Two Day Rapid-Result "Instant Immersion" — Day 1

Jay Abraham · 2021-12-04 · 7 h 42 min · the recording

Transcribed by machine from the recording. Names and a few spellings may be imperfect; the timestamps mark where each passage begins in the recording.

0:00:10Hi, Mark, Robert, welcome. Dan, welcome, Clemme. Glad you are joining us. I see people are coming in. Eric, glad you made it. So I hope all of you have your notes from preeminence in front of you. And I'm gonna be casual here in my introduction for a little bit and then I'm gonna shift into here we go mode. But I wanna let everybody into the room here. So Dr. Steven, so glad you're joining us. So it's gonna be a great Saturday. And really it's gonna be intense. There is gonna be a lot of material coming at you. And so I hope that you have your snacks and everything you need. If you can put in the chat really quick, anything that you would like to share with the group, what industry you're from, what you're excited about today, maybe where you're from, maybe an outcome that you would like for today. And really this is your moment to engage with each other, to kind of just bump in elbow, say hi to a friend, because we're gonna do an experiment today. We are going to shut off the interactive chat and you're still gonna be able to chat with Scott and myself.

0:01:43If you have a clarification question, maybe we can address that in things so that we can clarify what you're looking for. But we want you to be so laser focused on what is being shared with you. So welcome, Gia. Glad to see everyone in the room. It is so good. All right. So here is my official welcome to all of you on this intense profit explosion formula day. So welcome to the profit explosion formula where Jay's tested strategy sequences, insights, mindset, perspectives, growth lever stories, diversifications, risk reversals, adjustments, breakthroughs. We'll be more than introduced to you. If you have the right mindset today, it'll be like upgrading your business and mental operating system to perform in a way that when you put it into action, they'll be proven to create profit explosions in your life and your business. So let me take a quick pause here and get into housekeeping and talk about how to prepare for this day of focus. One is if you have distractions, yell out to the family, hey, I'm gonna be intense. It's an all day thing. I've got my six cups of coffee ready or whatever it is you do to stay mentally awake. But I need the focus.

0:03:15And I want you to have your notes ready. We're doing an experiment where we're not gonna be active in chat so that everyone can stay focused on what's happening in front of us. So we can really laser in to what Jay is sharing. We are gonna take some breaks. We're gonna take a couple of five minute ones. We're gonna take a longer one for lunch. I think we're gonna be about 30 minutes. But at the end of the day, Scott and I are gonna be with you a little bit afterwards to decompress and let you know that it's okay if you're feeling overwhelmed because Jay is gonna share such a vast array, you know, that it may seem overwhelming. But don't worry about it. Focus on what you can get because really what this is doing, it's introducing you to the concept that there is a library of assets, insights, strategies, and levers that you can use to grow your business. So that later on, you can go to the exact section, the exact book and the exact chapter that you need to download into your life right now so that you can use Jay's principles in real time to grow an aspect of your life or business. So this is the key focus is to find the tool, to realize that the tools are available because if you don't know the tools are available,

0:04:40you won't be able to use them. So what we wanna do today is share with you this overarching introduction to all of Jay's strategies principles that have created windfall profits for business after business. And Jay, when you're ready, go ahead and turn on your camera and we will just launch into this. And you're the one second, Brian, I am making myself a note, excuse me, one second and we will get started. And speaking of notes, this is how Jay takes notes. He puts a T-square on a piece of paper with a third of it to capture the basic idea, the concept. And then on the other side where there's a lot more space, the application with details. So I hope all of you have multiple notebooks because we have proven time and time again, the people that take notes and events like this are the ones that take more action. The ones that take more action make more money. So we want you to have an ROI from today and that means you need to take the action. So start with a small action and get out an old school pen and take notes today. So let me stop sharing this screen so you can do your introduction and take it away, Jay. Good. And I hope you announced that we're not gonna do a lot of chat. Did you do that?

0:06:13I'm about to shut it off right now. Okay, everybody, I want to chat off because I like quality chat, but I've observed in the past that certain people can get diverted and become so socially engaged that in my opinion, when you're layering one breakthrough upon another, you get more interested in one upping each other on your chat and not staying focused. And if you miss a connectivity that we're going to cover, you literally are gonna lose out on the ability to put this all together. So it's very important to me. We've never done this compression intensive variation on this before. Here to four, we've only done this over a longer, slower process. I'm doing a two-day compression master's, I would call it a grand master's course because I want to give you all no matter what size, type, scope of business you operate the ability to run with it right away, literally right away. And that's what we're doing today. And tomorrow, Brian, may have told you, we're scheduled to go where on the West Coast here. So it's PST, Pacific Standard Time. It is approximately 908 and we're scheduled to go until four, we'll have a very quick break. So you know what, if Brian told you, I apologize for redundancy.

0:07:50If he didn't, then I'll save him the time, hold on. The breaks we will take will be very short. Enough you can run to the bathroom, get a drink. If you need to fixate on your computer or phone too long, you're gonna miss out. I need to keep myself going. We will have a quick lunch break. And we're just gonna layer and layer and layer and I'm gonna try to have a lot of parenthetical dialogue. I've never done it this way before. I think this is going to be an extraordinary quick start, fast track, accelerator for all of you. And it'll please me to no end to see all of you report back in a month or so that you've already taken elements you learned from what we're going to layer and done something truly epic. And it will just keep compounding and growing and compounding and growing. For the record, when I started this journey of trying to understand taking profits beyond exponential, we identified, I think, almost 30 categories. Brian would know more than I, but I think we are over 70 or 75 now. Today and tomorrow I will concentrate on the primary 30, but I will introduce the other 40 or so, just so you have a taste because most of them, believe it or not, are elegantly obvious when they are exposed and explained.

