Websites To Sell Quotes

Don't waste your time trying to provide people with proof of deceit, in order to keep their love, win their love or salvage their respect for you. The truth is this: If they care they will go out of their way to learn the truth. If they don't then they really don't value you as a human being. The moment you have to sell people on who you are is the moment you let yourself believe that every good thing you have ever done or accomplished was invisible to the world. And, it is not!

We don't just build websites, we build websites that SELLS

pretty websites don’t sell things. Words sell things.

When the web started, I used to get really grumpy with people because they put my poems up. They put my stories up. They put my stuff up on the web. I had this belief, which was completely erroneous, that if people put your stuff up on the web and you didn’t tell them to take it down, you would lose your copyright, which actually, is simply not true. And I also got very grumpy because I felt like they were pirating my stuff, that it was bad. And then I started to notice that two things seemed much more significant. One of which was… places where I was being pirated, particularly Russia where people were translating my stuff into Russian and spreading around into the world, I was selling more and more books. People were discovering me through being pirated. Then they were going out and buying the real books, and when a new book would come out in Russia, it would sell more and more copies. I thought this was fascinating, and I tried a few experiments. Some of them are quite hard, you know, persuading my publisher for example to take one of my books and put it out for free. We took “American Gods,” a book that was still selling and selling very well, and for a month they put it up completely free on their website. You could read it and you could download it. What happened was sales of my books, through independent bookstores, because that’s all we were measuring it through, went up the following month three hundred percent. I started to realize that actually, you’re not losing books. You’re not losing sales by having stuff out there. When I give a big talk now on these kinds of subjects and people say, “Well, what about the sales that I’m losing through having stuff copied, through having stuff floating out there?” I started asking audiences to just raise their hands for one question. Which is, I’d say, “Okay, do you have a favorite author?” They’d say, “Yes.” and I’d say, “Good. What I want is for everybody who discovered their favorite author by being lent a book, put up your hands.” And then, “Anybody who discovered your favorite author by walking into a bookstore and buying a book raise your hands.” And it’s probably about five, ten percent of the people who actually discovered an author who’s their favorite author, who is the person who they buy everything of. They buy the hardbacks and they treasure the fact that they got this author. Very few of them bought the book. They were lent it. They were given it. They did not pay for it, and that’s how they found their favorite author. And I thought, “You know, that’s really all this is. It’s people lending books. And you can’t look on that as a loss of sale. It’s not a lost sale, nobody who would have bought your book is not buying it because they can find it for free.” What you’re actually doing is advertising. You’re reaching more people, you’re raising awareness. Understanding that gave me a whole new idea of the shape of copyright and of what the web was doing. Because the biggest thing the web is doing is allowing people to hear things. Allowing people to read things. Allowing people to see things that they would never have otherwise seen. And I think, basically, that’s an incredibly good thing.

We don't just sell websites, we create websites that SELL.

This was the beginning of surveillance capitalism, and the end of the Internet as I knew it. Now, it was the creative Web that collapsed, as countless beautiful, difficult, individualistic websites were shuttered. The promise of convenience led people to exchange their personal sites—which demanded constant and laborious upkeep—for a Facebook page and a Gmail account. The appearance of ownership was easy to mistake for the reality of it. Few of us understood it at the time, but none of the things that we’d go on to share would belong to us anymore. The successors to the e-commerce companies that had failed because they couldn’t find anything we were interested in buying now had a new product to sell. That new product was Us.

Social wasn’t about selling. It was about making friends. I changed my tactics, deleted all my posts that were trying to sell my products, and started serving, interacting, being entertaining, and having fun with my followers.

The realms of dating, marriage, and sex are all marketplaces, and we are the products. Some may bristle at the idea of people as products on a marketplace, but this is an incredibly prevalent dynamic. Consider the labor marketplace, where people are also the product. Just as in the labor marketplace, one party makes an offer to another, and based on the terms of this offer, the other person can choose to accept it or walk. What makes the dating market so interesting is that the products we are marketing, selling, buying, and exchanging are essentially our identities and lives. As with all marketplaces, every item in stock has a value, and that value is determined by its desirability. However, the desirability of a product isn’t a fixed thing—the desirability of umbrellas increases in areas where it is currently raining while the desirability of a specific drug may increase to a specific individual if it can cure an illness their child has, even if its wider desirability on the market has not changed. In the world of dating, the two types of desirability we care about most are: - Aggregate Desirability: What the average demand within an open marketplace would be for a relationship with a particular person. - Individual Desirability: What the desirability of a relationship with an individual is from the perspective of a specific other individual. Imagine you are at a fish market and deciding whether or not to buy a specific fish: - Aggregate desirability = The fish’s market price that day - Individual desirability = What you are willing to pay for the fish Aggregate desirability is something our society enthusiastically emphasizes, with concepts like “leagues.” Whether these are revealed through crude statements like, “that guy's an 8,” or more politically correct comments such as, “I believe she may be out of your league,” there is a tacit acknowledgment by society that every individual has an aggregate value on the public dating market, and that value can be judged at a glance. When what we have to trade on the dating market is often ourselves, that means that on average, we are going to end up in relationships with people with an aggregate value roughly equal to our own (i.e., individuals “within our league”). Statistically speaking, leagues are a real phenomenon that affects dating patterns. Using data from dating websites, the University of Michigan found that when you sort online daters by desirability, they seem to know “their place.” People on online dating sites almost never send a message to someone less desirable than them, and on average they reach out to prospects only 25% more desirable than themselves. The great thing about these markets is how often the average desirability of a person to others is wildly different than their desirability to you. This gives you the opportunity to play arbitrage with traits that other people don’t like, but you either like or don’t mind. For example, while society may prefer women who are not overweight, a specific individual within the marketplace may prefer obese women, or even more interestingly may have no preference. If a guy doesn’t care whether his partner is slim or obese, then he should specifically target obese women, as obesity lowers desirability on the open marketplace, but not from his perspective, giving him access to women who are of higher value to him than those he could secure within an open market.

Writers no longer work in solitude, crafting meaningful and elegant prose. No. They have to spend most of their time selling themselves on the fucking internet. Blogging and tweeting and updating their bloody Facebook pages and their wretched narcissistic websites.

This was the weird, scary stuff Denny and Mitch lived for. Every afternoon, they would gather up their papers to sell and hoof it over to the library to check the District Department of Transportation (DDOT) website for wherever rush-hour traffic was at its worst. Logjams were their meat.

No longer would people only buy when they needed something; now advertisers had the ability to create desire and sell people stuff that they wanted.

In DotCom Secrets and Expert Secrets, I spend multiple chapters talking about Hook, Story, and Offer, where I fully explain how to make irresistible offers and the frameworks we use for story selling.

And so many of the indies have partnered with Google to sell ebooks right from their own websites. These stores are embracing the “new technology” instead of hiding from it, because they realize it’s about the story, not the ink on paper. If you want ebooks, your local indie can sell you ebooks. If your local independent is hanging up posters saying that ebooks will kill everything, you should tag that bookstore as a favorite in your GPS doohickey. You’ll get great deals, because that store will have a going-out-of-business sale soon. Yes, even though you try to save it with a letter-writing campaign.

