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On top of that, if people see that others who ‘were able to get in’ are loving it, it would further increase their desire. And the next time, they would act with more urgency, and be willing to pay *more* for the same thing than they originally did. So now, in the aftermath of our second scenario, we still have eight people who have unsatisfied desire. This increases their desire further. And to boot, we now have new prospects who weren't in the original pool who now want what we have.
$100M Offers: How to Make Offers So Good People Feel Stupid Saying No
Alex Hormozi
Growth always fights against competition that slows its rise. New ideas fight for attention, business models fight incumbents, skyscrapers fight gravity. There’s always a headwind. But everyone gets out of the way of decline. Some might try to step in and slow the fall, but it doesn’t attract masses of outsiders who rush in to push back in the other direction the way progress does.
Same as Ever
Morgan Housel
The Japanese seem to be able to admit a mistake early and then make the necessary changes. Their consensus management style tends to eliminate the ego. Since a large number of people have a small piece of a big decision, there is no stigma that can be considered career damaging. In other words, it’s a lot easer to live with “We were all wrong” than the devastating “I was wrong.”
This egoless approach is a major factor in making the Japanese such relentless marketers. It’s not that they don’t make mistakes, but when they do, they admit them, fix them, and just keep coming.
The 22 Immutable Laws of Marketing
Al Ries
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