0:09:32And even if we don't go into massive depth, they will be very clear for you to grasp all you need to do to literally catapult the profit performance of your business is take one, two, three, five of these, no way you're going to take 75 of these and start implementing, executing, applying, integrating them and watching your results multiply. Okay, that stated, I do not purport to be someone who is a very refined presenter. I am somebody who has spent my life doing it and teaching it as an avocation, not teaching it as a main profession. So I might get a little rogue on you. It's worth it because everything I share is based on real world empirically validated experiences, observations and results that either I or my colleagues or influencers have achieved in different parts of the world in different types of businesses in different types of challenging environments. So Brian, let us begin. And Jay, I want to call everyone's kind of note taking mind. If you feel like you missed something, we will be sharing the recordings with you.

0:11:05Oh, yes, of course. I missed them. And we will be sharing these slides with you. So if you can't see it or if it's not clear or it's fuzzy, don't worry. You're going to be able to see it in high definition detail. You can watch it again. You can listen to it again. It is a powerful, powerful system, but just relax and enjoy this and capture as much as you can. So with that, let me start sharing my screen. Yes, thank you. And thanks, and Brian, you have a license to intervene and really do any kind of an interventional commentary that is necessary. All right, so I want to start with the homework. And if you did it, I am thrilled. If you didn't do it, then you've already started on a detour path and I encourage you to find the time to do it. In order to appreciate the methodology that I am going to, I guess, instill install and really open up to you this next two days, you need to understand preeminence. We took as a very effective challenge for you, what we call the preeminence challenge. This was a five day experiment. We did a couple of months ago, and it takes my work on the strategy of preeminence and on greatness, and it expanded it because I'd never done anything this expansive.

0:12:43It takes you into the concept, pardon me from very many vantage points. It teaches you how to see the ability to elevate your business, your role in the business, your stature to iconic levels. It teaches you how to get clarity on what you stand for, who you stand for, why you stand for it, what standing for it means, how you personify or express that positioning. It shows you and challenges you and favorably provokes you to never want to be mediocre, to understand that within the scope of your business and your life, you have all these opportunities to be either average, above average, great. You can be commodity, you can be an also-ran, you can be a competitor who never really emerges victorious, or you can be preeminence. You've always had the ability, you have the ability, you always have the ability, but you do have to shift oftentimes how you see your role interacting with everybody, how you express it, and we're going to review. We gave you five days of slide deck PowerPoint and presentation. I'm going to lightly review, as we do this, and Brian knows this, we have built this slide deck for this purpose to be richer and deeper, and a lot of it is self-explanatory because of my intention to layer and integrate everything

0:14:32as we produce a category, including the one we're going to review, we have over-engineered purposely the slide deck for two reasons. One, so I can pick the most relevant points in the deck to articulate and integrate into the fabric we're building for you today and tomorrow, but secondly, actually three reasons. Second and third, for you to be able to see the scope of implication and application that exists within a category so that after we are done with this compression grandmaster course today, tomorrow, you have the ability over the next year to access different modules that are being put up for you that go deep on different categories. And if you see the possibilities beyond what I shared today and tomorrow, you can go as deep as you want on any category just by downloading a module. And speaking of that, this is the first time we have done it this way. We're going to use this program many different ways, but it is designed to fast-track your ability to access the beyond exponential methodology. You can go deep on any category by going to the modules if you are someone who has access to those modules.

0:16:08Some people will not in the future. You have full access passed to everything. All right, so let's get into some of the bullets and the PowerPoint elements. And as I said, I will fast move through them and I will isolate the ones that I think are most important that you picked up on. So everything about it is that you want to become the go-to source in your market. You want to become the only viable choice they can make. You want to be seen as the literally the preeminent choice, the most trusted advisor in whatever category of product service you are in, and you must understand that you're not just selling a product or service, you're selling the result, the benefit, the impact, the implication, the protection, the enrichment, the entertainment, depending on what your product or service does of what you do. And the more you are able to focus transactionally on the impact your product or service and the relevant role your product or service means when it is employed or deployed in somebody's life or business, the easier and the more authentically you will become preeminent next. I already said that next. And I will frequently pass on slides because I'm not someone who just follows the PowerPoint. If I get ahead of myself tolerated, drink, oh, that's irritating.

