Valued Client Quotes

Marketing is not the art of finding clever ways to dispose of what you make. It is the art of creating genuine customer value.

The economy is always changing. Therefore, business strategy should change to adapt. And the way to adapt is to find new ways to add value to the customers lives. At Mayflower-Plymouth, we're here to help your business thrive in this way.

Do not compromise on the quality and your customers will not negotiate on the price.

When a man’s face contorts in bitterness and hatred, he looks a little insane. When his mood changes from elated to assaultive in the time it takes to turn around, his mental stability seems open to question. When he accuses his partner of plotting to harm him, he seems paranoid. It is no wonder that the partner of an abusive man would come to suspect that he was mentally ill. Yet the great majority of my clients over the years have been psychologically “normal.” Their minds work logically; they understand cause and effect; they don’t hallucinate. Their perceptions of most life circumstances are reasonably accurate. They get good reports at work; they do well in school or training programs; and no one other than their partners—and children—thinks that there is anything wrong with them. Their value system is unhealthy, not their psychology.

It's best to magnetize your business to specific kinds of customers; customers that are aligned with the businesses goals, purpose, and values. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

The goal is to have customers who appreciate the value your business is selling; and customers who are willing and able to pay for that value. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

When it comes to getting a job or client, congruent value is aligning the employer's need with your value add.

The core essence of business is creating value or adding value for other people. And those other people we call customers or clients.

People buy from businesses for many reasons. Among those reasons include: favorable price, favorable accessibility, demonstrated shared values, label identification, and more. The more reasons you can give people to buy from your business, the better sales numbers your business will experience.

Time and again in my clients, I have seen simple people become significant and creative in their own spheres, as they have developed more trust of the processes going on within themselves, and have dared to feel their own feelings, live by values which they discover within, and express themselves in their own unique ways.

Get up in the morning on a mission to save prospective clients from the shabby, ill-fitting, overpriced and worthless alternatives that those charlatans - who are your competition - are trying to get away with flogging them.

Although most introverts seek time alone as an alternative to people and competition, solitude is a power source for the introvert. And for someone wanting to exert control, solitude is indeed threatening. Many sales schemes rely on “today only” impulse purchases because “sleeping on it” will help you realize that you don’t need the product. Cults gain their power by depriving members of any time alone. Clients in my office comment on what a difference it makes to have time to think, and value psychotherapy for its attention to inner processes.

Clients don't pay you to try. Their least expectation is to at least get from you value for their money. However, your aim should be to wow them.

Holistic Wealth Coaching isn’t just about financial success; it’s about helping clients build a balanced life that aligns with their deepest values and dreams.

1. Bangladesh.... In 1971 ... Kissinger overrode all advice in order to support the Pakistani generals in both their civilian massacre policy in East Bengal and their armed attack on India from West Pakistan.... This led to a moral and political catastrophe the effects of which are still sorely felt. Kissinger’s undisclosed reason for the ‘tilt’ was the supposed but never materialised ‘brokerage’ offered by the dictator Yahya Khan in the course of secret diplomacy between Nixon and China.... Of the new state of Bangladesh, Kissinger remarked coldly that it was ‘a basket case’ before turning his unsolicited expertise elsewhere. 2. Chile.... Kissinger had direct personal knowledge of the CIA’s plan to kidnap and murder General René Schneider, the head of the Chilean Armed Forces ... who refused to countenance military intervention in politics. In his hatred for the Allende Government, Kissinger even outdid Richard Helms ... who warned him that a coup in such a stable democracy would be hard to procure. The murder of Schneider nonetheless went ahead, at Kissinger’s urging and with American financing, just between Allende’s election and his confirmation.... This was one of the relatively few times that Mr Kissinger (his success in getting people to call him ‘Doctor’ is greater than that of most PhDs) involved himself in the assassination of a single named individual rather than the slaughter of anonymous thousands. His jocular remark on this occasion—‘I don’t see why we have to let a country go Marxist just because its people are irresponsible’—suggests he may have been having the best of times.... 3. Cyprus.... Kissinger approved of the preparations by Greek Cypriot fascists for the murder of President Makarios, and sanctioned the coup which tried to extend the rule of the Athens junta (a favoured client of his) to the island. When despite great waste of life this coup failed in its objective, which was also Kissinger’s, of enforced partition, Kissinger promiscuously switched sides to support an even bloodier intervention by Turkey. Thomas Boyatt ... went to Kissinger in advance of the anti-Makarios putsch and warned him that it could lead to a civil war. ‘Spare me the civics lecture,’ replied Kissinger, who as you can readily see had an aphorism for all occasions. 4. Kurdistan. Having endorsed the covert policy of supporting a Kurdish revolt in northern Iraq between 1974 and 1975, with ‘deniable’ assistance also provided by Israel and the Shah of Iran, Kissinger made it plain to his subordinates that the Kurds were not to be allowed to win, but were to be employed for their nuisance value alone. They were not to be told that this was the case, but soon found out when the Shah and Saddam Hussein composed their differences, and American aid to Kurdistan was cut off. Hardened CIA hands went to Kissinger ... for an aid programme for the many thousands of Kurdish refugees who were thus abruptly created.... The apercu of the day was: ‘foreign policy should not he confused with missionary work.’ Saddam Hussein heartily concurred. 5. East Timor. The day after Kissinger left Djakarta in 1975, the Armed Forces of Indonesia employed American weapons to invade and subjugate the independent former Portuguese colony of East Timor. Isaacson gives a figure of 100,000 deaths resulting from the occupation, or one-seventh of the population, and there are good judges who put this estimate on the low side. Kissinger was furious when news of his own collusion was leaked, because as well as breaking international law the Indonesians were also violating an agreement with the United States.... Monroe Leigh ... pointed out this awkward latter fact. Kissinger snapped: ‘The Israelis when they go into Lebanon—when was the last time we protested that?’ A good question, even if it did not and does not lie especially well in his mouth. It goes on and on and on until one cannot eat enough to vomit enough.

You need to position yourself to your referral sources and your current clients as providing exceptional value and experiences in everything you do

Of course we receive payment from customers and clients for the value we provide. But we receive that payment in exchange for making their lives better in some way.

