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.

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.

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.

Number 1 zynga poker chips selling Website

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.

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.

Otherwise, her real workload was as the college’s graphic designer: inputting calendars, formatting websites, changing out images—all dull, repetitive tasks. Such a waste, she thought, then felt a jolt of panic, recalling Nadia trying to make her give up her work.

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.

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.

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!

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.

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.

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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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.

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:

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.

Usually, it is a simple hustle. Someone pays me, I manufacture a story for them, and we trade it up the chain—from a tiny blog to Gawker to a website of a local news network to the Huffington Post to the major newspapers to cable news and back again, until the unreal becomes real.* Sometimes I start by planting a story. Sometimes I put out a press release or ask a friend to break a story on their blog. Sometimes I “leak” a document. Sometimes I fabricate a document and leak that. Really, it can be anything, from vandalizing a Wikipedia page to producing an expensive viral video. However the play starts, the end is the same: The economics of the Internet are exploited to change public perception—and sell product.

Tabs linking to your website or blog are great for Search Engine Optimization (SEO) and book sales. SEO comprises methods you use—such as these tabs—for getting your name and your book title on the first page of Google’s search results.

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.

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.

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FreeFoto.com This website claims to have more than 130,000 photos and 182 sections organized into 3638 categories.

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?

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.

The entrepreneurs in this book sell. They frequent public parks to see if anyone will buy their custom, typewritten stories. They use crowdfunding websites to raise money from customers before their products even exist. They post their ideas to massive web forums to gauge interest, or set up online shops the second they have a product to sell. Sales come first, not last. Finally, the entrepreneurs in this book try again. In almost every instance, the first versions of their products don’t work properly, or customers don’t want them. Instead of giving up, they tinker – sometimes for years – until they get things right. They hit roadblocks and spend late nights anguishing over seemingly insurmountable obstacles, until one day, through sheer force of will, they make it. The ones who survive are the ones who don’t quit.

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

Returning to the top panel, you have an opportunity to list links to your website or blog. Don’t settle for LinkedIn’s default language of “company website” or “blog” (instructions on how to do this are below). Instead, use your blog title or the name of your book, and include links to your blog, Amazon, iTunes, or wherever people can purchase your book.

Now that you understand the key players in ecosystems, here are the key principles of building an ecosystem. They are similar to the principles of creating a community discussed in chapter 8, “The Art of Evangelizing.” CREATE SOMETHING WORTHY OF AN ECOSYSTEM. Once again, the key to evangelism, sales, presentations, and now ecosystems is a great product. In fact, if you create a great product, you may not be able to stop an ecosystem from forming. By contrast, it’s hard to build an ecosystem around crap. DESIGNATE A CHAMPION. Many employees would like to help build an ecosystem, but who wakes up every day with this task at the top of her list of priorities? Another way to look at this is, “Who’s going to get fired if an ecosystem doesn’t happen?” Ecosystems need a champion—an identifiable hero—within the company to carry the flag for the community. DON’T COMPETE WITH THE ECOSYSTEM. If you want people or organizations to take part in your ecosystem, then you shouldn’t compete with them. For example, if you want people to create apps for your product, then don’t sell (or give away) apps that do the same thing. It was hard to convince companies to create a Macintosh word processor when Apple was giving away MacWrite. CREATE AN OPEN SYSTEM. An “open system” means that there are minimal requirements to participating and minimal controls on what you can do. A “closed system” means that you control who participates and what they can do. Either can work, but I recommend an open system because it appeals to my trusting, anarchic personality. This means that members of your ecosystem will be able to write apps, access data, and interact with your product. I’m using software terminology here, but the point is to enable people to customize and tweak your product. PUBLISH INFORMATION. The natural complement of an open system is publishing books and articles about the product. This spreads information to people on the periphery of a product. Publishing also communicates to the world that your startup is open and willing to help external parties. FOSTER DISCOURSE. The definition of “discourse” is “verbal exchange.” The key word is “exchange.” Any company that wants an ecosystem should foster the exchange of ideas and opinions. This means your website should provide a forum where people can engage with other members as well as your employees. This doesn’t mean that you let the ecosystem run your company, but you should hear what members have to say. WELCOME CRITICISM. Most organizations feel warm and fuzzy toward their ecosystem as long as the ecosystem says nice things, buys their products, and never complains. The minute that the ecosystem says anything negative, however, many organizations freak out and get defensive. This is dumb. A healthy ecosystem is a long-term relationship, so an organization shouldn’t file for divorce at the first sign of discord. Indeed, the more an organization welcomes—or even celebrates—criticism, the stronger its bonds to its ecosystem become. CREATE A NONMONETARY REWARD SYSTEM. You already know how I feel about paying people off to help you, but this doesn’t mean you shouldn’t reward people in other ways. Things as simple as public recognition, badges, points, and credits have more impact than a few bucks. Many people don’t participate in an ecosystem for the money, so don’t insult them by rewarding them with it.