0:17:45This is being done for you. I already know this at a very high level. We don't have to do that next. We've already established you learn preeminence and that greatness is a corresponding sort of a counterweight to preeminence. If you do not aspire to be great in as many of those categories as we introduced in this module, you'll never really achieve preeminence because preeminence is driven by you wanting to be greater than the average bear greater than your generic competitor, greater than what everyone else does greater than what you have accepted for yourself, your business, your product, service in your life. Okay, this is self explanatory. But if you looked at chronology of many of the success stories I have directly or indirectly affected in my career, they have been driven by the power force and source of preeminence more often than not. They are enhancers. They are accelerators. They are elevators. They are the ultimate hedge. When you are preeminent, it compensates for a lot of weaknesses in every other part of your strategy or marketing. So always the foundation of everything I build for anyone is base predicated and founded on their commitment to their business, their commitment to themselves and more importantly,

0:19:26their commitment to their current and future clients, external and internal, you will remember I'm getting ahead of myself. But if you watched it, you have three kinds of clients. First and foremost are the ones you pay. Second are the ones who pay you, pardon me, I'm going ass backwards. Second and third are the ones you pay. First are the people you're selling to. The buyers of your product service, the users of your buyer service and there could be two different things. The buyers and the users may not be the same. So you have to expand your mindset. But you also need to be preeminent for your team members so that they will be on the same mission, the same crusade. They will be driven with the same purpose. And if you have no team members, you have to be preeminent through all the support people, the advisors, the service people, the agencies, the sources, the vendors you use. You want them to be collaborative partners. You don't want it to be an acrimonious relationship. Next. Next. Yeah, when you're preeminent, if you really see the value that your company, people, product, service, renders in the lives of your target audience. And you really believe that you do more care more, serve more, achieve more in behalf of

0:21:01the buyer when they choose you. You have a moral obligation and responsibility and quite a privilege to help as many people as you can, not even because you want to be more successful. You want to make more money. You want to live in a bigger house, have more stature or more things or more wealth or more financial prosperity. Because you know that people will be deserved by lesser competitors, deserved by not doing anything, deserved by choosing an inferior alternative. Next. Next. So, I mean, just always remember, I would write preeminent's definition or printed and put it in your wallet, put it maybe on your bathroom mirror, put it in your car, put it on your desk, put it on the kitchen refrigerator, put it wherever you need to constantly reinforce your identity of who, what, why you are. Because if you don't see yourself committed permanently to being preeminent, you will not be preeminent. And preeminent is not arrogance, preeminent is not ego driven, preeminent is contribution and value driven.

0:22:36Next. We talked about the difference between a client and a customer deeply if you watched it and if you didn't please, if we give it, it depends on, I used to get angry at people who didn't do their homework when we gave it and they'd say, I don't have time. And I would say, well, you have time to underperform, you have time to waste opportunity, you have time to get less profit yield and results from every day hour, but you don't have time to alter that. And then I would say, wow, in the course of the rest of your business life, it would seem like 10 hours would be a pretty good investment for an upside of multiples of that compounded every day, month, year, decade. But I don't get mad anymore. I just make the point and leave the decision to the people that are committed the rest of their life to their business and their industry and challenge them to think about whether they want a life of what either Emerson or Thoreau called quiet desperation or life of, of, of exhilaration and liberation. Next, when you are preeminent, you're not obsessed with closing people right now. You're obsessed with adding enough value that they see the differential.

0:24:13I believe it's only a matter of time before the people that I should be doing business with will do business with me. And I never wait for money to change hands in order for me to start adding value, making a difference, contributing, serving. And it should have been evident in the, in the six hours, we tried very hard to give so much knowledge, so much education, so much. Expertise, not just sell you something. It's a demonstrated metaphor for what you should be doing next. I already said that next. I get ahead of myself. Yeah, it becomes that the strategy of remnants. If you live it, if you, it exude it, if you instill it, if you articulate it, if you believe it, embrace it, it should become the foundation of everything you do. If you have employees, team members, it's your cultural foundation. It should be the formation, the framework of your advertising, your selling, your positioning, your website, how you deal with people and any interaction you have, online, offline, customer service, technical support, selling, follow up, anything. And if it isn't, then you are underperforming the opportunity because preeminence really is the ultimate upside leverage gear that you could possibly pull.

0:25:54Next, the key to everything, and it's just that the, really the essence of this whole training process is either you get your business working harder and harder for you, or you keep working harder and harder for it. It's pretty simple. And so you have to realize that the same time or less, same ever or less, same opportunity or less, same resources or less, same access to the market or less, same relationships that you currently have or less, same as venture capitals and a mission which is used for something else and we didn't change it. The same vendors or less, the same access vehicles or less, all of those have the ability to produce far more current and future yield result outcome, performance, profit, if you shift how you do it, why you do it, where you do it, when you do it, what you do to do it. And that's the essence of the program, but it's also the essence of being preeminent. Next, yeah, it's very important to be preeminent that you have the capacity to see the world through your market and clients eyes and lens. That's why you have to examine and understand, appreciate, respect, really observe how they see life and what their life is like in the process of buying your product service, using

0:27:37your product service, how it affects their personal life, family life, physicality, business, whatever they're coming to you for. You have to acknowledge and appreciate what their reality is because their reality is not usually your reality. And the more you can really authentically convey that you see and feel what they do and you appreciate their goal, their plight, their situation, the more authenticity, the more connectivity, the more power it affords you next. Yeah, you want to put into words what the client feels but can't express. And we will get into how to do that masterfully but very credibly and authentically when we get into the mind of the market next. If you don't see yourself as the most trusted advisor, you can't be the most trusted advisor. But when you are, you have a moral responsibility to never let anyone do less or more in terms of commitment, purchase, quality, quantity of things they buy from you or anyone, then they should. Your job is to advise them, not just sell them, advise them on what is going to be the best performing outcome decision they can make relative to your product or other products. And they may not be right for your product.