The fundamental priority of every business is to create value for its customers or clients — to improve their lives in some way through the products or services being sold by the business.

The most important question for every client is "W X ho are you?" I'm not as interested in an answer as I am in teaching a process that the girl can use for the rest of her life. The process involves looking within to find a true core of self, acknowledging unique gifts, accepting all feelings, not just the socially acceptable ones, and making deep and firm decisions about values and meaning. The process includes knowing the difference between thinking and feeling, between immediate gratification and long-term goals, and between her own voice and the voices of others. The process includes discovering the personal impact of our cultural rules for women. It includes discussion about breaking those rules and formulating new, healthy guidelines for the self. The process teaches girls to chart a course based on the dictates of their true selves. The process is nonlinear, arduous, and discouraging. It is also joyful, creative and full of surprises.

Don’t accept contingency fees or “pay for performance”; you’re not a trained animal act. Variables are often outside your control, and besides, you’re being paid for your best advice. It’s up to the client to implement it effectively.

Having spent most of my life looking at things of every description, including those in my clients’ homes, I have discovered three common elements involved in attraction: the actual beauty of the object itself (innate attraction), the amount of love that has been poured into it (acquired attraction), and the amount of history or significance it has accrued (experiential value).

Watching my clients, I have come to a much better understanding of creative people. El Greco, for example, must have realized as he looked at some of his early work, that 'good painters do not paint like that.' But somehow he trusted his own experiencing of life, the process of himself, sufficiently that he could go on expressing his own unique perceptions. It was as though he could say, 'Good artists do not paint like this, but I paint like this.' Or to move to another field, Ernest Hemingway was surely aware that 'good writers do not write like this.' But fortunately he moved toward being Hemingway, being himself, rather than toward some one else's conception of a good writer. Einstein seems to have been unusually oblivious to the fact that good physicists did not think his kind of thoughts. Rather than drawing back because of his inadequate academic preparation in physics, he simply moved toward being Einstein, toward thinking his own thoughts, toward being as truly and deeply himself as he could. This is not a phenomenon which occurs only in the artist or the genius. Time and again in my clients, I have seen simple people become significant and creative in their own spheres, as they have developed more trust of the processes going on within themselves, and have dared to feel their own feelings, live by values which they discover within, and express themselves in their own unique ways.

That’s the heart of this entire concept. Clients do not buy ‘things’. They buy the experiences that those ‘things’ are able to deliver. And, when so doing, they measure the benefits against the costs. Which leads us directly to consider: what is a value proposition?

Client-therapist disagreement about the goals and tasks of therapy may impair the therapeutic alliance.† This issue is not restricted to group therapy. Client-therapist discrepancies on therapeutic factors also occur in individual psychotherapy. A large study of psychoanalytically oriented therapy found that clients attributed their successful therapy to relationship factors, whereas their therapists gave precedence to technical skills and techniques.84 In general, analytic therapists value the coming to consciousness of unconscious factors and the subsequent linkage between childhood experiences and present symptoms far more than do their clients, who deny the importance or even the existence of these elements in therapy; instead they emphasize the personal elements of the relationship and the encounter with a new, accepting type of authority figure.

For example, the client who values education might be asked, “What if you received the education, but no one knew. Would that still be of importance?

You have also become a trusted adviser and a friend. And you should think of your clients as dear, valued friends.

Convert your fans into your customers by adding value to what you do.

Your dreams can earn you money and provision when you don’t only have fans, but customers.

I tried everything in my power. If anyone was negligent that night, Mr. Farrell, it was your client. He believed too much in nothing. Very unwise behavior. Very unsafe behavior...

Instead of viewing money and position as the sole or even chief markers of success, women also tend to place a high value on the quality of their lives at work and the impact of their contributions. Enjoying co-workers and clients, having some degree of control over their time, and believing that their work makes a positive difference in the world are key motivators for many successful women.

Margot Shears says to Paddy - on lawyers crossing the line: "You really think I would believe you did those things in furtherance of your duty to your client? Paddy, Paddy, Paddy. Shame on you. Nobody sins for somebody else.

In the wake of the generative content era, using AI to generate content for clients may seem convenient, but it is not a sustainable long-term strategy. Clients can easily access similar AI tools themselves. Instead, focus on leveraging artificial intelligence to enhance your creativity, streamline processes, and provide personalized value to your clients. With this, you are several yards ahead of the packs out there and your result will be massive.

My years of struggling against inequality, abusive power, poverty, oppression, and injustice had finally revealed something to me about myself. Being close to suffering, death, executions, and cruel punishments didn't just illuminate the brokenness of others; in a moment of anguish and heartbreak, it also exposed my own brokenness. You can't effectively fight abusive power, poverty, inequality, illness, oppression, or injustice and not be broken by it. We are all broken by something. We have all hurt someone and have been hurt. We all share the condition of brokenness even if our brokenness is not equivalent. The ways in which I have been hurt - and have hurt others - are different from the ways Jimmy Dill suffered and caused suffering. But our shared brokenness connected us. Thomas Merton said: We are bodies of broken bones. I guess I'd always known but never fully considered that being broken is what makes us human. We all have our reasons. Sometimes we're fractured by the choices we make; sometimes we're shattered by things we would never have chosen. But our brokenness is also the source of our common humanity, the basis for our shared search for comfort, meaning, and healing. Our shared vulnerability and imperfection nurtures and sustains our capacity for compassion. We have a choice. We can embrace our humanness, which means embracing our broken natures and the compassion that remains our best hope for healing. Or we can deny our brokenness, forswear compassion, and, as a result, deny our own humanity. I thought of the guards strapping Jimmy Dill to the gurney that very hour. I thought of the people who would cheer his death and see it as some kind of victory. I realized they were broken people, too, even if they would never admit it. So many of us have become afraid and angry. We've become so fearful and vengeful that we've thrown away children, discarded the disabled, and sanctioned the imprisonment of the sick and the weak - not because they are a threat to public safety or beyond rehabilitation but because we think it makes us seem tough, less broken. I thought of the victims of violent crime and the survivors of murdered loved ones, and how we've pressured them to recycle their pain and anguish and give it back to the offenders we prosecute. I thought of the many ways we've legalized vengeful and cruel punishments, how we've allowed our victimization to justify the victimization of others. We've submitted to the harsh instinct to crush those among us whose brokenness is most visible. But simply punishing the broken - walking away from them or hiding them from sight - only ensures that they remain broken and we do, too. There is no wholeness outside of our reciprocal humanity. I frequently had difficult conversations with clients who were struggling and despairing over their situations - over the things they'd done, or had been done to them, that had led them to painful moments. Whenever things got really bad, and they were questioning the value of their lives, I would remind them that each of us is more than the worst thing we've ever done. I told them that if someone tells a lie, that person is not just a liar. If you take something that doesn't belong to you, you are not just a thief. Even if you kill someone, you're not just a killer. I told myself that evening what I had been telling my clients for years. I am more than broken. In fact, there is a strength, a power even, in understanding brokenness, because embracing our brokenness creates a need and desire for mercy, and perhaps a corresponding need to show mercy. When you experience mercy, you learn things that are hard to learn otherwise. You see things that you can't otherwise see; you hear things you can't otherwise hear. You begin to recognize the humanity that resides in each of us.