Just like a supermarket where you can go and buy as many groceries as you want or can afford, you can also go to a traffic supermarket and buy as many website visitors as you want or need. Literally, as many as you can handle! Never have businesses had such instant access to millions of consumers within minutes. Now, when it comes to traffic, there are only two names worth mentioning. You can think of them as the Woolworths and Coles of the online traffic world. They are Google and Facebook. And they account for more than 90% of traffic online.

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.

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:

Very Few Words People don’t read websites anymore; they scan them. If there is a paragraph above the fold on your website, it’s being passed over, I promise. Around the office we use the phrase “write it in Morse code” when we need marketing copy. By “Morse code” we mean copy that is brief, punchy, and relevant to our customers. Think again about our caveman sitting in his cave. “You sell cupcakes. Cupcakes good. Me want eat cupcake. Me like pink one and must go to bakery now.” Most of us err too far in the opposite direction. We use too much text.

Your website needs to include words that sell.

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.

Remember, words on a website sell products. It’s great if the site is beautiful, but without the right words, the site won’t sell anything.

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.

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.

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.

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.

But while Pets.com was undergoing its meteoric rise and equally rapid fall, another dot-com company was launching its own, very different story. On Labor Day weekend in 1995, a computer programmer sat down to write code for his new website. Called Auction Web, the website was designed to be a digital marketplace where people could buy and sell anything over the Internet. The creator wanted to create a “perfect market” that could be used by everyone.

For example, if your final destination is a business that makes $20,000 a month in recurring income and lets you work no more than 30 hours a week, then your first station may be: identifying a market of hungry buyers creating or sourcing a product or offer you can sell to them building a website page or flyer ready for potential prospects.

Going back to my first venture, the smallest version I started with was, Can I find someone struggling to build a website, and sell them software that makes that job easy?

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!

Get a Website for the business , either you can market it or sell it later

Another incredible source for market intel is to look at threads on Reddit and question platform website, Quora.

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A platform is a raised, level surface on which people or things can stand. A platform business works in just that way: it allows users—producers and consumers of goods, services, and content— to create, communicate, and consume value through the platform. Amazon, Apple’s App Store, eBay, Airbnb, Facebook, LinkedIn, Pay- Pal, YouTube, Uber, Wikipedia, Instagram, etsy, Twitter, Snapchat, Hotel Tonight, Salesforce, Kickstarter, and Alibaba are all platform businesses. While these businesses have done many impressive things, the most relevant to us is that they have created an oppor- tunity for anyone, even those with limited means, to share their thoughts, ideas, creativity, and creations with millions of people at a low cost. Today, if you create a product or have an idea, you can sell that product or share that idea with a substantial audience quickly and cost-effectively through these platforms. Not only that, but the platforms arguably give more power to individuals than corporations since they’re so efficient at identifying ulterior motives or lack of authenticity. The communities on these platforms, many of whom are millennials, know when they’re being sold to rather than shared with, and quickly eliminate those users from their con- sciousness (a/k/a their social media feeds). Now, smaller organizations and less prosperous individuals are able to sell to or share their products, services, or content with more targeted demographics of people. That’s exactly what the modern consumer desires: a more personalized, connected experience. For example, a Brooklyn handbag designer can sell her handbags to a select group of customers through one of the multitude of fashion or shopping platforms and create an ongoing dialogue with her audience through a communication platform such as Instagram. Or an independent filmmaker from Los Angeles can create a short film using a GoPro and the editing software on their Mac and then instantly share it with countless people through one of a dozen video platforms and get direct feedback. Or an author can write a book and sell it directly from his or her website and social channels to anyone who’s excited about it. The reaction to standardization and globalization has been enabled by these platforms. Customers can get what they want, from whomever they want, whenever they want it. It’s a revised and personalized version of globalization that allows us to maintain and enhance the cultural connections that create the meaning we crave in our lives.

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

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

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

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.

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.

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.

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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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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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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?

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.

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.

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.

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Audiogon Seth is an audiophile. He particularly enjoys focusing on analog and, in many ways, anachronistic equipment still made by hand. Audiogon is a website “where you can find people who buy things new and sell them 6 months later in perfect condition.