0:29:16And sometimes that is what you have to alert them to if you're a preeminent. Sorry he says, but ask yourself constantly, what do we stand for? What do I stand for? What does the company stand for? What's product stand for? What market do we stand for? You know, who are they? What's, who is the market we stand for? Why do we stand for it? How do we, you know, how do we show that we stand for that? How do we deliver something that embraces and embodies what we stand for? Do you even know if you don't, that should be a constantly posed self question and you will continually evolve your answer and get clear and clear and, and deeper and deeper and more rich in your ability to answer, express and achieve all of those whether you are right now or not is not important because we're going to fast track you to this point if that's what you decide you want to achieve. Yeah, I think preeminent is based on what I call the three P's. You have to have a higher purpose. I would put passion next. You have to be passionate about that purpose and purpose has to transcend just making money and you have to have a clarity of seeing the possibility, not abstraction. One of the points I was talking about. I think three days ago with a very prominent person, you would all know if you're from the

0:30:48United States, but I don't want to discuss his name because it would be embarrassing to him. But we were talking about the fact that 95 plus percent of all small, medium businesses never achieve their goals. And the reason is they don't have concrete goals. They have abstract hopes and dreams. I want to make a million dollars. I want to be able to compete. I want to grow my business 20% a year. I want to be able to keep doing this until I retire and have a great retirement. I want to have a bigger house. I want to be worldwide. But if you don't reverse engineer possibility wise, what you're trying to accomplish, if you don't know the steps to take and you don't monitor, measure and adjust performance depending on whether you're hitting your mark, exceeding your mark, not hitting your mark, and you don't have head strategies to do it. You'll never achieve the success that is truly possible. Possibility needs to be converted to concreteness and concreteness needs to be reversed engineer. I'm looking out at a private airport in the middle of it is a lot of unused land that land could and land around here could be converted to all kinds of things. Let's say it was going to be a high rise condominium. If that's the possibility, I said I want to high rise condominium.

0:32:19First thing I have to see is where would I put it? How would I build it? Where would I build it? What would I have to do first, second and third? What permits would I need to do? What issues would I have to overcome? You had just all these progressive questions and they apply to life and business. The reason why is I called a wonder drug and I called that because now I've gotten, I was centered before I was looking at myself. I apologize. Brian always yells at me for not being centered. Maybe it's a little bit diversionary. The concept of reason why is a wonder drug because most people never think about it but almost everything in our life, decision wise, is base predicated and achieved by us knowing the reason why we should do something or not do something. The reason why we should choose left instead of right A instead of B, this product that I'm holding instead of this product to the left, this path of anything, life, pursuit, career, business, marketing, production, sourcing, instead of the other. The more that you master explaining and integrating reason why into everything you do, the more powerful you will be in the more preeminent.

0:34:00Telling your team the reason why you want something, we want them to do something or you're doing something or you want your business to be seen in a certain way is a lot more powerful than just doing it because they understand it. They appreciate it. They feel part of the crusade. They're on a mission. Telling the market why you believe your product is superior or your people support them better or your category of product is more valuable and a suit of a purchase than an alternative form. Giving them a reason why they should take action today and not tomorrow or sometime or no time. The more you do, incorporating reason why and everything you do say, teach, communicate, the more powerful you will be next. This goes into just some fundamental factors and I'm going to power through a few of the moments but you have all of them and they're pretty self-explanatory and you should watch what we gave you as homework at least once. I would watch it once every two months minimum maybe once a month but certainly once a quarter the rest of my life and I would reassess my in alignment with these attributes and the standards I've set for myself or do I need to adjust.

0:35:39You need to have people see that you're their advocate. You need to be showing that you have a better way, a better choice, a better value, a better outcome. You always want when you're interacting to leave them better off. You want to show them many, many, many more times than just telling them because when you demonstrate it, when you prove it, when you illustrate it, it comes alive. It takes on a much deeper form of compelling credibility and motivating reality to them. Next, I already covered these next and we're not going to do all these. I'm just going through some of the high points. It's all about the you attitude. It's not about me, my business. Us, it's about you, the prospect, you, the team member, you, the buyer, you, the person that is going to be making a decision for people in your company on a product or service. You, the market that you're trying to own by superior contribution, value creation and performance. Preeminence is always based on the hopefulness. I'm on the last bullet. You have a hopefulness in your heart and mind when you start a business. You don't think about it, but you do.

0:37:14You have a hopefulness that your product or your service or your company will be able to enhance and rich, improve some facet of the lives or businesses of the individuals, the families, the bodies, the companies that deal with you. You have a hopefulness that through that, they're lifefully better off, happier, healthier, more prosperous, more protected, whatever your product or service does. And when you live in a vision of that hopefulness and everything you and your business and the people in the business do and your communications do, conveys that hopefulness that you have for them and that commitment you have to achieve that hopefulness for them, it delineates and differentiates your business at a level nobody else can compose to next. Yeah, this just is, you saw, you were rewarded in life in direct proportion to the quantity, consistency of problems you solve, we solve in opportunities, we make possible for others. However, the others we are doing this for don't always know what the problems are, they've not always verbalize them clearly, they don't know why sometimes they want those problems solve, they don't know the benefit of solving them or the danger of not, but they don't know the richness and the exhilaration of achieving an opportunity that they don't even know as