While making money was good, having meaningful work and meaningful relationships was far better. To me, meaningful work is being on a mission I become engrossed in, and meaningful relationships are those I have with people I care deeply about and who care deeply about me. Think about it: It’s senseless to have making money as your goal as money has no intrinsic value—its value comes from what it can buy, and it can’t buy everything. It’s smarter to start with what you really want, which are your real goals, and then work back to what you need to attain them. Money will be one of the things you need, but it’s not the only one and certainly not the most important one once you get past having the amount you need to get what you really want. When thinking about the things you really want, it pays to think of their relative values so you weigh them properly. In my case, I wanted meaningful work and meaningful relationships equally, and I valued money less—as long as I had enough to take care of my basic needs. In thinking about the relative importance of great relationships and money, it was clear that relationships were more important because there is no amount of money I would take in exchange for a meaningful relationship, because there is nothing I could buy with that money that would be more valuable. So, for me, meaningful work and meaningful relationships were and still are my primary goals and everything I did was for them. Making money was an incidental consequence of that. In the late 1970s, I began sending my observations about the markets to clients via telex. The genesis of these Daily Observations (“ Grains and Oilseeds,” “Livestock and Meats,” “Economy and Financial Markets”) was pretty simple: While our primary business was in managing risk exposures, our clients also called to pick my brain about the markets. Taking those calls became time-consuming, so I decided it would be more efficient to write down my thoughts every day so others could understand my logic and help improve it. It was a good discipline since it forced me to research and reflect every day. It also became a key channel of communication for our business. Today, almost forty years and ten thousand publications later, our Daily Observations are read, reflected on, and argued about by clients and policymakers around the world. I’m still writing them, along with others at Bridgewater, and expect to continue to write them until people don’t care to read them or I die.

For the ADHD client, the finishing task is the most likely to be neglected, so we must therefore value the ease of putting something away above the ease of finding it. (Because if it has been put away, it will be found, but if it hasn’t been put away, it could be lost for good.). For

When you have a business and people in a business that are feeling fulfilled because they're adding value to other peoples lives and they're making money because of that- you've got a win win win win win win situation - everybody's winning. Customers and clients are winning because their lives are improving with the services or products that the business provides them. Business managers owners and employees are winning because they're receiving compensation and a sense of fulfillment for the value they add. And because these two groups of people are winning, society as a whole is winning.

when you have a CEO who is so ingrained in the agency, staff, and each and every one of the clients, you only want to push yourself further.” Because Barby is so transparent about her values and vision for the organization, “There’s no question,” according to Alison, “that people want to follow her.

It is understandable if you are struggling to reconcile images of a smooth moving Justin Timberlake singing, “I’m bringing sexy back…” with the experience of working in aged care! Sexy is often everything that aged care is not. But by using the word “sexy” I am not referring to the high octane experience of being intimate with someone. Who knows though, your older adult clients may well want to talk about such things! How senior friendly to encourage this? What I am referring to is bringing the spice or pizzazz associated with respect back to our Western society that appears to have lost its way in valuing seniors.

An ever growing part of our major institutions’ functions is the cultivation and maintenance of three sets of illusions which turn the citizen into a client to be saved by experts...The first enslaving illusion is the idea that people are born to be consumers and that they can attain any of their goals by purchasing goods and services. This illusion is due to an educated blindness to the worth of use-values in the total economy. In none of the economic models serving as national guidelines is there a variable to account for non-marketable use-values any more than there is a variable for nature's perennial contribution.

The commercial pressures, the forces urging us to buy and discard and buy again. When everything in public life has a logo attached to it, when every public space is disfigured with advertisements, when nothing if public value and importance can take place without commercial sponsorship, when schools and hospitals have to act as if their guiding principle were market forces rather than human need,..., when citizens become consumers and clients, patients, guests, students and passengers are all flattened into customers, what price the school of morals? The answer is: what it would fetch in the market, and not a penny more.

I want to be successful, but I also want to be happy. I want to be loving and patient with my kids instead of cold, angry, or irritable. I want to have harmony, intimacy, deep sharing, and passionate sex with my wife. I don’t want to be distant, live like roommates, bicker, criticize, or have hurtful fights that involve attacking each other’s vulnerabilities. I want to be an inspiring leader in my business. I want my team to speak freely, challenge me, support me, and have fun working with me. I don’t want them to fear me, secretly dislike me, degrade me behind my back, and wish they had a better job. I want my clients and customers to feel cared about, inspired, challenged, and respected. I want them to feel like they got so much value out of their investment that they can’t put a dollar amount on how much better their lives are now. I don’t want them to feel let down, uncared for, like a bother, and that their growth and success is irrelevant to me. In short, I want to be a “good person” too. However you define that in your world, I’d imagine it’s pretty similar.

I frequently had difficult conversations with clients who were struggling and despairing over their situations—over the things they’d done, or had been done to them, that had led them to painful moments. Whenever things got really bad, and they were questioning the value of their lives, I would remind them that each of us is more than the worst thing we’ve ever done.