The idea that there is are all these people who are going to make all these great and wise decisions with guns. Because you know all the people who can make the best decisions in the world always want to be armed; because they are really smart, really wise, know exactly what should be done in society so naturally they want lots of guns. You get how insane that is right? The only people who want to force you to do stuff are people who know their ideas are shit to begin with. "It's a basic fact of life that anyone who wants to force you to do something means their ideas are shit to begin with. Not a lot of rapists are very good lovers because they don't have to sell quality; they got violence. Everyone is mad at Barack Obama's website from hell but they [the government] don't care because if you don't pay them they will throw you in jail. "The people with the best ideas are the most voluntary. The best parents don't beat their children. In fact if you beat your children you are saying 'I'm a shitty parent; I don't know what I'm doing and I'm pretty sadistic.' A rapist is saying I'm not a good boyfriend. Why do we even need to say this? People with guns are saying to your face, 'My ideas suck, I'm a bully, I get a thrill out of power so fucking do what I say or I'll shoot you in the ass.

Mindset Shift Recap: #1: Sell a result, not a website. A website is only ever a tool. #2: Business owners always care most about their core business needs; not design, coding or technical aspects. #3: The market pays you for the value you create; not your time, effort, background, or education.

Mindset Shift Recap: #1: Sell a result, not a website. A website is only ever a tool. #2: Business owners always care most about their core business needs; not design, coding or technical aspects. #3: The market pays you for the value you create; not your time, effort, background, or education. #4: If you think like a business owner, you will succeed. If you think only like a web designer, you will fail.

But what I came to realize was - leads alone aren’t enough. We want engaged leads: people who *show* interest in the stuff you sell. If someone gives their contact information on a website, that is an engaged lead. If someone follows you on social media and you can contact them, that is an engaged lead. If people reply to your email campaign, they are engaged leads. The leads showing interest are the leads that matter. Engaged leads are the true output of advertising.

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DOES YOUR MARKETING PASS THE GRUNT TEST? Just like there are three questions audiences must be able to answer to engage in a story, there are three questions potential customers must answer if we expect them to engage with our brand. And they should be able to answer these questions within five seconds of looking at our website or marketing material: 1.​What do you offer? 2.​How will it make my life better? 3.​What do I need to do to buy it? At StoryBrand we call this passing the grunt test. The critical question is this: “Could a caveman look at your website and immediately grunt what you offer?” Imagine a guy wearing a bearskin T-shirt, sitting in a cave by a fire, with a laptop across his lap. He’s looking at your website. Would he be able to grunt an answer to the three questions posed above? If you were an aspirin company, would he be able to grunt, “You sell headache medicine, me feel better fast, me get it at Walgreens”? If not, you’re likely losing sales.

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Your job is to identify three to five products that your ideal person might buy. You don’t need to worry about how to make it or how you will sell it—we’ll fix that later. Just brainstorm what your person already buys and potential things he or she might like to buy. People who do yoga buy mats, towels, and blocks. That’s three products. What else might they buy? Clothes, travel cases, or yoga pillows? Do people who do yoga buy other things, too? Like tea, meditation cushions, or essential oil? And do people who do yoga have different shopping habits than others? Do they buy organic, or avoid synthetic skin creams? Write it all down. You don’t need to worry about how you’re going to do anything just yet—just know that the internet has opened up opportunities for anyone who wants to create something from scratch. Anybody can do a Kickstarter campaign. Anybody can sell on Amazon. Any website can rank in Google. Anyone can run an ad on Facebook. Anyone can post on Instagram and connect with any influencer. Your job is to find out where your customers are, and drop your bait into that pond.

Patients tend to assume that their generic drugs are identical to brand-name drugs, in part because they imagine a simple and amicable process: as a patent expires, the brand-name company turns over its recipe, and a generic company makes the same drug, but at a fraction of the cost, since it no longer has to invest in research or marketing. But in fact, generic drug companies fight a legal, scientific, and regulatory battle, often in the dark, from the moment they set out to develop a generic. Mostly, their drugs come to market not with help from brand-name drug companies, but in spite of their efforts to stop them. Brand companies often resort to “shenanigans” and “gaming tactics” to delay generic competition, as the exasperated FDA commissioner Scott Gottlieb put it. They will erect a fortress of patents around their drugs, sometimes patenting each manufacturing step—even the time-release mechanism, if there is one. They may make small alterations to their drugs and declare them new, to add years to their patents, a move known as “evergreening.” Rather than sell samples of their drugs, which generic makers need in order to study and reverse-engineer them, brand-name companies will withhold samples, which in 2018 led the FDA to begin publicly shaming the companies accused of such practices by posting their names on its website.

The mythical ‘butterfly effect’ does exist, but we don’t spend enough time butterfly hunting. Here are some recent butterfly effect discoveries, from my own experience: A website adds a single extra option to its checkout procedure – and increases sales by $300m per year. An airline changes the way in which flights are presented – and sells £8m more of premium seating per year. A software company makes a seemingly inconsequential change to call-centre procedure – and retains business worth several million pounds. A publisher adds four trivial words to a call-centre script – and doubles the rate of conversion to sales. A fast-food outlet increases sales of a product by putting the price . . . up. All these disproportionate successes were, to an economist, entirely illogical. All of them worked. And all of them, apart from the first, were produced by a division of my advertising agency, Ogilvy, which I founded to look for counter-intuitive solutions to problems. We discovered that problems almost always have a plethora of seemingly irrational solutions waiting to be discovered, but that nobody is looking for them; everyone is too preoccupied with logic to look anywhere else. We also found, rather annoyingly, that the success of this approach did not always guarantee repeat business; it is difficult for a company, or indeed a government, to request a budget for the pursuit of such magical solutions, because a business case has to look logical.

Dear PrettyKitty29, Hi, my name is Liam Brody. From the looks of your charming website, you've heard of me. Believe it or not, I've heard of you too. I was recently tipped off about your little gossip community. I probably shouldn't call it little. You are one of the busiest gossip communities on the Internet. Congratulations. I'm always impressed with people who manage to stay indoors so much. You must have a sufficient amount of Vitamin D. I noticed that you seem to have an odd and probably unwarranted agenda against me. Almost every bitter post about me is put up by lovely you. I also noticed that your hatred has spread successfully among your users. Wow. What an influence you have on gossip hungry teens and housewives. Again, congratulations. I apologize for dating models, PrettyKitty29. I just think they're more attractive than other people. Some people steal, some people do drugs, some people sell them. I date models. It could probably be worse. I could be someone who makes bribes. Speaking of those, I was emailing you to let you know that despite the sarcasm throughout this email, I find your strangely influential website interesting and am willing to make a substantial payment to you if you stop posting negative stories and put a few nice ones instead. I don't know what a gossip community moderator gets paid, but I'm sure that regardless, you could use a few extra bucks. It would pay for food delivery, movies On Demand, and other indoor pleasures that I'm sure you partake in. Please let me know. Best, Liam Brody.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