0:39:03possible. And the more you focus on that, you understand the problem, you're able to express it, you're able to to illuminate it and introduce it at a clear and a more dimensional level to them and they see that you understand them and their options better and the result that solving the problem or mining the opportunity can make for them the more they trust and they commit to you and not your competitor. Next, yeah, most people think what do I have to say to get people to buy, but it should be what value there's an omission Brian when we do this again, what value do I have to give, what benefit do I have to render? Steven, the late Steven our Covey said first seek to hear before trying to be heard, try to understand before you want to be understood, listen before you talk, that's literal and figurative. Next, you got to ask yourself, how can we have the most positive impact immediately today in whatever interact interaction we're having with our clients? If you don't have an answer, you're throwing a bunch of mud on the wall figuratively in what you're doing advertising, marketing, managing, utilization of time opportunity costs, question it and change. Any message you convey doesn't have any value unless it evokes a response has to have an impact and get them to take some

0:40:55action. The action can be them thinking deeply, wow, I never thought about it that way before the action can be calling you the action to be buying the action to be asking someone to call them the action to be coming in the action can be, you know, doing a self assessment. But if there's no action, there's no result. Jay, let's do a little challenge here. You know, is everyone on this call taking an action right now? Are you seeing ways to apply this? So I mean, yeah, we want you to have an impact. So I just thought we should make that little point because it's apropos of the moment. It is very much so. And I'm going to take a one minute break because I am alone in my very, very nice office and they left the heat on and it's hot. And I want to be very cool, not not cool in the terms of of my conduct, but cool in the terms of temperate so that I could stay focused. So Brian, you can sing. You can whistle. One minute, I'm just going to go right next door and flip the screen. So again, this is a moment to begin to unpack. Now, one of the things that I realized about preeminence after hearing this again and again and again and again, is how profitable preeminence can make a business. Because preeminence allows media to see you in a

0:42:26better light. It allows other your clients to value your relationship more. And I think if you look back at your past, you'll notice that your success is truly tied into preeminence. There are elements that you've already done that you've already accomplished that have allowed you for your clients and the general public to see you as a preeminent leader. So we're back with Jay. I am back. See just a flip of the switch. And now hopefully I'll be cool and Luke. Okay. Next. And I'm not going to do all these slides. I just want to. So we already talked this to you. I truly hope you did the homework because this gives you the foundational understanding on how to really master the mind of your market, how to understand at the deepest level what they really are thinking, doing, wanting, not wanting language patterns that resonate with them. Deep dimensional clarity on what's really driving them and what's turning them off. And I'm not going to go into it right now. We did teach it in this and it was extensive, but we do pick it up later, I think, on the second day next. Yeah. I mean, all you're doing when you're preeminent, besides realigning your worldview and your reason to exist is possessing the ability

0:44:08to, I think, out market, out strategize, out contribute, out connect, innovate, out sell, out position, out everything and out earn your competition, which is what I think the whole essence of why we're here together is really all about next. Yeah. I think we want to now move on. I've got enough of this just to start you. And again, today tomorrow is fast track to a day tomorrow is compression. I'm showing you the totality of the slides because we're going to give you at the end the entire slide deck. Most of the points in it are actually self-explanatory. They connect and they clarify pretty easily on their own, but I want you to get excited when and as we put these modules up, we have all these modules, by the way, those of you who are entitled, some people will not be entitled to the modules, they'll just be doing this program, which is fine, but for those that want to go deeper and you all get this, I mean, you all who are part of the original program is you'll be able to go to the modules and go deep for two or three hours on each category. We already have them three different ways, but we are in the process of putting them up so you can access them. It might take a week or two or three.

0:45:44So this will be much more than you can probably process, not this meaning the strategy, perhaminence, although you should be re-reviewing it, but all the points we're making. So let's go to the next category of slides. Now we've introduced greatness enough. And I think everybody knows, well, go back to the quadrants for a minute. Remember, if you watched it and if you didn't, you're already starting at a disadvantage. So catch up on your own. There's four quadrants figuring out in all the different elements of a life or business what greatness is supposed to look like in the business context, what greatness is an entrepreneur as a value creator as a marketer as a leader as a problem solver as an opportunity creator as a voice of clarity. What's it supposed to look like? What reference models can you find to see a template for yourself? Where are you in comparison to that? And the same goes to your personal life. How are you as a human being? How are you as a friend? How are you in health? How are you in finance? How are you in balance? How are you in contribution societally? How are you as a friend, husband, wife, parent, lover, and what does greatness in any and all the categories look like? And where are you as far as the gap? Are you way up here? Are you way down here?