I'm tempted to point out that our dealings, however unusual and close, were the dealings of businessmen. My ease with this state of affairs no doubt reveals a shortcoming on my part, but it's the same quality that enables me to thrive at work, where so many of the brisk, tough, successful men I meet are secretly sick to their stomachs and their quarterlies, are being eaten alive by bosses and clients and all-seeing wives and judgmental offspring, and are, in sum, desperate to be taken at face value and very happy to reciprocate the courtesy. This chronic and, I think, peculiarly male strain of humiliation explains the slight affection that bonds so many of us, but such affection depends on a certain reserve. Chuck observed the code, and so did I; neither pressed the other on delicate subjects.

True happiness…is not attained through self-gratification but through fidelity to a worthy purpose. —Helen Keller How many breaths do you think you have left in your life? How many sunsets have you stood in awe of this month? How many more sunsets do you think you have left? How many times have you told your best friend that you love them recently? How many more “I love yous” might you have left to give this person?

Three, no matter what career you choose, do your best to hold high its traditional professional values, now swiftly eroding, in which serving the client is always the highest priority. And don’t ignore the greater good of your community, your nation, and your world. As William Penn pointed out, “We pass through this world but once, so do now any good you can do, and show now any kindness you can show, for we shall not pass this way again.”   As

Whenever things got really bad, and they were questioning the value of their lives, I would remind them that each of us is more than the worst thing we’ve ever done. I told them that if someone tells a lie, that person is not just a liar. If you take something that doesn’t belong to you, you are not just a thief. Even if you kill someone, you’re not just a killer. I told myself that evening what I had been telling my clients for years. I am more than broken.

Esmé Weijun Wang writes in The Collected Schizophrenias about speaking to medical professionals about her experiences with schizophrenia. A doctor approached her to thank her afterward, but what she said shows how many able-bodied people don’t treat or see disabled people as human: She said that she was grateful for this reminder that her patients are human too. She starts out with such hope, she said, every time a new patient comes—and then they relapse and return, relapse and return. The clients, or patients, exhibit their illness in ways that prevent them from seeming like people who can dream, or like people who can have others dream for them. Disabled voices like Wang’s and others are needed to change the narratives around disability—to insist on disabled people’s humanity and complexity, to resist inspiration porn, to challenge the binary that says disabled bodies and lives are less important or tragic or that they have value only if they can be fixed or be cured or be made productive.

THREE COMMUNICATION LESSONS FROM THE MOST FASCINATING BRANDS       1.   Don’t focus on how you are similar to others, but how you are different. Leading brands stand out by sharpening their points of difference. The more clearly and distinctly a brand can pinpoint its differences, the more valuable it becomes. If a brand can carve out a very clear spot in people’s minds, the product or service ceases to be a commodity. As we’ll see in Part II, different personality Advantages can be more valuable than similar ones. 2.   Your differences can be very small and simple. The reality is, most products are virtually indistinguishable from their competitors. Yet a leading brand can build a strong competitive edge around very minor differences. Similarly, you don’t need to be dramatically different than everyone else—your difference can be minute, as long as it is clearly defined. The more competitive the market, the more crucial this becomes. 3.   Once you “own” a difference, you can charge more money. People pay more for products and people who add distinct value in some way. And just as customers pay more for fascinating brands, employers pay higher salaries for employees who stand out with a specific benefit. If you are an entrepreneur or small business owner, your clients and customers will have a higher perceived value of your time and services if they can clearly understand why you are different than your competitors. The more crowded the environment, the more crucial these lessons become.

In my case, prostitution was a crucial step in rebuilding myself after the rape. A business of dollar-by-dollar compensation, for what had been taken from me by brute force. I must have kept intact whatever I could sell to each client. If I could sell times in a row then it wasn't something that could be destroyed by use. My sex belonged to me only, it didn't lose value through being used, and it could profitable. I was once again in an ultra-feminine position, but this time I was bringing in a profit.

No, you aren’t. They can hang me higher than Haman for all you care. It’s written as plainly on your face as hard work is written on your hands. You wanted something from me and you wanted it badly enough to put on quite a show. Why didn’t you come out in the open and tell me what it was? You’d have stood a much better chance of getting it, for if there’s one virtue I value in women it’s frankness. But no, you had to come jingling your earbobs and pouting and frisking like a prostitute with a prospective client.

As an organization, McKinsey is extremely good at figuring out how much a team can do over the length of a typical study. The best EDs can balance the competing demands of client and team to a nicety; they tell the client, “We’re going to do X and Y. We could do Z, but it would kill the team,” while telling the team, “Look, we’ve already promised the client that we would do Z, so we’ve got to deliver.” They then work the team to its limit while simultaneously making the client feel that he is getting value for money and exceeding his expectations.

That society seems to think my virginity is actually worth something is ridiculous. I don’t get anything for having my virginity, and I’m not compensated for losing it, but people seem to think they have the right to tell me—and other women—what to do with our bodies. A man’s virginity is worthless. Nobody cares if a man goes to his wedding day a virgin. There are no campaigns to preserve his precious virginity because a man’s virginity has no value. It’s expected most men are practiced at sleeping around. Women are the ones who pay the price in the eyes of society.

I sprinted into the conference room as my boss, and the owner of this law firm, Cherie Poitras, grabbed her client around the waist, a woman dressed to the nines in high heels and a cream suit. The woman had actually crawled up on the conference table and lunged for her husband. Cherie and I wrestled her off, but not before the husband’s attorney put him in a headlock to keep him from strangling his soon-to-be ex-wife. Even in a headlock, the husband, a local politician who stressed the sanctity of marriage and traditional values, struggled to get at his wife, his arms and legs flailing around...