Starting a little over a decade ago, Target began building a vast data warehouse that assigned every shopper an identification code—known internally as the “Guest ID number”—that kept tabs on how each person shopped. When a customer used a Target-issued credit card, handed over a frequent-buyer tag at the register, redeemed a coupon that was mailed to their house, filled out a survey, mailed in a refund, phoned the customer help line, opened an email from Target, visited Target.com, or purchased anything online, the company’s computers took note. A record of each purchase was linked to that shopper’s Guest ID number along with information on everything else they’d ever bought. Also linked to that Guest ID number was demographic information that Target collected or purchased from other firms, including the shopper’s age, whether they were married and had kids, which part of town they lived in, how long it took them to drive to the store, an estimate of how much money they earned, if they’d moved recently, which websites they visited, the credit cards they carried in their wallet, and their home and mobile phone numbers. Target can purchase data that indicates a shopper’s ethnicity, their job history, what magazines they read, if they have ever declared bankruptcy, the year they bought (or lost) their house, where they went to college or graduate school, and whether they prefer certain brands of coffee, toilet paper, cereal, or applesauce. There are data peddlers such as InfiniGraph that “listen” to shoppers’ online conversations on message boards and Internet forums, and track which products people mention favorably. A firm named Rapleaf sells information on shoppers’ political leanings, reading habits, charitable giving, the number of cars they own, and whether they prefer religious news or deals on cigarettes. Other companies analyze photos that consumers post online, cataloging if they are obese or skinny, short or tall, hairy or bald, and what kinds of products they might want to buy as a result.

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The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

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Your website is not a place for you to celebrate yourself. Your website is a place where you sell your customer a product that solves their problem and makes their lives better.

Since you can find anything from a date to a mate online, why not seek out the business matchmakers? There are plenty of websites such as BizBuySell.com, MergerMart.com, and BizQuest.com, that have hundreds of businesses listed for sale.

Google was a company that’d made more money off advertisements than any other company in the history of the world, but it had been founded by people who were embarrassed by a business model dependent upon advertising lawn chairs, car insurance, and Viagra. To deflect the embarrassment, the company cloaked itself in an aura of innovation and some old bullshit about the expansion of human knowledge. Google maintained this façade by providing web and mobile services to the masses. The most beloved of these services was the near daily alteration of the company’s logo as it appeared on the company’s website. Almost every day, the Google logo transformed into cutesy, diminutive cartoons of people who’d done something with their lives other than sell advertisements. These cartoons were called Google Doodles. They encompassed the whole spectrum of achievement, with a special focus on scientific achievement and the lives of minorities. In its own way, this was a perfect distillation of politics in the San Francisco Bay Area. Whenever they appeared, the Google Doodles were beloved and celebrated in meaningless little articles on meaningless little websites. They were not met with the obvious emotion, which would be total fucking outrage at a massive multinational corporation co-opting a wide range of human experience into an advertisement for that very same corporation. Here was the perversity of Twenty-First-Century AD life: Native-American women had a statistically better chance of being caricatured in a Google Doodle than they did of being hired into a leadership position at Google. And no one cared. People were delighted! They were being honored! By a corporation!

Are you in search of a free classified website? Then, you can take advantage of a reliable classified posting website–ADSCT. ADSCT is one of the top classifieds posting portals in the USA. If you desire to purchase or sell any old or new goods/services, use this portal. There are several categories like boat and jet skies, clothing and jewelry, and more.

The strategies inside of this book are evergreen and will never change as long as there are humans on this planet to sell to.

Almost any positive good [positive liberty] can be described in terms of freedom from something [negative liberty]. Health is freedom from disease; happiness is a life free from flaws and miseries; equality is freedom from advantage and disadvantage.. Faced with this flexibility, the theorist will need to prioritize some freedoms and discount others. At its extreme we may get the view that only some particular kind of life makes for ‘real freedom’. Real freedom might, for instance, be freedom the bondage of desire, as in Buddhism and Stoicism. Or it might be a kind of self-realization or self-perfection only possible in a community of similarly self-realized individuals, pointing us towards a communitarian, socialist, or even communist ideal. To a laissez-faire capitalist, it is freedom from more than minimal necessary political and legal interference in the pursuit of profit. But the rhetoric of freedom will typically just disguise the merits or demerits of the political order being promoted. The flexibility of the term ‘freedom’ undoubtedly plays a huge role in the rhetoric of political demands, particularly when the language of rights mingles with the language of freedom. ‘We have a right to freedom from…’ is not only a good way, but the best way to start a moral or political demand. Freedom is a dangerous word, just because it is an inspirational one. The modern emphasis on freedom is problematically associated with a particular self-image. This is the 'autonomous' or self-governing and self-driven individual. This individual has the right to make his or her own decisions. Interference or restraint is lack of respect, and everyone has a right to respect. For this individual, the ultimate irrationality would be to alienate his freedom, for instance by joining a monastery that requires unquestioning obedience to a superior, or selling himself into slavery to another. The self-image may be sustained by the thought that each individual has the same share of human reason, and an equal right to deploy this reason in the conduct of his or her own life. Yet the 'autonomous' individual, gloriously independent in his decision-making, can easily seem to be a fantasy. Not only the Grand Unifying Pessimisms, but any moderately sober reflection on human life and human societies, suggest that we are creatures easily swayed, constantly infected by the opinions of others, lacking critical self-understanding, easily gripped by fantastical hopes and ambitions. Our capacity for self-government is spasmodic, and even while we preen ourselves on our critical and independent, free and rational decisions, we are slaves of fashion and opinion and social and cultural forces of which we are ignorant. A little awareness of ethics will make us mistrustful of sound-bite-sized absolutes. Even sacred freedoms meet compromises, and take us into a world of balances. Free speech is sacred. Yet the law does not protect fraudulent speech, libellous speech, speech describing national secrets, speech inciting racial and other hatreds, speech inciting panic in crowded places, and so on. In return, though, we gain freedom from fraud, from misrepresentation of our characters and our doings, from enemy incursions, from civil unrest, from arbitrary risks of panic in crowds. For sure, there will always be difficult cases. There are websites giving people simple recipes on how to make bombs in their kitchens. Do we want a conception of free speech that protects those? What about the freedom of the rest of us to live our lives without a significant risk of being blown up by a crank? It would be nice if there were a utilitarian calculus enabling us to measure the costs and benefits of permission and suppression, but it is hard to find one.

