Websites To Sell Quotes

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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!
Shannon L. Alder
pretty websites don’t sell things. Words sell things.
Donald Miller (Summary of Building a StoryBrand: Clarify Your Message So Customers Will Listen by Donald Miller)
We don't just build websites, we build websites that SELLS
Christopher Dayagdag
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.
Neil Gaiman
We don't just sell websites, we create websites that SELL.
Dr. Christopher Dayagdag
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.
Edward Snowden (Permanent Record)
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.
Russell Brunson (Traffic Secrets: The Underground Playbook for Filling Your Websites and Funnels with Your Dream Customers)
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.
Malcolm Collins (The Pragmatist's Guide to Relationships)
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.
Mal Peet (The Murdstone Trilogy)
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.
James Patterson (Cross Fire (Alex Cross, #17))
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.
Russell Brunson (Traffic Secrets: The Underground Playbook for Filling Your Websites and Funnels with Your Dream Customers)
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.
Russell Brunson (Traffic Secrets: The Underground Playbook for Filling Your Websites and Funnels with Your Dream Customers)
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.
Steve Weddle
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.
Stefan Molyneux
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.
Rob Anthony O'Rourke ($1,000,000 Web Designer Guide: A Practical Guide for Wealth and Freedom as an Online Freelancer)
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.
Rob Anthony O'Rourke ($1,000,000 Web Designer Guide: A Practical Guide for Wealth and Freedom as an Online Freelancer)
As the author of Lost Wife, Saw Barracuda - True Stories from a Sharm el Sheikh Scuba Diving Instructor, I know a thing or two about guide books but I have never quite seen anything like the Buns Guide before. There is certainly nothing arse-about-face with this book and indeed you have to admire the author's cheek, although thankfully he didn't include a photo of it here! What shines through in this quality-produced book is "Stryke" Clayton's intelligence, wit and ability to get away with a subject normally found in magazines and websites of questionable pedigree. The result is a hilarious and surprisingly tasteful book written by someone who would probably feel at home in the cast of Monty Python's Flying Circus. The Buns Guide is a great poke in the ribs at those nature guide books and the plastic animal or fish identity picture cards they sell in national parks around the world. With so many parts to the female anatomy I'm sure the author may well be considering a sequel or two? A great read, very funny and a well-produced book. Full marks here!
John Kean
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How to buy aged Twitter accounts to grow your business
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.
Donald Miller (Building a StoryBrand: Clarify Your Message So Customers Will Listen)
I’ve been doing the same thing for eight years, and I know it doesn’t help anyone. I know the world would be a better place if jobs like mine didn’t exist. I know I take advantage of people’s insecurities and their desire to thrive in a society where no one can improve. And I know this because even I, after an eight-hour day full of elevator conversations that drive me to low-stakes suicidal ideation (like stapling my hand to get out of a meeting that makes me understand the true meaning of the word “infinite,” or pouring boiling water from the office kettle onto myself so I can spend five to ten days at home with my feet up), still believe that the solution to all my problems will be a floral Zara dress made in Bangladesh that has followed me on every website I’ve visited today, and that, in all certainty, will be worn by millions of women on the street next season. I still believe that dress will turn me into a different woman, a happy, carefree, springtime version of myself. I know that when you buy something, what you’re paying for is the promise of a better life. I know I’m also taking advantage of and accepting money from mediocre clients who think the greatest act of creativity is your smell, of leaving an impression, of not being a gray, boring person who spends two hours of their life every day getting to and from work. I sell the possibility that today, yes, today, with the help of that floral perfume, something extraordinary will happen to you. I’m not selling the umpteenth vacuum cleaner that no one needs; I’m selling the idea of having a nice, clean house, of being able to take a photo of that cute little corner you decorated Pinterest-style, uploading it on Instagram, and getting a lot of likes. Then I pitch a creative idea that’s like all the other creative ideas, the ones that came before and the ones that will come afterward. The lipstick effect. The smell of memories. Your dream house. They buy my idea, they pay us, I get congratulated, and we start all over again.
Beatriz Serrano (El descontento)
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Markus Zusak (Fighting Ruben Wolfe (Wolfe Brothers, #2))
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.
Ryan Daniel Moran (12 Months to $1 Million: How to Pick a Winning Product, Build a Real Business, and Become a Seven-Figure Entrepreneur)
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.
Adam M. Grant (Originals: How Non-Conformists Move the World)
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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.
Katherine Eban (Bottle of Lies: The Inside Story of the Generic Drug Boom)
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.
Rory Sutherland (Alchemy: The Dark Art and Curious Science of Creating Magic in Brands, Business, and Life)
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Adam M. Grant (Originals: How Non-Conformists Move the World)
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Mark Haddon
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