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And within two weeks, Peter Foo was already proven right. Business for the firm expanded in leaps & bounds as both old & new clients wanted to meet the lovely slave girl that he kept naked in his penthouse & to partake of the ambrosial Nectar that she served. So much so that the three million dollars that he had paid for her was fully recovered out of profits. And new orders that flooded the firm showed that his initial investment on the girl would increase in value tenfold within a year. He had therefore acquired the lovely slave girl, Briseis,for free. And that was why Peter Foo was likened by the Directors to Zeus/Jupiter, the King of the Gods.[MMT]

Break Up With Nightmare Clients “People either inspire you, or they drain you – pick them wisely.”  – Hans F. Hansen You know who they are. They make you cringe when you see who’s calling. You’ll do anything to avoid actually talking to them. They keep you up at night. They are the clients you wouldn’t wish on your worse enemy. If you ever want to achieve Business Zen, you have to break up with these people. You can’t control every aspect of your business and some days will just suck. But you can control whom you work with. As business minimalists, we strive to eliminate clutter and keep what has the most value. Breaking up with these clients is essential to achieving peace of mind, and reduce your stress levels. Dealing

Through this do-nothing service, I’ve encountered a lot of different perspectives on money. Everybody wants money and it’s difficult not to feel stressed when you don’t have it. So when we do something, we tend to think about financial benefit. I think that is why new ideas so rarely take shape. If I were to make money a top priority, whatever I did would be dull. Rather than avoiding stress, I’d become even more stressed. So I put the issue of money aside. For now, this allows me to do interesting things. And perhaps these will lead to something that makes money in the future. As I said before, if I charged clients it would lead nowhere. I think ignoring money has allowed me to have different values, which stimulate new and different ways of relating to people.

He always carried (I have not yet mentioned it, I think) a pocket-handkerchief of rich silk and of imposing proportions, which was of great value to him in his profession. I have seen him so terrify a client or a witness by ceremoniously unfolding this pocket-handkerchief as if he were immediately going to blow his nose, and then pausing, as if he knew he should not have time to do it before such client or witness committed himself, that the self-committal has followed directly, quite as a matter of course. When I saw him in the room he had this expressive pocket-handkerchief in both hands, and was looking at us. On meeting my eye, he said plainly, by a momentary and silent pause in that attitude, "Indeed? Singular!" and then put the handkerchief to its right use with wonderful effect.

Red Flags And Deal Breakers What signals or signs can you look for, as early in the sales process as possible, to warn you (and the client) that working together is a waste of time? Here are some examples of red flags: They just installed a _______ kind of system. They already have an agency/service provider in place, or a full-time in-house person dedicated to ___. They churn-and-burn the consultants or agencies they hire to do _____________. Know-it-alls / “We know what we’re doing.” Geography. Their monthly budget for ________ is only ________. These industries never seem to work: _____, _____, _____. This area of work is totally new to them, and they don’t understand it yet. (That is, you would have to do a lot of education of the client before they would even understand the value of your service.)

Most people have heard of Mahatma Gandhi, the man who led India to independence from British rule. His life has been memorialized in books and film, and he is regarded as one of the great men in history. But did you know Gandhi did not start out as a great hero? He was born into a middle-class family. He had low self-esteem, and that made him reluctant to interact with others. He wasn’t a very good student, either, and he struggled just to finish high school. His first attempt at higher education ended in five months. His parents decided to send him to England to finish his education, hoping the new environment would motivate him. Gandhi became a lawyer. The problem when he returned to India was that he didn’t know much about Indian law and had trouble finding clients. So he migrated to South Africa and got a job as a clerk. Gandhi’s life changed one day while riding on a train in South Africa in the first-class section. Because of his dark skin, he was forced to move to a freight car. He refused, and they kicked him off the train. It was then he realized he was afraid of challenging authority, but that he suddenly wanted to help others overcome discrimination if he could. He created a new vision for himself that had value and purpose. He saw value in helping people free themselves from discrimination and injustice. He discovered purpose in life where none had existed previously, and that sense of purpose pulled him forward and motivated him to do what best-selling author and motivational speaker Andy Andrews calls “persist without exception.” His purpose and value turned him into the winner he was born to be,

It was in Cleveland that Magic Slim became the most successful pornographic film producer in America. His training center was a key link in a human trafficking supply chain stretching from the former Soviet Republics in Eastern Europe to the United States. Trafficking accounts for an estimated $32 billion in annual trade with sex slavery and pornographic film production accounting for the greatest percentage. The girls arrived at Slim’s building young and naive, they left older and wiser. This was a classic value chain with each link making a contribution.  Slim’s trainers were the best, and it showed in the final product. Each class of girls was judged on the merits. The fast learners went on to advanced training. They learned proper etiquette, social skills and party games. They learned how to dress, apply makeup and discuss world events.  Best in-class were advertised in international style magazines with code words. These codes were known only to select clients and certain intermediaries approved by Slim. This elaborate distribution system was part of Slim’s business model, his clients paid an annual subscription fee for the on-line dictionary. The code words and descriptions were revised monthly.  An interested client would pay an access fee for further information that included a set of professional  photographs, a video and voice recordings of the model addressing the client by name.  Should the client accept, a detailed travel itinerary was submitted calling for first class travel and accommodation.  Slim required a letter of understanding spelling out terms and conditions and a 50% deposit. He didn’t like contracts, his word was his bond, everyone along the chain knew that. Slim's business was booming.

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what. Content strategy asks these questions of stakeholders and clients: Why are we doing this? What are we hoping to accomplish, change, or encourage? How will we measure the success of this initiative and the content in it? What measurements of success or metrics do we need to monitor to know if we are successful? How will we ensure the web remains a priority? What do we need to change in resources, staffing, and budgets to maintain the value of communication within and from the organization? What are we trying to communicate? What's the hierarchy of that messaging? This isn't Sophie's Choice, but when you start prioritizing features on a homepage and allocating budget to your list of features and content needs, get ready to make some tough calls. What content types best meet the needs of our target audience and their changing, multiple contexts? What content types best fit the skills of our