0:47:28What's the path the safest, fastest, easiest path to get from wherever you might be lower on, you know, on the scale to get higher? And then finally, I introduce I think in this segment on your homework what I call the law, excuse me, I just opened a window to and we're on a beautiful airport. I'll show you later. And we got all these private planes on Saturdays. It's a delight and a thrill to watch all the little private planes and the jets come and go and a lot of wealthy entrepreneurs and doctors come on the weekends and take their planes out including old World War II planes and vintage planes. So you'll hear some of them in its fun. What I was going to say was the log jam states that you take your life, you take your business or your career, you evaluate where you are on the greatness scale in as many categories as you identify are relevant to you or to that business. Then you figure out which one or ones in a priority and in a hierarchy need to be improved or corrected. First, second, third, because there's almost always one log jam that is so critical. If your health is terrible and you can correct that and correcting your health is going to give you longer years to be successful, more attentiveness, more hours of energized

0:49:06work, more self esteem, more fulfillment in your personal life. All kinds of attributes that may be the first thing you have to work on because if you don't get there, it'll compromise the rest. Some people, many people in the entrepreneurial sector are very lopsided. They might have one element they're great or at least they're they're efforting so hard that they're not really using their prowess, their abilities that can be evolved. You want to leverage everything including greatness, but you need to do a self assessment. Next, Arty, you want to go to the categories? Yeah, I do now we're ready for the categories. I just wanted to review the greatness and preeminence as a foundation of everything. And I hope that everybody knows that I would love to believe that you all did all the homework. I assume some of you didn't. And a lot of you maybe just powered through it or did part of it. It's your prerogative, but I'm sharing and compressing to you the key elements that define my career to date, the successes, the lessons learned, and the billions of dollars that have been achieved. So here's some categories we think you should be looking at when you evaluate where you are or aren't great. How are you on the

0:50:48scale in your entrepreneurship? How are you in your vision and mission capability? Your sense of possibility? How are you in your strategic capability? And strategy has to do with not just business but life, personal life. How are you as a leader? And leadership is not just leading people work for you, it's leading your market through being great preeminence leadership is a key role. I didn't talk about that, but it's a key foundation to being preeminence because the world is silently begging to be led. But we all want to be led by someone we trust has our best interest. You want me to lead you. But not if everything I do is trying to monetize it if every hour I'd say, Hey, by the way, if you want to really get a fast track course, pay me another 10,000 and I'll have somebody, you know, call you up and do it. If I did that every hour, you would go, I don't want to be led by him, he's self-serving. But if you feel confident and comfortable and certain that I am here to really help transform your life, your business, your faith, your destiny, your sense of prosperity and wealth creation, which is not just monetary, it's psychic, it's fulfillment, certainty. So are you great as a leader? Are you great as in your empathy, in your sense of respectful understanding and

0:52:15appreciation for others, prospective buyers, team members, vendors, family members? Are you great in your value creation as it applies to your marketing communication, your advertising efforts, your selling approaches? Are you great in how you establish for your business, your company, your people, your product service, preemptive advantage? Are you great in your ability to be a maven? And if you don't know what a maven is, we do have maven included somewhere in this program, I have to remember where it might be a separate module, I've been included in the original 10 hours that you did as homework. But you need to learn what a maven is. Today I'm trying to compress your understanding of how to harness and then harvest all the bounty that the ability to literally take profit performance beyond exponential holds and can produce, but it's all predicated. First stage foundation, all the, you know, the pylons, you're gonna sink down into the core are gonna be preeminence and greatness, preeminence and greatness, preeminence and greatness. And if you say, well, I don't have time to be preeminine, I don't have time to be great. Then you're, you're, you're basically sentencing yourself to a life of mediocrity and frustration. Okay, next. Nope,

0:54:00don't do any of this. Who I talked about all this next. So we did, we did cover a maven ship later on. Yeah, good. Okay. So you want me to jump ahead to that? We also, yeah, I just want to get into the categories and I'll swim to the regular categories of, we don't need to go through all this now. I just wanted to start by quickly reviewing the role that preeminence and greatness will hold. And anyone taking just the two day in the future will always get the greatness and preeminence challenge to found and ground that or it will be the first segment of what might turn into be a three day just because it is so significant. Next. All right. And by the way, everybody Brian has a dizzying and a donning collection of slides because we have taken the very expansive and extensive power points we created from a 13 week program that we went deep on these categories and he's got to access them from two or three different sources throughout this. It's just two large files. So now we're going to get into the basis of why you are here. But remember, you can't achieve it's like having a computer with no software. You can't achieve the goal you're after if you don't have the right software. And the first software you need to start with the first app is basically saying we're going to be preeminent.

0:55:41We're going to achieve greatness progressively, continually and iteratively in everything we're doing. And I'm going to do it in everything I do in my life. And I realize I can't do it all overnight. So I'm going to isolate, going to divide and conquer and achieve whatever needs to be done first, second, third in both my personal and my business world. And I'm going to spend some quality time deeply thinking about it. And not just go looking for the next silver bullet and not looking for an instant panacea, because I'm building myself a a really a beyond exponential business. I am transforming myself into an exponential entrepreneur. Next. So this is a quote that I want you to keep stating to yourself, start with Socrates, a life unexamined is a life not worth living next quote, my quote, a business that's not constantly examined, measured, reexamined, on all the different performance areas, impact points, denominators that are impacting or could be positively or negatively impacting your business performance is a business not worth owning. Most people don't even know what to measure let alone measure them next. We already said that.