Step by Step… Can you write out your ideal business step by step Here is a business I am setting up for a client. She wants to shipping start her own shipping company… One she will need a US partner to collect and transfer packages to her in Jamaica. She will also need one in China. I have two contacts. One has a warehouse in Florida The other has two in China. Chinese connect makes goods available within 3 weeks, she has to tell her customers four. The US connect makes it within 3-5 days. She has to tell them within a week… Next she will need a website where her customers can login and track their packages. This will come with individual dashboards. She will need an interface and warehouse management software and logistics APIs. She will also need an automated email set up (journey) to send emails to her customers without her or her agents needing to do that. Without this Saas she would have to hire someone to reply to messages and emails about , someone to call and track, use usps and FedEx tracking numbers to track and reply back to customers. She also needs a beta ApI to allow her warehouse guy to update the CRM with information about her customers packages… Key nodes such as - Intransit to destinations Held at customs Clearance In transit to store Pick up available etc… These will come in as email notifications Fully automated. Everything will be connected using Webhooks… entire system. Saas she might need to use a combination of GOhighlevel, Workiz and To run this as a System as as Service. Each platform can work together using webhooks. Gohighlevel as a Saas is $500 a month Workiz is $200 dollars She can use Odoo which is open source alternative as a CRM And Clickup as Management. This is how a conversational business plan looks. You can see it. You can research it. You can confirm that it’s plausible. It doesn’t sound like pipedreams. It sounds workable to credit companies /banks and investors. It sounds doable to a BDO Client. I also sound as if I know what I am doing. Not a lot of technical language. A confused prospective business investor or banker don’t want to use a dictionary to figure out everything… They want to see the vision as clear as day. You basically need to do to them what I did to you when you joined my programme. It must sound plausible. All businesses is a game of wit. Every deal that is signed benefits both party. Whether initially or in the long term. Those are the sub-tenets of business. Every board meeting or meeting with regulatory boards, banks, credit facilities, municipalities is a game of convincing people to see your thing through… Everyone does Algorithm is simple. People want you to solve their problems with speed and efficiency. Speed is very important and automation. Progress, business and production are tied to ego… that’s why people love seh oh dem start a business or dem have dem online business and nah sell one rass thing. Cause a lot of people think being successful and looking successful are one and the same thing until they meet someone like me or people who done the work… Don’t rush it… you are young and you have time. There are infact certain little nuances Weh yuh only ago learn through experience. Experience and reflection. One of the drawbacks of wanting to run your business by yourself with you and your family members is that you guys will have to be reliant on yourself for feedback which is not alw

From the shortest texts and tweets to the humblest website, to the angriest blog, to the most visited social networks, the daily communications of the wired world attest that everyone is now in the business of relentless self-promotion—presenting themselves, explaining themselves, defending themselves, selling themselves or sharing their inner thoughts and emotions as never before in human history.

Aside from reading this book, you will also find great pieces of advice from websites such as DomainSherpa.com, DomainInvesting.com, TheDomains.com, DomainNameWire.com and DNJournal.com. Each of these websites offer something different, but each are extremely valuable resources. Learning to read daily about domain names is a step in the right direction and an excellent use of your time. Read, learn, repeat.

I get dozens of messages a day from entrepreneurs, and the most common question I get from people new to the startup process is “What product should I sell?” To figure out the answer to this question, you first need to understand you’re building a brand, not selling products. Ask someone to define the word brand. They’re likely to throw out a lot of descriptions: a cool name, a distinctive logo, a website, a great customer service touch they received. Those are all characteristics of a brand, but they’re not the foundation of what a brand is. A brand isn’t a logo. It’s not a fancy website or a pack of sponsorships. A brand is trust. A brand is an expectation that the customer will be happy with his or her purchase. A brand is something built by creating a group of products that all serve the same person.

If you’re thinking of starting a business . . . you have to remember that proof of concept is key,” Hanny says. “I’ve seen a lot of people fail because they were spinning their wheels on less critical aspects of the business. Go ahead and sell your product on Amazon, your website, or whatever your preferred channel may be, but get a proof of concept first, before a lot of money is spent unnecessarily. Is your product something the market, and your audience, really needs?

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You have a brand. We provide awareness. From the media strategy to the execution. Bannering, social campaigns, influencer marketing have no secrets for us. You sell products. We bring you clients.Selling online is finally way harder than it looked right? We have had our own e-commerce, so we know. You provide services. We generate leads. You have a nice and shiny website, some traffic but hard time to get people to request your services.

Too many small businesses try to sound like billion dollar corporation. It's one thing to go to the website of American Express, where it's written in a certain kind of language, in third person and is very formal. But if you are starting a small business you do not want to come across that way. One of your strategic advantages is that you can provide more personal service, so it's better to communicate that you're homey, approachable, easy going. - page 23

Sometimes I think that John the Revelator might have been a crazy old man whose creative writing assignment for the Patmos Learning Annex accidentally made it into the Bible. There’s a lot of strange stuff in the book of Revelation, stuff about dragons and “creatures full of eyes” and whores of Babylon and Middle Earth – style battles — the stuff people like to use to sell books about the end of the world and to launch websites about how Barack Obama is the Antichrist.

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

Investment firms are buying up more vacation homes, aiming to cash in on growing demand from tourists and remote workers. Most vacation rental homes are owned by small-time owners who list their properties on websites such as Airbnb Inc., but the number of financial firms investing in the sector is growing. New York-based investment firm Saluda Grade is launching a venture with short-term- rental operator AvantStay Inc. to buy about $500 million of homes, the companies said Tuesday. Saluda Grade said it is also looking to raise debt by selling mortgage bonds backed by its homes to investors, the first vacation-rental mortgage securitization, according to the company. Andes STR, a startup that buys and manages short-term rental homes on behalf of investors, also recently signed a deal with Chilean investment firm WEG Capital to buy roughly $80 million of properties in the U.S., Andes said. These investors are betting they can get higher returns if they rent out homes by the night instead of by the year. Low-interest rates have made it more attractive to borrow and Buy Traditional Rental Homes, inflating property prices and making it harder for new buyers to turn a profit. That has prompted some institutions and wealthy families to look in more obscure corners of the property market where competition is smaller, investment advisers say. Some are turning to investments in vacation homes, where demand has surged in many places during the pandemic as more people choose to work from remote locations and leisure travel heated up last year. “There’s a lot more yield available in the short-term market,” said Saluda Grade’s chief executive, Ryan Craft. It is the latest sign of how the pandemic is changing the way people work and live, and how real-estate investors are angling to find new ways to profit from these shifts. Saluda Grade is targeting homes within driving distance of major population centers, Mr. Craft said. His company will buy the homes and AvantStay will manage them for a fee. But while vacation-rental homes can offer higher returns, they also pose challenges to investors. Mortgages are usually more expensive and harder to get for short-term rentals than for owner-occupied homes, said Giri Devanur, CEO of reAlpha Tech Corp., a startup that wants to pool money from small-time investors to buy short-term-rental homes.