As I finished my rice, I sketched out the plot of a pornographic adventure film called The Massage Room. Sirien, a young girl from northern Thailand, falls hopelessly in love with Bob, an American student who winds up in the massage parlor by accident, dragged there by his buddies after a fatefully boozy evening. Bob doesn't touch her, he's happy just to look at her with his lovely, pale-blue eyes and tell her about his hometown - in North Carolina, or somewhere like that. They see each other several more times, whenever Sirien isn't working, but, sadly, Bob must leave to finish his senior year at Yale. Ellipsis. Sirien waits expectantly while continuing to satisfy the needs of her numerous clients. Though pure at heart, she fervently jerks off and sucks paunchy, mustached Frenchmen (supporting role for Gerard Jugnot), corpulent, bald Germans (supporting role for some German actor). Finally, Bob returns and tries to free her from her hell - but the Chinese mafia doesn't see things in quite the same light. Bob persuades the American ambassador and the president of some humanitarian organization opposed to the exploitation of young girls to intervene (supporting role for Jane Fonda). What with the Chinese mafia (hint at the Triads) and the collusion of Thai generals (political angle, appeal to democratic values), there would be a lot of fight scenes and chase sequences through the streets of Bangkok. At the end of the day, Bob carries her off. But in the penultimate scene, Sirien gives, for the first time, an honest account of the extent of her sexual experience. All the cocks she has sucked as a humble massage parlor employee, she has sucked in the anticipation, in the hope of sucking Bob's cock, into which all the others were subsumed - well, I'd have to work on the dialogue. Cross fade between the two rivers (the Chao Phraya, the Delaware). Closing credits. For the European market, I already had line in mind, along the lines of "If you liked The Music Room, you'll love The Massage Room.

Tips for Mailings to Sell Professional Services Credibility is critical here. Descriptive items of fact (such as number of years in business, number of clients served, sample client lists, and so on) can all be of tremendous value. However, “believability” is even more important than “credibility.” The facts about your business, such as years in business, clients served, proprietary methods, and so on are important, but not nearly as persuasive as what clients have to say about their real-life experiences with you, benefits realized, and skepticism erased. Facts and credibility only support persuasion. Consider offering a free initial consultation or a free package of informative literature; this may break down barriers of skepticism and mistrust. Answer the question: why should the reader bother? Similarly, you should work at making the intangible benefits of your product tangible. This can be accomplished with before/after photographs, slice-of-life stories, case histories, or other examples. Demonstrate the value!

During the boisterous years of my youth nothing used to damp my wild spirits so much as to think that I was born at a time when the world had manifestly decided not to erect any more temples of fame except in honour of business people and State officials. The tempest of historical achievements seemed to have permanently subsided, so much so that the future appeared to be irrevocably delivered over to what was called peaceful competition between the nations. This simply meant a system of mutual exploitation by fraudulent means, the principle of resorting to the use of force in self-defence being formally excluded. Individual countries increasingly assumed the appearance of commercial undertakings, grabbing territory and clients and concessions from each other under any and every kind of pretext. And it was all staged to an accompaniment of loud but innocuous shouting. This trend of affairs seemed destined to develop steadily and permanently. Having the support of public approbation, it seemed bound eventually to transform the world into a mammoth department store. In the vestibule of this emporium there would be rows of monumental busts which would confer immortality on those profiteers who had proved themselves the shrewdest at their trade and those administrative officials who had shown themselves the most innocuous. The salesmen could be represented by the English and the administrative functionaries by the Germans; whereas the Jews would be sacrificed to the unprofitable calling of proprietorship, for they are constantly avowing that they make no profits and are always being called upon to 'pay out'. Moreover they have the advantage of being versed in the foreign languages. Why could I not have been born a hundred years ago? I used to ask myself. Somewhere about the time of the Wars of Liberation, when a man was still of some value even though he had no 'business'. Thus I used to think it an ill-deserved stroke of bad luck that I had arrived too late on this terrestrial globe, and I felt chagrined at the idea that my life would have to run its course along peaceful and orderly lines. As a boy I was anything but a pacifist and all attempts to make me so turned out futile.

Banks were once an extremely valuable part of the economy and did a lot of good in advancing civilization. Banks played a pivotal role in financing big projects like roads, bridges, factories, stadiums, etc. Banks were to the economy what the heart is to the human body. But that has ended. Traditional banks have become extra toxic entities in the economy. It’s partially the fault of excessive government regulations that have made everything dysfunctional and it’s partially the fault of greedy bankers putting profits above customers and shareholders above society... But nonetheless, banks today offer very little benefit to their clients. They pay barely anything in interest. They offer barely anything in growth. They move money too slowly. They’re too restrictive. They’re selling the same boring products and services they did a hundred years ago. And they have too much power over peoples accounts. Soon, the many new companies and applications that emerge on the Ethereum infrastructure will eliminate the need for traditional banks and eliminate their value proposition by providing people with superior value. Everything from growth to asset management to lending can be done even better on the Ethereum infrastructure by anyone.

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If we look honestly at the way many people manage their dogs today, we are faced with a staggering reflection of irresponsibility and lack of compassion. It is difficult to refer to a dog as “man’s best friend” when more than six million unwanted adult dogs and puppies are euthanized every year. We are not speaking here of the humane killing of animals done out of a sense of responsible stewardship but of the massive human negligence that leads to euthanasia. For those who doubt the serious implications of this situation, a trip to the local animal shelter can be a real eye-opener. We recall one client who dismissed our advice about spaying her female shepherd, explaining she felt it was important for her children to have the experience of seeing puppies born. When we asked her how she intended to care for and give homes to the puppies, she responded that she really had not thought about it at all and that she would probably leave them at the local humane society when it was time for them to be weaned. We then asked her what value such an experience would have if the principal lesson her children would learn is that puppies are cute little playthings who, when sufficiently used, may then be conveniently disposed of. Fortunately, our questioning convinced her of her faulty thinking, and she left with a new respect for the implications of bringing puppies into the world.