0:57:22And and I hope if I say that you'll read it. I'm ascribing to everybody that I am talking to today. I'm respecting your intelligence. But I'm also expecting you are engaged that you're not sitting on your computer at watching while you're on your phone texting someone or looking at, you know, newsfeed or something else if you are, then I can't only even know it. But I'm totally in for you. I'm not on my computer. I'd like to hope you're not because it's your life and business, not mine that we're here to transform everything about this methodology is based on working on the geometry of your business as opposed to linear stuff. It's exponential performance all the way through next. So this is just me. I've been doing this 40 some years, 1000 plus industries who already know that. I don't need to repeat it next. Yeah, going back to the basics is very essential because you've got to start with a foundational understanding. People in one industry do things one way people in other industries do them other ways. Most people in one industry aren't even aware of all the options, alternatives, higher, easier, safer, faster, bigger, performing alternative approaches, concept strategies, methods, and tactics that are available to them when you borrow success

0:59:09processes from outside the industry. And if you borrow multiple ones and you combine them together into hybrid combinations and you introduce them to industries where everyone else is doing pretty much the same thing, some are better, some are worse, but you're doing nothing close to what everyone else is doing. And Brian, when we do this next time, let's get that little quote from Tony that explains it in about three minutes because it's very powerful. Someone will find it. But everybody, your job is to become an emissary of higher performing methods and tactics and strategies from outside your industry, not inside it. That's where your breakthroughs will come from. And we'll we'll discuss that again later next. Yeah, so, you know, what's beyond exponential, that's what we're going to take. And I probably will get ahead of myself, but it doesn't matter. So the whole essence repeating what I may or may not have shared with you on that six hour, those of you who watched it, people taking this course in the future may not have seen it. But what I shared with you is that over the course of a very long, very diverse, five continent based career, I've been privileged to engineer, architect, discover, refine, introduce,

1:00:46there's a plane taking off, I apologize, a multitude of breakthrough proprietary principles, methodologies, techniques, concepts, strategies, each one of which separately, separately on its own, had the capacity to multiply profit performance geometrical. I always focused on how can I make the effort time opportunity deliver more profit over top line, multiplying bottom line, faster, easier, safer than top line was my discipline all my life, partially because I got paid on profitable results I shared on the gains. And partially because I was able to learn through all the diverse experiences that I encountered, how much more was possible, how easier you could multiply bottom line over top. And how few people understood that. But I kept, I had a nine question, my belief was there must be a level of performance that was even higher than exponential. If I had all these and I kept adding all these different categories, each one of which could produce geometric growth on the bottom line and the top line, but more on the bottom line. What happens when you do geometry on geometry on geometry, but I never took the time to research it then after many years of just sort of tacitly thinking about it, but not

1:02:33actively solving or resolving the question I went and looked it up. And I was amazed and I don't know if I'm way out of sync on this, it doesn't matter, we'll come to it one way or the other. But I found that there are five gradients, I think five gradients mathematically acknowledged by mathematician, scientist of performance that exceed that go beyond exponential and we'll get into them, but tetration, heptation, it's called hyper operationalizing. Thank you, Brian. And that's the mathematical term and it's just off the chart performance, tetration, penation, hexation, heptation, octation, these five are beyond exponential. It is not pie in the sky. It is proven mathematics, you can take performance off the chart, off the chart beyond exponential. When I realized that, I thought, wow, so I was right. There are dimensions far beyond the comprehension of most people, certainly most business people. And then I thought, wow, it's interesting that most people struggle to even gain incremental growth. Certain entrepreneurs are rah-rah, they're chanting the mantra of exponential gains. But I've never heard anyone say beyond exponential. And at first, I thought, well, embarrassingly, perhaps if I uttered that, I would be

1:04:21looked at as a hypocrite, that it was BS in hyperbole. And then I started analyzing it, excuse the airplanes. I'll shut the window in a minute, it's getting cooler. And I realized, I'm right. It's totally realistic to set your sights even above exponential. However, you don't have to be that aspirational. But you do have to recognize that if it's actually proven, and it is a realistic goal to take performance literally, and not figure to be, but literally and realistically, beyond exponential, there is nobody in business, probably no one in life that should accept incremental and modest gains from whatever they do when the same effort or less, same time or less, same opportunity or less, same effort or less, same resources, money, ads sales, access to the market, has the potential of producing at very least, not most, exponential gain. And that's the driver of everything I stand for today. Next, it is all I started thinking, well, what's the foundation that I need to be able to explain to businessmen and women entrepreneurs, professionals like you, that would make it easy, simple, metaphorically for you to understand and easy to embrace and get excited about. And it became evident to me that I should analogize and explain to you that it's

1:06:25all about levers and fulcrums, gears, nothing more than gears. When gears were discovered, everything changed, they were able to multiply by orders of magnitude, what they could achieve, what they could accomplish, what one person could do, what one little movement could produce. Next, there's a quote from Archimedes, if you don't know who Archimedes was, looking up great philosopher, and he said, give me a lever long enough and a fulcrum on which to place it, and I shall move the world. Next. So in your personal life, you probably don't think about it at all, but levers make your work easier, your life happier, richer, much more expansive. They allow you to do more with a lot less. That's the essence of a lever next, you know, in your life, a bar used to push or pull, that's how the force and effort works. So it works as a pivot point. It moves the load, really getting a little lever can move a huge load. It's all about resistance and removing resistance and friction. Next, again, levers make business growth easier too, not just personal, although most of us never think about it, let alone recognize what the levers are or could be, let alone pull them or use them or install them or incorporate them to thrust upward and propel our performance in