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When Wimdu launched, the Samwers reached out to Airbnb to discuss combining forces, as they had done with Groupon and eBay to facilitate a speedy exit. Discussions ensued between Airbnb and Wimdu cofounders and investors—meeting multiple times, touring the Wimdu offices, and checking with other founders like Andrew Mason from Groupon to best understand the potential outcome. In the end, Airbnb chose to fight. Brian Chesky described his thought process: My view was, my biggest punishment, my biggest revenge on you is, I’m gonna make you run this company long term. So you had the baby, now you gotta raise the child. And you’re stuck with it for 18 years. Because I knew he wanted to sell the company. I knew he could move faster than me for a year, but he wasn’t gonna keep doing it. And so that was our strategy. And we built the company long term. And the ultimate way we won is, we had a better community. He couldn’t understand community. And I think we had a better product.82 To do this, the company would mobilize their product teams to rapidly improve their support for international regions. Jonathan Golden, the first product manager at Airbnb, described their efforts: Early on, Airbnb’s listing experience was basic. You filled out forms, uploaded 1 photo—usually not professional—and editing the listing after the fact was hard. The mobile app in the early days was lightweight, where you could only browse but not book. There were a lot of markets in those days with just 1 or 2 listings. Booking only supported US dollars, so it catered towards American travelers only, and for hosts, they could get money out via a bank transfer to an American bank via ACH, or PayPal. We needed to get from this skeleton of a product into something that could work internationally if we wanted to fend off Wimdu. We internationalized the product, translating it into all the major languages. We went from supporting 1 currency to adding 32. We bought all the local domains, like airbnb.co.uk for the UK website and airbnb.es for Spain. It was important to move quickly to close off the opportunity in Europe.83 Alongside the product, the fastest way to fight on Wimdu’s turf was to quickly scale up paid marketing in Europe using Facebook, Google, and other channels to augment the company’s organic channels, built over years. Most important, Airbnb finally pulled the trigger on putting boots on the ground—hiring Martin Reiter, the company’s first head of international, and also partnering with Springstar, a German incubator and peer of Rocket Internet’s, to accelerate their international expansion.

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Everything You Need to Do Freelancing One must possess some basic skills to do freelancing work. For example, a good computer, internet, and browsing should be well understood. Freelancing work is mostly hired by foreign buyers. In that case, you must have English speaking skills, know how to write good English while chatting, and keep practicing speaking English regularly. How to Get Work at Freelancing? Freelancing means being contracted to other people or companies and working as a contract. To do this, you need to have some special creativity in freelancing, which you can sell to clients as a service. How You Can Get Work: First, you need to select a freelancing platform from which you want to work. Decide in which category you want to make your career. Then open an account there, add your portfolio, and post it through a blog. Then start promoting your freelancing skills and talent. You can also get work by promoting your skills on Linkedin, Pinterest, and Twitter. Search for jobs based on your skills on various job forums (Upwork, Fiverr) and others. By doing these above tasks, you will get a job according to your needs, InshaAllah. Some Principles to Be a Good Freelancer: Time-sharing: You can create a timetable for when you will do a task. For example – You can keep morning time for various practices, afternoon time for study or other research, and night time for work. It will reduce the pressure on you. Eat meals on time: Never have irregular meals, if you do you will get sick very soon. And if you get sick, you can't work. As a result, you will suffer both physically and financially. So eat food on time. And remember, "Food first then Work". Don't Embrace Loneliness: People who are freelancing have to be alone most of the time. As a result, they cannot give time to everyone and become lonely. But you should never make this mistake. You will find time for yourself outside of your work to spend time gossiping with family or friends. How to Increase Your Workload: Increase work efficiency, and present the nature of work attractively and accurately. Quality of work will help you get additional work. Keeping the client happy at work is paramount. If you want, you can provide a little more service than the client asked to do without any charge. And can request you to give a 5-star rating. Clients may be happy with you for additional services and offer more work. Never overprice your work or service unless you are a popular freelancer in the marketplace. Please visit Our Website (Bhairab IT Zone) to Read more Articles related to Freelancing and Outsourcing. Thank You.

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Who Funds the AHA? The story of how the American Heart Association came to dominate nutrition thought begins with the very first industry to fund the AHA. As we’ll learn, the AHA was effectively launched with a large sum of money that came straight from the vegetable oil industry. The AHA used this money to support Ancel Keys’s cholesterol theory—and to convince the public to start eating vegetable oils. The AHA continues to receive money from industries selling vegetable oil, and the AHA’s practice guidelines continue to support the vegetable oil industry today. Today, our massive processed food industry depends heavily on vegetable oils, as do the companies that grow most of our foods. The AHA’s top corporate donors now include heavy hitters from Big Ag and Big Food, including Conagra, Monsanto (before the company closed in 2018), LibertyLink, Kellogg’s, Quaker, Tyson, FritoLay, Campbell, and Subway.22 The AHA’s website states that 80 percent of their $1 billion plus annual revenue comes from non-corporate sources. Nevertheless, in 2021, drug and device companies donated just over $40 million, and “other” corporations donated more than $140 million.23 The AHA uses this money in part to support scientists interested in exploring the benefits of vegetable oils, the harms of cholesterol, and new ways to use drugs that lower cholesterol—and to publish and publicize their findings. The money also goes to lobbyists who influence public health policy at the state and national levels.24

The ETX-90 sells for about $400 and comes with an Autostar computerized controller and a tripod. This instrument automatically points at almost any object you specify if that object is in view from your location at that time. The Autostar can even find moving objects, such as planets, based on stored information, and it’s equipped to give you a “tour” of the best sights in the sky, selected with no input from you. A good competing telescope for the ETX-90 is the Celestron SkyProdigy 90. It’s comparably sized and equipped and has the capability to automatically align itself on the sky, after which it points to almost any celestial object that you select. It goes for about $600. You definitely don’t want to spend this much money on a telescope until you see the same model in action at an astronomy club observing meeting or a star party (see Chapter 2). But the price is no more than you pay for a fine camera and an accessory lens or two. You can find larger telescopes for less money — check the ads in current issues of astronomy magazines — but you have to invest much more effort in learning to use them effectively. Some brand-name telescopes are sold through authorized dealers that tend to have expert knowledge. But take their advice with just a wee bit of salt. Here are some key websites to browse for telescope product information:

4 Personal Year Number Effort, Building, Planning This year is all about building a solid foundation for your future by putting systems in place that will help you improve your quality of life. For example, if you’re thinking of selling your home, this is the year to make property improvements and repairs in preparation for the sale. Or, if you’d like to start a business, this is a year to search for a location, build your client base, and develop your website. Think of this year as laying the groundwork to set yourself up for life. This can be a year of hard work, as 4 indicates that extra physical, mental, and emotional effort is required to obtain your desired results. So prioritize your time and face your challenges head-on. Now, it may take longer than usual for things to come to fruition and to reap the rewards of your efforts; however, the lesson of the 4 is to be patient and persevere through obstacles and delays. No matter hard it gets, never, ever give up! Think of this year as a test of your dedication and commitment to yourself, where your attitude is the key to your success. Physical, mental, emotional, and financial stability are essential this year, so focus on your health, be optimistic, deal with issues from the past, avoid unnecessary drama and confrontation with others, and plan your finances carefully. With dedication, determination, and discipline, you’ll be rewarded for your efforts.