Neoliberal economics, the logic of which is tending today to win out throughout the world thanks to international bodies like the World Bank or the International Monetary Fund and the governments to whom they, directly or indirectly, dictate their principles of ‘governance’,10 owes a certain number of its allegedly universal characteristics to the fact that it is immersed or embedded in a particular society, that is to say, rooted in a system of beliefs and values, an ethos and a moral view of the world, in short, an economic common sense, linked, as such, to the social and cognitive structures of a particular social order. It is from this particular economy that neoclassical economic theory borrows its fundamental assumptions, which it formalizes and rationalizes, thereby establishing them as the foundations of a universal model. That model rests on two postulates (which their advocates regard as proven propositions): the economy is a separate domain governed by natural and universal laws with which governments must not interfere by inappropriate intervention; the market is the optimum means for organizing production and trade efficiently and equitably in democratic societies. It is the universalization of a particular case, that of the United States of America, characterized fundamentally by the weakness of the state which, though already reduced to a bare minimum, has been further weakened by the ultra-liberal conservative revolution, giving rise as a consequence to various typical characteristics: a policy oriented towards withdrawal or abstention by the state in economic matters; the shifting into the private sector (or the contracting out) of ‘public services’ and the conversion of public goods such as health, housing, safety, education and culture – books, films, television and radio – into commercial goods and the users of those services into clients; a renunciation (linked to the reduction in the capacity to intervene in the economy) of the power to equalize opportunities and reduce inequality (which is tending to increase excessively) in the name of the old liberal ‘self-help’ tradition (a legacy of the Calvinist belief that God helps those who help themselves) and of the conservative glorification of individual responsibility (which leads, for example, to ascribing responsibility for unemployment or economic failure primarily to individuals, not to the social order, and encourages the delegation of functions of social assistance to lower levels of authority, such as the region or city); the withering away of the Hegelian–Durkheimian view of the state as a collective authority with a responsibility to act as the collective will and consciousness, and a duty to make decisions in keeping with the general interest and contribute to promoting greater solidarity. Moreover,

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When the individual has, in his process of change, reached the seventh stage, we find ourselves involved in a new dimension. The client has now incorporated the quality of motion, of flow, of changingness, into every aspect of his psychological life, and this becomes its outstanding characteristic. He lives in his feelings, knowingly and with basic trust in them and acceptance of them. The ways in which he construes experience are continually changing as his personal constructs are modified by each new living event. His experiencing is process in nature, feeling the new in each situation and interpreting it anew, interpreting in terms of the past only to the extent that the now is identical with the past. He experiences with a quality of immediacy, knowing at the same time that he experiences. He values exactness in differentiation of his feelings and of the personal meanings of his experience. His internal communication between various aspects of himself is free and unblocked. He communicates himself freely in relationships with others, and these relationships are not stereotyped, but person to person. He is aware of himself, but not as an object. Rather it is a reflexive awareness, a subjective living in himself in motion. He perceives himself as responsibly related to his problems. Indeed, he feels a fully responsible relationship to his life in all its fluid aspects. He lives fully in himself as a constantly changing flow of process.

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a new person in an old life’. This experience is common for clients who have achieved a turnaround in their attitude to their self. Previously they will have built a life around them that reflected their lack of self-acceptance. They may have been self-defeating, over-submissive and under-valuing of their own abilities. When self-acceptance is achieved all these things can now change, but sometimes at the cost of considerable turmoil. Perhaps the client’s relationships at home and at work can be nourished and strengthened by his development but it is possible that these relationships have been founded upon the client being weak.

By having no affiliation with “coin” in its name, Ethereum was moving beyond the idea of currency into the realm of cryptocommodities. While Bitcoin is mostly used to send monetary value between people, Ethereum could be used to send information between programs. It would do so by building a decentralized world computer with a Turing complete programming language.11 Developers could write programs, or applications, that would run on top of this decentralized world computer. Just as Apple builds the hardware and operating system that allows developers to build applications on top, Ethereum was promising to do the same in a distributed and global system. Ether, the native unit, would come into play as follows: Ether is a necessary element—a fuel—for operating the distributed application platform Ethereum. It is a form of payment made by the clients of the platform to the machines executing the requested operations. To put it another way, ether is the incentive ensuring that developers write quality applications (wasteful code costs more), and that the network remains healthy (people are compensated for their contributed resources).

Six Steps to Getting Started Right Now As we saw from the stories in Chapter 1, you don’t need a lot of money or special training to operate a business. You just need a product or service, a group of people who want to buy it, and a way to get paid. We’ll look at each of these things in more detail throughout the book, but you don’t have to wait to get started. Here are the six steps you need to take: 1. Decide on your product or service. 2. Set up a website, even a very basic one (you can get a free one from WordPress.org). 3. Develop an offer (an offer is distinct from a product or service; see Chapter 7 for help). 4. Ensure you have a way to get paid (get a free PayPal account to start). 5. Announce your offer to the world (see Chapter 9 for more on this). 6. Learn from steps 1 through 5, then repeat. Almost all microbusiness building follows this sequence of events. Of course, we’ll be discussing specifics as we go along, but it’s always better to start from where you are than to wait for everything to be perfect. If you have an existing business and are thinking about how to apply the concepts from this book, focus on either getting money in the bank or developing new products or services. These are the most important tasks of your business-not administration, maintenance, or anything else that takes time without creating wealth or value. If you’re not sure what to do, think about any of these ideas: Can you contact your customer list with a special offer or incentive? Can you introduce a new product or service to complement your existing portfolio? If you’re a coach or consultant, can you offer a special deal for clients who prepay? Is there a new way you can attract subscribers, clients, or customers? But one way or another . . . just do something.

During an interview with Diversity Inc.’s director of research and product development, she walked me through a typical presentation used to pitch the value of the company’s software to prospective clients. I learned that their products are especially valuable to those industries not allowed to collect ethno-racial data directly from individuals because of civil rights legislation that attempts to curb how these data are used to discriminate. But now those who work in finance, housing, and healthcare can use predictive software programs to ascertain information that they cannot request directly. The US Health Insurance Portability and Accountability Act (HIPAA) privacy rule, for example, strictly monitors the collection, storage, and communication of individuals’ “protected health information,” among other features of the law. This means that pharmaceutical companies, which market to different groups, need indirect methods to create customer profiles, because they cannot collect racial-ethnic data directly. This is where Diversity Inc. comes in. Its software programs target customers not only on the basis of race and ethnicity, but also on the basis of socioeconomic status, gender, and a growing list of other attributes. However, the company does not refer to “race” anywhere in their product descriptions. Everything is based on individuals’ names, we are told. “A person’s name is data,” according to the director of research and product development. She explains that her clients typically supply Diversity Inc. with a database of client names and her team builds knowledge around it. The process, she says, has a 96 percent accuracy rate, because so many last names are not shared across racial–ethnic groups – a phenomenon sociologists call “cultural segregation.”18

It refuses to pursue business (even though there are big volumes to be had) that doesn’t involve value-added for its clients in some meaningful way, rather than simply benefit from labor cost arbitrage.