KEEP IT SIMPLE Offering to close a story loop is much more simple than you think. Even the inclusion of smiley, happy people on your website is a strong way to offer the closing of a story loop. People want to be happy, and those images promise your product will deliver. If you sell rugs, a successful resolution might be a beautiful floor or a room that finally feels finished. If you sell ice cream, a successful resolution might be a rich, creamy taste of heaven. Camping gear? An adventure to remember. While I’ve been slightly philosophical in this chapter, try not to overthink it. What problem are you resolving in your customer’s life, and what does that resolution look like? Stick to basic answers because basic answers really do work. Then, when you get good, start diving deeper into the levels of problems your brand resolves. The important idea in this section is that we need to show repeatedly how our product or service can make somebody’s life better. If we don’t tell people where we’re taking them, they won’t follow. A story has to go somewhere. Have you told your customers where you want to take them?

The Power of the “Buy Now” Button I have a friend who has bought and sold nearly one hundred companies. He knows a lot about scaling a company up, and as he evaluates a company, he makes sure the people, products, and procedures are all healthy. But the key ingredient he looks for in a company is whether the company is challenging their customers to place orders. My friend knows the fastest way to grow a company is to make the calls to action clear and then repeat them over and over. He’s made millions simply buying companies, creating stronger calls to action, and then selling the company after their revenue increases. One of the biggest hindrances to business success is that we think customers can read our minds. It’s obvious to us that we want them to place an order (why else would we be talking to them about our products?), so we assume it’s obvious to them too. It isn’t. There should be a “Buy Now” button in the top right corner of your website, and it shouldn’t be cluttered with a bunch of other buttons. The same call to action should be repeated above the fold and in the center of your website, and again and again as people scroll down the page. Companies that don’t make their calls to action clear remind me of my dating days before I met my wife. Instead of clearly asking a girl out, I’d say something like, “Coffee is nice, isn’t it? Do you like coffee?” What in the world is a woman supposed to do with a question like that? That’s just not how you make a baby.

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.

The man had hired a fine-arts painter to create a painting of his building (was he selling a building?), and at first glance it looked like the website for an Italian restaurant. The first question I had when I went to the website was, “Do you serve free breadsticks?” There were a thousand links ranging from contact information to FAQs to a timeline of the company’s history. There were even links to the nonprofits the business supported. It was as though he was answering a hundred questions his customers had never asked. I asked the class to raise their hands if they thought his business would grow if we wiped the website clean and simply featured an image of a guy in a white lab coat painting something next to text that read, “We Paint All Kinds of S#*%,” accompanied by a button in the middle of the page that said, “Get a Quote.” The entire class raised their hands. Of course his business would grow. Why? Because he’d finally stopped forcing clients to burn calories thinking about his life and business and offered the one thing that would solve his customers’ problem: a painter. What we think we are saying to our customers and what our customers actually hear are two different things. And customers make buying decisions not based on what we say but on what they hear.

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.

Each part of the EKG system works together as a puzzle, and each part contains a number of potential strategies that you can choose from to create your desired Nomad Capitalist lifestyle: E - Enhance Your Personal Freedom ● Living Overseas - Whether in one place, a few places, or as a perpetual traveler. ● Second Passports and Residencies - Obtain a residence permit or citizenship in another country for better travel, better treatment, and more options. ● Digital Privacy - Host your website overseas or use secure offshore email. ● Socializing Overseas - Make friends, dates, or a lifelong partner in another country. ● Personal Happiness - Find the place where you feel totally at home. K - Keep More of Your Money ● Tax Reduction - Legally reduce or eliminate your personal taxes by relocating your business the right way. ● Offshore Banking - Protect your money in quality banks and earn higher returns. ● Offshore Companies - Legally choose the tax rate for your business. G - Grow Your Money ● Frontier Market Entrepreneurship - Start a business in a less developed market. ● Foreign Real Estate - Buy, rent, sell, or hold property in fast-growing markets. ● Foreign Currencies - Earn high rates of return just by holding another currency.

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.

Many famous motivational speakers and influencers will tell you that you can get whatever you want in life but I will never tell you that. Do you know who else would not say that? Andrew Carnegie and John D. Rockefeller. But people love to be lied to and love entertaining fantasies, so they say I'm the one who doesn't know enough and that's why my thinking is limited. Well, have they tried to sell anything on a Chinese website or through an American or Canadian platform like Shopify? Many even tell me they plan to start their business using WordPress, which shows how ignorant they are of what their dreams need to become true. In reality, as soon as you start going through these paths you will see that you are stopped along the way. Many apps don't work in your country, and many markets are also not open to you due to location. In other cases, they claim to investigate you before deciding if you should have access to their features, while what they do is to simply look at your IP address. This happens to any industry, including the book industry.

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.

Winning websites…are like water chutes: if your website doesn’t appeal to both early- and late-stage buyers, here’s how to design unbeatable multistep funnels It’s easy to forget that some visitors aren’t ready to buy You hear marketers say that they “want to make visitors reach for their credit cards.” But pushy selling is usually thrashed by sophisticated relationship building.

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.