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When you are going to plan your website anatomy, few things you need to make clear like you have to give a proper briefing of your product or product range on the landing page of your website, technically called ‘home page’. This home page should cover all the highlights of your products or services that you want to tell your visitors to grab their interest. Then you have to make a page that tells a description about your product or service; call it service page or product page. As much details you can give in this page – your visitors will get a more detailed idea about your business. Depending on your product you can develop specific product related pages. As example, if you are selling 20 books on your website and if you are trying to give all details in a single page then it will not be a user friendly page, say when the visitor is searching for a particular book and it comes at the bottom of the page with a serial of 20th.  So here you need to categorize your products based on some criteria. Now you have to develop a page telling about you or your company

section of a particular page he will use the footer navigation bar similarly. Sometime you have to create inter-page linking for making your website more user friendly. Overall you need to give a feel that you are giving each and every detail about your product and company to the visitor as you would give him personally. Because personally, when you are selling your product to your customer you feel very confident and target-oriented and so in your website this feature also needs to come out well which would make you feel the same way.

Ask yourself the following questions to find profitable niches. 1. Which social, industry, and professional groups do you belong to, have you belonged to, or do you understand, whether dentists, engineers, rock climbers, recreational cyclists, car restoration aficionados, dancers, or other? Look creatively at your resume, work experience, physical habits, and hobbies and compile a list of all the groups, past and present, that you can associate yourself with. Look at products and books you own, include online and offline subscriptions, and ask yourself, “What groups of people purchase the same?” Which magazines, websites, and newsletters do you read on a regular basis? 2. Which of the groups you identified have their own magazines? Visit a large bookstore such as Barnes & Noble and browse the magazine rack for smaller specialty magazines to brainstorm additional niches. There are literally thousands of occupation- and interest/hobby-specific magazines to choose from. Use Writer’s Market to identify magazine options outside the bookstores. Narrow the groups from question 1 above to those that are reachable through one or two small magazines. It’s not important that these groups all have a lot of money (e.g., golfers)—only that they spend money (amateur athletes, bass fishermen, etc.) on products of some type. Call these magazines, speak to the advertising directors, and tell them that you are considering advertising; ask them to e-mail their current advertising rate card and include both readership numbers and magazine back-issue samples. Search the back issues for repeat advertisers who sell direct-to-consumer via 800 numbers or websites—the more repeat advertisers, and the more frequent their ads, the more profitable a magazine is for them … and will be for us.

Another idea is to type phrases into the search box on the Amazon website. For example, if you type in only the words “back pain,” here’s what you’ll see:

Here is how they came up with it: Michael Bloomberg’s Everytown organization set up a website pretending to sell guns, but no guns were sold. Criminal background checks were done on the people’s names for those who visited the site and people who might have criminal backgrounds were identified: however, there were all kinds of false positives. Someone might not have a criminal record, but someone else with a similar name might. And so the crusaders for gun control march on, with botched research, muddy numbers, and assumptions presented as facts.

What Are Each Segment’s Distribution Channel Preferences? A distribution channel, or sales channel, is a company’s means of reaching and selling to customers. For example, websites and mail-order catalogs are distribution channels. Selling through a reseller such as Walmart is another, as is having a sales force that visits clients in person. Different segments of customers prefer to buy through different distribution channels. A client sometimes wants to serve a particular customer segment, but the client’s primary distribution channel is one that customers in that segment refuse to use. This conflict needs to be resolved in order for the client to have an effective strategy.

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Selling is crucial to your success because without the sale, you do not make any money. The great thing about writing a book to position yourself is that the book does a lot of the selling for you. People read the book and come to you for more answers. If you have products created to match the theme of your book, your platform (website) will do the selling for you. Automate as much of the process as you can with opt-in boxes, video sales landing pages and special offers. Make it as easy as you can for your fans and followers. Once your products are created, simply write about them, talk about them, and create articles from the content and say, “Yes” to interviews. The buzz created will point people back to your site where your automatic sales team is ready to take orders 24 hours a day.

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Instead of trying to out-spend, out-sell, or out-sponsor competitors, try to out-teach them," say the guys over at 37Signals (see the video here), and they’re right. This captures the essence—use your blog to teach and educate your prospects and customers.

Title: Who's your website for? One of my tasks as a person that (muzemultimedia.com) develops websites is ensuring the web site I develop is made to work for the owner, which is a whole lot distinct from developing it for the actual owner. For those who own a small business and are intending to get a website developed, you'll need to consider who's going to use your website. Those who use your website are your audience. If you need your site to get results for you, meaning, the fact that those who land on it convert from website visitors into customers, then you've to provide them what they really want. You should take a look at website from the viewpoint of your customer, rather than from your very own perspective which is actually, really challenging for businesses. So frequently, what a company owner wants and what's great for their business website are two completely different things, and it may be difficult to persuade them that their consumers possibly don’t want exactly the same things they desire. It’s very important to know who your target audience is. The more you are able to narrow it down, the better we are able to build a website that provides them what they need. For this reason it’s essential to understand who your potential audience is. It’s the 1st question we’ll ask you when we speak with you regarding your website requirements. For those who don’t know, you'll need to find out. In case you say “anyone and everyone” you might not completely understand your products or services or what you're selling. Yes, you might want to sell $1,1,000 coat coats to “anyone and everyone” but most likely 20 year-old university students will not be in your demographic. It’s vital that you design an experience for your user that fits their desires. If you fulfill their desires, then they’ll become more prone to turn into a customer. And that’s the objective.

Kathwari had headed Ethan Allen in 1985 before buying it out a few years later, and it turned him into a multi-millionaire. He became an influential person in the US, selling furniture to even the White House, and setting up the Kashmir Study Group (KSG), which comprised legislators and academics. According to the KSG website, current members include Teresita Schaffer and her husband Howard, both old South Asia hands; Robert Wirsig; Representative Gary Ackerman; and Dr Ainslie Embree. Kathwari had long taken the pro-independence line on Kashmir. Along the way he had also been sobered by the fact that two of his sons died as jihadis in Afghanistan.

Stories matter. How we communicate those stories matters. Our choices in the photos we capture and parade on our websites, brochures, and campaigns matter. Our choice to use photos of real children, women, or men on T-shirts, and to sell them for good causes matters. Asking ourselves the questions, “Should we do it?” and “What were we thinking?” matters, even if we have their permission. We need to question this practice and consider the stories we’re telling. I mean, seriously, would you want photos of your children being paraded around on clothing worn by strangers?

Though I live in a world that sells false happiness at newsstands, websites, and big-box stores, I thank God for authentic happiness in Jesus.