The strategic objective of your sales conversation is to demonstrate value to your clients, to show them how you can help solve their problems or move them forward in some way.

Value clients enough to make them the central focus. Never make your clients feel like there is anyone on the planet more important than them. They are your priority. Every. Time.

The key to this matrix is the symmetry or asymmetry of the performance. Investors who lack skill simply earn the return of the market and the dictates of their style. Without skill, aggressive investors move a lot in both directions, and defensive investors move little in either direction. These investors contribute nothing beyond their choice of style. Each does well when his or her style is in favor but poorly when it isn’t. On the other hand, the performance of investors who add value is asymmetrical. The percentage of the market’s gain they capture is higher than the percentage of loss they suffer. Aggressive investors with skill do well in bull markets but don’t give it all back in corresponding bear markets, while defensive investors with skill lose relatively little in bear markets but participate reasonably in bull markets. Everything in investing is a two-edged sword and operates symmetrically, with the exception of superior skill. Only skill can be counted on to add more in propitious environments than it costs in hostile ones. This is the investment asymmetry we seek. Superior skill is the prerequisite for it. Here’s how I describe Oaktree’s performance aspirations: In good years in the market, it’s good enough to be average. Everyone makes money in the good years, and I have yet to hear anyone explain convincingly why it’s important to beat the market when the market does well. No, in the good years average is good enough. There is a time, however, when we consider it essential to beat the market, and that’s in the bad years. Our clients don’t expect to bear the full brunt of market losses when they occur, and neither do we. Thus, it’s our goal to do as well as the market when it does well and better than the market when it does poorly. At first blush that may sound like a modest goal, but it’s really quite ambitious. In order to stay up with the market when it does well, a portfolio has to incorporate good measures of beta and correlation with the market. But if we’re aided by beta and correlation on the way up, shouldn’t they be expected to hurt us on the way down? If we’re consistently able to decline less when the market declines and also participate fully when the market rises, this can be attributable to only one thing: alpha, or skill. That’s an example of value-added investing, and if demonstrated over a period of decades, it has to come from investment skill. Asymmetry—better performance on the upside than on the downside relative to what your style alone would produce—should be every investor’s goal.

New opportunities beckon-The clients & partners I desire are attracted to me. They are seeking me out. They want what I have to give. They see my value & appreciate my skills and worth. I receive them, in joy-and with commitment. My energy is large, expansive, and receptive, from a knowing that I deserve Happiness and success.

In fact, though not immigrating to a “refugee state” according to the definition used here, most of the Jewish immigrants to Israel during the early years of statehood were undoubtedly refugees—people who could not return home for fear of persecution. Yet for the institutions of the migration regime, they were primarily an important demographic factor, in terms of both their ethno-demography—after all, the Jewish state needed Jewish inhabitants—and their utility as workers, soldiers, and agricultural settlers. In keeping with the terminology of the day, they were “human material” of value for the project of building the state.16 German expellees were also a significant source of labor for the subsequent “economic miracle,” though the refugee state conceptualized them mainly as clients to support

And an Executive Business Review? An executive business review (EBR) should present information at a much higher level, with a focus on executive leadership. It is one of the most influential meetings you will have with your customer all year, yet it’s the one most organizations tend to forget. QBRs happen frequently, across the industry, but EBRs? Not so much. Less tactical and less operational than a QBR, an EBR is typically reserved for your customer’s executive leadership team because it’s a high-level review of the value your product is providing the customer. When you draft an EBR, you should be thinking along the lines of, Who is my stakeholder’s boss? How do I co-present to my stakeholder and their boss the value my product has offered and will continue to offer them? An EBR is a way to move up the value chain, promote your stakeholder’s brand inside their own company, and share wins with the executive leader. It’s a strategic meeting that should focus on reinforcing the value in your customer ROI. It should also validate the goals of the organization, because like you did with your QBRs, you’re building a partnership through open dialogue. The only difference is now you’re doing it at an executive level. EBRs should be scheduled twice a year. I typically recommend scheduling one at least three months before the customer’s renewal because if the meeting goes well, it may help move the renewal along faster. I have seen executives stop pushing on price when they’re negotiating terms, and I’ve even seen some CSMs contact a stakeholder’s executive directly to ask for their help. “We’re having trouble with this renewal. Can you step in and assist?” More often than not, the executive will call whoever they need to call and say, “Just get it done.” Plus, when you reach out and ask for help, you’re engaging executive-level advocates, which is always a good thing.

Leave magical first impressions Become your clients’ #1 trusted advisor Communicate the value you’re bringing to the table Overcome any sales resistance Inspire, motivate, and positively influence anyone around you

The Catholic legal scholar Cathleen Kaveny has argued that the reason so many of them are so unhappy—despite being generally very well paid—is the convention of the “billable hour,” which obliges them to treat their time, and thus really themselves, as a commodity to be sold off in sixty-minute chunks to clients. An hour not sold is automatically an hour wasted. So when an outwardly successful, hard-charging attorney fails to show up for a family dinner, or his child’s school play, it’s not necessarily because he’s “too busy,” in the straightforward sense of having too much to do. It may also be because he’s no longer able to conceive of an activity that can’t be commodified as something worth doing at all. As Kaveny writes, “Lawyers imbued with the ethos of the billable hour have difficulty grasping a non-commodified understanding of the meaning of time that would allow them to appreciate the true value of such participation.” When an activity can’t be added to the running tally of billable hours, it begins to feel like an indulgence one can’t afford.

One other case that drives people to combine FACTORY and REPOSITORY is the desire for “find or create” functionality, in which a client can describe an object it wants and, if no such object is found, will be given a newly created one. This function should be avoided. It is a minor convenience at best. A lot of cases in which it seems useful go away when ENTITIES and VALUE OBJECTS are distinguished. A client that wants a VALUE OBJECT can go straight to a FACTORY and ask for a new one. Usually, the distinction between a new object and an existing object is important in the domain, and a framework that transparently combines them will actually muddle the situation.