

To increase show rate, make sure that you only allow people to book appointments in a forty-eight-hour period (hence the rule of 48). It amazes me that I see calendars allowing people to book calls three weeks out to speak with them. You as a salesperson need to be speaking to people who have a sense of urgency. If you speak to someone who booked an appointment outside of a two-day period, chances are they miss the call or they aren’t really that serious about getting the support to get started.

2. Excite and Validate the Prospect This should be a no-brainer, but sales is a transfer of emotion, so make sure you are excited so you can transfer that energy to your prospects, which in turn will increase show rate and close rate.

Next, make sure your appointment gets either text message or email reminders before the call, I recommend a twenty-four-hour reminder, a one-hour reminder, and a ten-minute reminder. Some say this is overboard, but trust me, you’ll see an uptick in show rate with reminders for appointments.

I’ve helped people sell a product they could barely understand simply because they mastered the art of the discovery. The goal of this section is to have the prospect feel ready to buy, but more importantly to make sure the prospect feels heard.

When training new closers and reviewing their calls, I notice that often people try to rush this part. They tend to skip through the intro, rush through the discovery, and then slow down in the pitch. This is backwards. If you rush through the discovery phase, you’ll miss your prospect 99 percent of the time. You can’t rush this part of the process. I’ve helped people sell a product they could barely understand simply because they mastered the art of the discovery.

When training new closers and reviewing their calls, I notice that often people try to rush this part. They tend to skip through the intro, rush through the discovery, and then slow down in the pitch. This is backwards. If you rush through the discovery phase, you’ll miss your prospect 99 percent of the time. You can’t rush this part of the process. I’ve helped people sell a product they could barely understand simply because they mastered the art of the discovery. The goal of this section is to have the prospect feel ready to buy, but more importantly to make sure the prospect feels heard. Some sales scripts will tell you to start by digging into the pain and asking what their challenges are. I strongly disagree; this is the incorrect way to begin this part of the process. Think about it this way: If you just met someone and within ten minutes they ask you what your deepest, darkest secret is or maybe what your fears or insecurities are, most likely you’re going to put up a wall and speak at a surface level. The same thing happens on a sales call. If we dig too early into the pain without properly building rapport and confidence, your prospect won’t open up to you.

The first area you want to touch on after initial rapport is digging into their goals. Ask the questions, “What are you looking to accomplish?” “What are your goals?” “Where do you see yourself in the next one, five, ten years?” This allows your prospect to get excited and to a place of possibility. We all get excited about what could be. So build on this initially. Ask your prospect where they want to be. How much money they want to make. How much freedom they want to have! Figure out what their goals are first.

The reality is, your confidence as a closer is the prospect’s confidence. If you break certainty . . . well, so will they. To be a top closer, focus on being so certain in your offer that nothing can change your mind that your product or service is the best on the market.

Susie, most people like the fact that they get a one-on-one coach; others like the fact they get to follow an online step-by-step course. What do you like best about the program?” Do you see what I did there? I laid out two positive answers for the prospect to choose from. This kind of questions allows me to get a positive response back about what they liked about the program. Ninety-five percent of the time your prospect will say one of the two things you list to start. We need to keep energy high here and make sure people are thinking positively about the offer. Next, once you have asked the choice of two positives, the next part of the process is to then ask a “tiedown.” A tiedown is to solidify the response of what they liked best about the offer. For example, if they responded, “Chad, I loved the coaching.” Instead of moving on and saying something like “Great, it’s super helpful” or some BS like that, let’s actually take the time to ask why they like the coaching so much or ask why the coaching program stands out to them. This allows them to tell you exactly why they like your product, but instead of hearing from you as the rep about why it’s so great, it’s important for them to tell themselves. We talked about this earlier in the book, but people believe 50 percent of what a salesperson says and 100 percent of what they say, so make sure to get them talking about the product in a positive way. So once we complete the tie-down, the next step is to then validate that they would be a great fit for the offer you are selling. Everyone needs validation to make a leap of faith to go after their goals, so tell them, “Gosh, Susie! I think you would be a great fit for our program no doubt.

sales, a prospect believes 50 percent of what you say as a salesperson but believes 100 percent of what they say themselves. So if we can be conscious enough to ask the right question for our prospects to sell themselves on why they need your offer, you’ll start closing more deals. Most importantly, your prospect won’t feel they are being sold at all. They will have made the decision to do this all on their own. That right there is influence. Remember, you’re not a product pusher, but a problem solver. Your job is to help someone help themselves. We don’t force people to buy. We help people make decisions that can further their goals.