For example, consider one of Intuit’s flagship products. Because TurboTax does most of its sales around tax season in the United States, it used to have an extremely conservative culture. Over the course of the year, the marketing and product teams would conceive one major initiative that would be rolled out just in time for tax season. Now they test over five hundred different changes in a two-and-a-half-month tax season. They’re running up to seventy different tests per week. The team can make a change live on its website on Thursday, run it over the weekend, read the results on Monday, and come to conclusions starting Tuesday; then they rebuild new tests on Thursday and launch the next set on Thursday night. As Scott put it, “Boy, the amount of learning they get is just immense now. And what it does is develop entrepreneurs, because when you have only one test, you don’t have entrepreneurs, you have politicians, because you have to sell. Out of a hundred good ideas, you’ve got to sell your idea. So you build up a society of politicians and salespeople. When you have five hundred tests you’re running, then everybody’s ideas can run. And then you create entrepreneurs who run and learn and can retest and relearn as opposed to a society of politicians. So we’re trying to drive that throughout our organization, using examples which have nothing to do with high tech, like the website example. Every business today has a website. You don’t have to be high tech to use fast-cycle testing.” This kind of change is hard. After all, the company has a significant number of existing customers who continue to demand exceptional service and investors who expect steady, growing returns. Scott says, It goes against the grain of what people have been taught in business and what leaders have been taught. The problem isn’t with the teams or the entrepreneurs. They love the chance to quickly get their baby out into the market. They love the chance to have the customer vote instead of the suits voting. The real issue is with the leaders and the middle managers. There are many business leaders who have been successful because of analysis. They think they’re analysts, and their job is to do great planning and analyzing and have a plan.

The way PayPal started was that it was a security and risk company that stumbled onto payments, which were really in need of development as the Internet was starting to grow. It was to find safe ways of facilitating payments between people who were buyers and sellers who couldn’t interact in person or were interacting online. What you had at the time, as the Internet boom started, was all these businesses that were forming and selling online, and they didn’t have any physical assets—they only had digital assets. If you had a small business that had just started a website, looking to sell something on eBay, for example, and you went to the bank and said, “Could you underwrite me, and allow me to accept electronic payments?,” there was simply no way that these financial institutions

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Why I was successful In 2014, I was 29 years old. I was selling against companies that had been in the QuickBooks integration business for five years or more. Some competitors had millions of dollars in venture capital. Their websites were the equivalent of a five-star hotel. These competitors had large sales and marketing teams that could easily show the value of their solution. The companies had a team of programmers. I had my pajamas, a corded phone, a cookie-cutter website, and a laptop computer. I signed up about three hundred new accounts because I was the first person to pick up the phone and I spoke English. I could answer questions on what my software can automate. If there was a problem, I called the customer and we did a screenshare. You need to talk to customers on the phone and you cannot email customers to death. Many customers later told me they reached out to competitors and received no response to sales or support inquiries. These customers said they chose my company because I was responsive. Potential customers want to speak to someone in their area who understands their language. You need to connect with them. Many people signed up for Connex because they liked me over the phone. We attract many small business owners. I had similar interests and I owned a business, just like them.

People prefer doing to thinking, even if what they are doing is so unpleasant that they would normally pay to avoid it. The untutored mind does not like to be alone with itself.” It’s no surprise, therefore, that most of the top twenty-five websites in America sell escape from our daily drudgery, whether through shopping, celebrity gossip, or bite-sized doses of social interaction. The second psychological factor driving us to distraction is negativity bias, “a

Data sources All these components give you feedback and insight into how best to configure your campaigns, although the data sources are often spread around in different places and sometimes difficult to find and interpret. Campaign types Search & Partner Dynamic Search Display Network Remarketing & Dynamic Remarketing Google Shopping for eCommerce Google Merchant Center Data feeds Google Shopping Campaigns Device selection PC / Tablets Mobiles & Smartphones Location Targets & Exclusions Country Metro State City Custom and Radius Daily Budgets Manual CPC Enhanced CPC Flexible Bidding strategies Conversion Optimizer (CPA) Return on Ad Spend (ROAS) Conversion Tracking Setup and configuration Transaction-Specific Conversion Tracking Offline Conversion import Phone call tracking - website call conversions Conversion Rates Conversion Costs Conversion Values Ad Groups Default Bids Keyword Themes Ads Ad Messaging & Demographics Creative Text & Formatting Images* Display Ad Builder* Ad Preview and Diagnosis Account, Campaign and Ad Group Ad Extensions Sitelinks Locations Calls Reviews Apps Callouts Ad Rotation & Frequency Capping Rotate Optimise for Clicks Optimise for Conversions Keywords Bids Broad Modified Broad Phrase Exact Destination urls Keyword Diagnosis User Search Queries Keyword Opportunities Negative Keywords & Match Types Shared Library Shared Budgets* Automated Rules Flexible Bid Strategies Audiences & Exclusions* Campaign Negative Keywords Display Campaign Placement Exclusions* NEW! Business Data and Ad Customizers Advanced Delivery Methods Standard Accelerated Impression Share Lost IS (Budget) Lost IS (Rank) Search Funnels Assisted Impressions & Clicks Assisted Conversions Segmentation Analysis Device performance Network performance Top vs Other position performance Dimension Analysis Days & Times Shopping Geographic User Locations & Distance Search Terms Automatic Placements* Call Details (Call Extensions) Tools Change history Keyword Planner* Display Planner* Opportunities* Scheduling & Day Parting Automated Rules Competitor Ad Auction Insights Reporting* AdWords Campaign Experiments* Browser Languages* *indicates an item not covered in this version of the book

If you have economies of scale, penetration pricing often works best Would your business benefit from economies of scale? (Most web businesses do.) If so, your ideal pricing strategy may be penetration pricing—charging a low price, basing your financial model on eventually reaching market-dominating economies of scale. Supply-side economies of scale mean that your profit margins increase the more you sell, because as you sell more, your cost of sales (unit costs) usually becomes lower, and your fixed costs become a smaller fraction of your overall costs. Demand-side economies of scale mean that the more customers you get, the more value each customer gets from your service, for the following reasons. You may benefit from having a network of customers. For example, if a phone system had only two users, only one type of call could be made (one between User A and User B). If it had three users, then three types of call could be made (A–B, B–C and A-C). If it had twelve users, sixty-six different types of calls could be made. The overall value of a phone system to its users is roughly proportional to the square of the number of users. You may benefit from there being a market of complementary products and services. The project-management web app Basecamp has many integrations, which it promotes on its website. At the bottom of the page, Basecamp shows off how quickly it’s acquiring new users, to persuade other companies to add integrations. You may benefit from having a bigger knowledge base, more forums, or more trained users. The ecosystem of knowledge around a product can be valuable in itself. WordPress grows because it’s easy to find a WordPress developer and it’s easy for those developers to find answers to their questions. You may benefit from the perception that yours is the standard. Users are aware of the value of choosing the ultimate winner—especially when they have to invest time and resources into using your company—so they will be attracted by the perception that you’ll win.

Entrepreneurs launched websites for selling pet food over the Net, or built giant warehouses for delivering groceries by van, before there was any inkling customers wanted to shop this way. And it turns out they didn’t. No one wanted to get their groceries delivered from Webvan’s automated warehouses. The Internet bubble burst, taking with it businesses that had developed solutions to problems that didn’t exist.

