A Quote by Michael Ellsberg

If you can get people who don't know about you to know about you (marketing), and you can convert them into customers (sales), and once they're customers, you can lead them from point A to point B, you can accomplish anything on the planet
Marketing is your battle plan for the sales team - it's about defining the landscape. Marketing is doing cohort analysis and understanding exactly what possible customers are out there. It's understanding not only which customers will respond to what messages, but also how customers will become clients if you include certain product features.
When you view marketing from the vantage point of the guerrilla, you realize that it’s your opportunity to help your prospects and customers succeed. They want to succeed at earning more money, building their company, losing weight, attracting a mate, becoming more fit, or quitting smoking. You can help them. You can show them how to achieve their goal. Marketing is not about you. It’s about them. I hope you never forget that.
I have connected by phone with customers who have left negative reviews and had a chance to get to know them. Not only was I able to solve their problems, a lot of the customers were so happy with the customer service that they become repeat customers.
Motivate them, train them, care about them and make winners out of them. We know if we treat our employees right, they'll treat the customers right. And if customers are treated right, they'll come back.
But the point of a progressive revenue tax is that you create incentives both for breakups, you penalize the acquisitions, and you encourage the development of models where the customers are customers and they know what they're giving up.
What I thought was so great about Rise [of the Planet of the Apes ] was that it wasn't a retelling; it was an entering of the universe at a different point. So it's Planet of the Apes. We already know the ending. There's no mystery in that! It becomes Planet of the Apes. So it's not about what is at the end; it's about how did we get there? And that enabled something that was totally fresh, which was an ape-point-of-view movie.
Motivate them, train them, care about them, and make winners out of them... they'll treat the customers right. And if customers are treated right, they'll come back.
Bypasses are devices that allow some people to dash from point A to point B very fast while other people dash from point B to point A very fast. People living at point C, being a point directly in between, are often given to wonder what's so great about point A that so many people from point B are so keen to get there and what's so great about point B that so many people from point A are so keen to get there. They often wish that people would just once and for all work out where the hell they wanted to be.
Often people say they can't base their strategies on customers because customers make unreasonable requests and because customers vary too much. Such opinions reveal serious misconceptions. The truly outside-in company definitely does not try to serve all the needs of its customers. Instead, its managers are clear about what their organization can and should do for customers, and whatever they do they do well. They focus.
Start finding future clients before you have anything to sell them. Get to know these people as friends, not potential customers.
Entrepreneurship is all about an idea that creates differentiated business value to one's customers. You must be able to convince your customers about the benefits that association with you or your products will give them. People are ready to pay if they are convinced about your services or products.
Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them.
Often, very talented technical people find it extraordinarily difficult to take the viewpoint of customers, who are often ignorant about the technology and who may have strong and perhaps incorrect prejudices about it. The technical people may believe, deep down, that they know better what customers "should" need. Customers, of course, have a different perspective. They want products that will solve customer problems and provide other customer benefits, and will do so without undue risk or cost. Not infrequently, customers view advanced technology itself as a risk.
I know enough about the moon to know how unpleasant and inhospitable it is. . . . I know enough about Mars to know that you can't live there, you can't settle it. Mars and the moon are two ugly islands. So then, you say, what's the point of going to them? The point is to be able to say I've been there, I've set foot on them, and I can go further to look for beautiful islands.
I'd be like, alright, I don't know anything about sales. So I would search for sales on Amazon, get the three top-rated books and just go at it. I did that for marketing, finance, product, engineering. If there was one thing that was really important for me, that was it.
Sometimes there are customers who get in difficulty because of situations that are out of their control. These are customers with genuine needs, and the role of the bank is to accommodate these customers, and there is a real need to reschedule the loans of these customers.
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