At this stage, you now have the confidence and rapport to know you can start to dig into the pain. So in regard to selling how to write and publish a book, I might ask, “What’s been holding you back from writing this book already?” Or maybe say something like, “You have some big goals, but what has been the reason you haven’t made progress?” These great open-ended questions begin to uncover how your product can help them. Your job in this stage is to now ask questions for the prospect to tell you why they need your product. For example, if your offer has coaching support, maybe you ask, “What has held you back from staying on task to do this yourself?” Most of the time, people will say something like “lack of accountability.” Now I already knew that was the answer. You see, a great salesperson is like a lawyer. They ask questions they already know the answers to. So the way you frame questions needs to be strategic and in your favor. But don’t be afraid to dig deep here as well. A key thing I am going to address is a tie-down. These are great ways to solidify a response that sticks in the prospect’s mind. Let’s use the example above again. I ask, “What has held you back from staying on task to do this yourself?” The prospect answers, “Lack of accountability. I think I need a coach.” Well, to do a proper tie-down, instead of moving on and thinking to yourself, “Great, they need a coach!” ask a tie-down question: “Why do you think you need a coach?” Make your prospect build and put a little effort into their answers so they are meaningful to them.

when presented with options or a product with three sets, it feels complete and whole in our minds.5 Anything outside of that becomes overwhelming. Rule number one of explaining a product or offer is knowing that a confused buyer never buys. So if you overexplain and give way too many details, your prospect most likely is going to say, “I need to think about it.” The famous objection sales reps hear about 95 percent of the time.

So back to the famous selling in threes. Figure out the top three things in your program everyone must know. I’ll give you a hint because most coaching offers have these things. If someone buys a program or offer, it typically entails (1) coaching, (2) online course support or (3) online community. Those are three powerful things to focus on when explaining an offer. If you get bogged down by the details of what each of those entails when explaining to a client, it may be too much to handle.

Once you have delivered each process, it’s important to now continue the momentum with a question I like to call the “choice of two positives.” The entire idea behind this is to ask a question in favor of what your program offers. For example, a great question to ask as a follow-up after explaining your product may be “I know most people I speak with like the idea of having a coach, others like that there is a step-by-step course showing them from start to finish how to go about the process. What stands out to you?” If you didn’t catch it, I planted a seed of two options that I want the prospect to choose between when it comes to what they like. Coaching or course support. You’ll find when you give people two examples, most of the time they will pick one of those two options!

Once we have determined their goals, the next part of the process is digging into the why. People buy because they have a vision deeper than just “make more money.” As a salesperson, it’s easy to think they just want money to buy stuff, but when I actually started to dig, money meant freedom. But I didn’t stop there. Freedom meant that they could leave their nine-to-five job they hated and do something they were truly passionate about. Now I could have stopped there and moved on feeling like I discovered the why but kept going. So I asked, “Why is it important for you to leave your nine-to-five?” The answer: “Chad, I never see my kids.” He said, “I was divorced five years ago, and I now work six days a week, and my kids are playing sports, and I can never go to game or even have the opportunity to take the time off to see them. You see, if I take time off, I can’t pay my bills. I’m tired of living a life on someone else’s terms. My family deserves more.

That right there is the exact reason someone ends up overcoming procrastination, finances, lack in certainty in themself. If you as a salesperson only focus on getting this part right every single time, your sales numbers will skyrocket. Most salespeople glaze over this and get excited about telling someone how great their product is. I promise you this part is why people buy. They take action because there is a more meaningful purpose behind the goal. So dig deep. Don’t be afraid. Help your client know this is meaningful to them.