Another example of educational hype is in some ways the second coming of the growth mindset concept: ‘grit’. This is the idea, promoted by the psychologist Angela Duckworth, that the ability to stick to a task you’re passionate about, and not give up even when life puts obstacles in your path, is key to life success, and far more important than innate talent. The appetite for her message was immense: at the time of this writing, her TED talk on the subject has received 25.5 million views (19.5m on the TED website and a further 6m on YouTube; Angela Lee Duckworth, ‘Grit: The Power of Passion and Perseverance’, presented at TED Talks Education, April 2013), and her subsequent book, Grit: The Power of Passion and Perseverance, became a New York Times bestseller and continues to sell steadily. Like mindset, grit has become part of the philosophy of many schools, including KIPP (Knowledge is Power Program) schools, the biggest charter school group in the US, which teaches almost 90,000 students. To her credit, Duckworth has been concerned about how overhyped her results have become. She told an NPR interviewer in 2015 that ‘the enthusiasm is getting ahead of the science’ (Anya Kamenetz, ‘A Key Researcher Says “Grit” Isn’t Ready For High-Stakes Measures’, NPR, 13 May 2015). A wise statement, given that the meta-analytic evidence for the impact of grit (or interventions trying to teach it) is extremely weak. See Credé et al., ‘Much Ado about Grit: A Meta-Analytic Synthesis of the Grit Literature’, Journal of Personality and Social Psychology 113, no. 3 (Sept. 2017): pp. 492–511. And Marcus Credé, ‘What Shall We Do About Grit? A Critical Review of What We Know and What We Don’t Know’, Educational Researcher 47, no. 9 (Dec. 2018): pp. 606–11.

The pro for social-based interruption traffic is that you can target warm traffic based on people’s interests. Therefore, you can sell based on the perceived value of your product or service.

For example, on the “Do Not Be on It” dashboard, we had a chart that showed any new leads that were not touched within one hour of converting through the website. We had a chart that showed any free trials that were one week old and had been called fewer than three times. We had a chart illustrating the demo requests that were three days old and had been touched fewer than two times. You

Black Friday Covid 19 is still here, dangerous and killing. It is better and advisable for you to do your shopping online, rather going to push each other in retailors, because if there is someone, who is infected. That person might infect lot of people. Shops should get websites and sell their products online. Also should make sure that their server can handle lot of traffic, it won’t crush, they should have redundancy , and their server should be able to handle lot of connections without timing out. They should take advantage of influencers and social media to market their product in time before black Friday. Make sure you have the best Internet Service Provider, that won’t fail you, because people will be queueing online and those with good internet speed , bandwidth and good ISP providers will be having advantage on the queue. You can upgrade your line just for black Friday then downgrade it. Make sure you get yourself proper ISP that won’t drop connections, that won’t be slow to load pages, that wont timeout and that wont freeze. Be careful of hackers and scammers when you shop online. Make sure the shop is legit and your banking details are safe.

And, luckily many of the same principles of an inbound marketing strategy can also be applied to web design. A website designed for inbound is one that focuses on bringing interest to a small community of tightly identified people and integrates these main elements:

Seeing what your Dream 100 is promising and trying to sell to your dream customers, what hooks they are putting out, what offers they are making, and what beliefs your market has, will become the best market research you could ever do to figure out what the gaps are in the market and what offers you need to create.

Then I showed him the DotCom Secrets book funnel and explained that while it cost me about $23 on average in ads to sell a book, we actually made over $37 on average from every person who bought the book.

With that in mind, when I build my Dream 100, I’m not just looking for other people who are selling “sales funnels” stuff. I do add those people, companies, and keywords to my list, but what I’m really looking for is all the other people, companies, and keywords that are within my submarket.

After subscribing to my Dream 100’s content, I try to buy some of their products. This allows me to see their funnels and what they’re selling on their backend and get a good idea of what they are doing.

Chet Holmes, called the “Dream 100.”5 He wrote about it in detail in his best-selling book, The Ultimate Sales Machine.

Chet Holmes’s Dream 100 for “One to One” selling strategy is powerful when your business model needs a small number of big customers. But for most of us, we’re looking for lots of customers, not just 100.

it didn’t make financial sense to send packages and make phone calls to try to sell a $20 product. That’s why Chet’s Dream 100 concept didn’t make sense when I first heard it; I couldn’t see how it applied to my online business. In fact, initially, I completely dismissed the concept and figured it didn’t apply to companies like mine.

Aza [Raskin] said: 'For instance, Facebook tomorrow could start batching your notifications, so you only get one push notification a day ... They could do that tomorrow.' ....So instead of getting 'this constant drip of behavioural cocaine,' telling you every few minutes that somebody liked your picture, commented on your post, has a birthday tomorrow, and on and on - you would get one daily update, like a newspaper, summarising it all. You'd be pushed to look once a day, instead of being interrupted several times an hour. 'Here's another one,' he said 'Infinite scroll. ...it's catching your impulses before your brain has a chance to really get involved and make a decision.' Facebook and Instagram and the others could simply turn off infinite scroll - so that when you get to the bottom of the screen, you have to make a conscious decision to carry on scrolling. Similarly, these sites could simply switch off the things that have been shown to most polarise people politically, stealing our ability to pay collective attention. Since there's evidence YouTube's recommendation engine is radicalising people, Tristan [Harris] told one interviewer: 'Just turn it off. They can turn it off in a heartbeat.' It's not as if, he points out, the day before recommendations were introduced, people were lost and clamouring for somebody to tell them what to watch next. Once the most obvious forms of mental pollution have been stopped, they said, we can begin to look deeper, at how these sites could be redesigned to make it easier for you to restrain yourself and think about your longer-term goals. ...there could be a button that says 'here are all your friends who are nearby and are indicating they'd like to meet up today.' You click it, you connect, you put down your phone and hang out with them. Instead of being a vacuum sucking up your attention and keeping it away from the outside world, social media would become a trampoline, sending you back into that world as efficiently as possible, matched with the people you want to see. Similarly, when you set up (say) a Facebook account, it could ask you how much time you want to spend per day or per week on the site. ...then the website could help you to achieve your goal. One way could be that when you hit that limit, the website could radically slow down. In tests, Amazon found that even 100 milliseconds of delay in the pace at which a page loads results in a substantial drop-off in people sticking around to buy the product. Aza said: 'It just gives your brain a chance to catch up to your impulse and [ask] - do I really want to be here? No.' In addition, Facebook could ask you at regular intervals - what changes do you want to make to your life? ...then match you up with other people nearby... who say they also want to make that change and have indicated they are looking for the equivalent of gym buddies. ...A battery of scientific evidence shows that if you want to succeed in changing something, you should meet up with groups of people doing the same. At the moment, they said, social media is designed to grab your attention and sell it to the highest bidder, but it could be designed to understand your intentions and to better help you achieve them. Tristan and Aza told me that it's just as easy to design and program this life-affirming Facebook as the life-draining Facebook we currently have. I think that most people, if you stopped them in the street and painted them a vision of these two Facebooks, would say they wanted the one that serves your intentions. So why isn't it happened? It comes back... to the business model.

Forget about the manuscript. Just the amount of time it takes to figure out how to make a website, get a website host, find and buy a domain name, create a newsletter mailing list, create a newsletter mailing-list template, and figure out how to “create a brand” when you don’t yet have anything to sell . . . It’s enough to make your brain explode. I’m halfway into the “Become an Influencer