1:08:28many different elements. Next, levers make your profits multiply even more next. Okay, it's easier to leverage your bottom line than top next. He just wants you to see some levers in your life you've never thought about. Scissors are lever, crowbars, cranks, stapler, hinge, chopsticks, next, door handle on a car, light switch, shovel, screwdriver, broom, next, pop top can, triggers on guns, electric tools, next, in business, simple levers are a headline or it's equivalent. You can change the headline in an ad, you can change the subject line in an email, you can change the first paragraph or two that is said in a letter or a sales interaction in person on the phone, on a zoom, and that can go on and on. You can change the sign on your booth space at a trade show, you can say change the caption above and beyond a picture or a graph or a chart on a brochure or catalog, you can change literally the first paragraph of a a written communication, you can change the first thing people see when they hit your landing page, your home page. And that one change that I described in a few applications and implications has the proven documented research validated capacity to increase or decrease, meaning if you have the wrong one, which you might most often, but if you have the right one, it'll

1:10:55increase performance up to 21 times, 2100%. Does that happen often? No, but a double is very frequent, triple is not at all uncommon. Quid topple, I've got lots of stories I'll share, 50% all the time, and that's not from doing all of what I said, each one separately. That's where it gets exciting because you're layering geometry on geometry on geometry on geometry for exponentiality and then bow, tetration, heptation, penetration, noctation, next, business example of leverage is if you have no referral strategies and you get referrals or word of mouth sales and you add just one or two, it could double, redouble, redouble again, you add three or four, it's explosive, you add 10, it's off the chart, we know 125, 125 referral strategies, most people in business who even get, you get referrals, you get word of mouth sales and you have none, zero, if you add two or three, it could leverage up your referral generated business by enormous numbers and a referral generated by bias quicker, negotiates less, buys more, buys more combinations, buys more frequently, buys more combinations, buys higher units, more premium units, is more enjoyable to deal with, refers more people, costs you nothing, very important, next. So this is all about not being

1:12:51incremental and not being linear, you can read the definitions later, but linear and incremental are no no's, you want to be exponential in everything you do next, or you multiply them out value over and over geometric with the rate of growth, mirrors and increasing quantity, it keeps multiplying and multiplying and multiplying, you grow or die, it's all about physics, expand or contract, the question is, are you content with incremental, very slow linear growth, or do you want to accelerate, compress, elevate that by multiple times, every day, month, year, decade, next. Always levers and fulcrum and I'll keep coming back to this. So I underscore it in such vivid in and deeply rooted awareness on your part that you can't escape the recognition that you're all about harnessing levers and fulcrums for your business, because your life has already done it for you, and it's been enriched, you know, you want to enrich your business next. So now we're going to get into categories and there are now about Brian, are there 75 or more? There's more. Yeah, we're going to get into the main 30 today and tomorrow, but we're going to enumerate. So you at least are aware of the other 40 or more, just so you see how wildly and wonderfully amazing the choices are

1:14:32that are available and that all you need are one or two or three and the game's over, you want and you keep winning. And then you keep adding over time another one, another one, another one, and it's explosive self explanatory. Anyone of these can produce exponential increases next. This is a whole new world of scaling up next. I'm going backwards. Okay, if you cross pollinate, it is explosive next. Okay, everything my life in my career and really my personal life, because it's carried over, has been driven by is what is called tunnel vision versus funnel vision. In a nutshell, funnel vision is traveling outside your industry and observing and discovering and borrowing success approaches that people within your industry are not even aware of. Tunnel vision is what everyone else does. They do the same thing. They learn best practices from inside their industry, which typically are limited and are incremental and everybody is doing. They all do plus or minus pretty much the same thing. Some are better, some are worse, some are more expansive, some are less. But why would you want to compete the same way as everyone else and expect an explosive outcome makes no sense. It's a variation of Einstein's definition of insanity.

1:16:29We don't want you to be insane. We want you to be crazy like a fox. We want you to be they call it, there's a great word for it. We could smart. We want you to be basically so elevated above the maddening crowd next. What you'll learn and this we may want to just give a quick overview of the 10, 10, 10 because a couple of these slides get into it. Yeah, and it might come up in a little while when we originally did this presentation, we did it for Tony Robbins organization and Tony to his delightful benefit loves my work and teaches a few of my methodologies and all his business training. One of them is what he calls the 10, 10, 10. I call it the three ways to grow a business model. In essence, what it is is it identifies the only three ways you can grow a business and I think we'll get to it in a few minutes but I'll pre-introduce it. Most people think there's a multitude of ways, hundreds of ways. There are hundreds of techniques but there's only three primary ways and three advanced ways. Number one, you increase the number of buyers. Number two, you increase the size of the transaction and thus the profit that transaction produces. Number three, you increase the frequency, the number of times

1:18:10people buy or the utility, the number of ways you monetize that relationship. And on paper, we have a demonstration, pardon the blame, when I get to the break I'll show it to the bill. We have a demonstration that takes all three of those categories shows you that if you have a certain number of buyers and a certain size of average transaction and a certain number of purchases, people average over a year or over a life, that that produces a certain amount of business. We then show that if you increase those three categories by just 10% across the board, it's not 10% it becomes geometric, it becomes 33 and a third percent. We then blow people's mind and show that if you've doubled those three numbers, it's not double, it's 800% and that's just doing 10 times 10 times 10 and that's the three ways to grow a business and we'll show you I think in a few minutes the actual PowerPoint. But the reason this says you've learned the 10, 10, 10 is all the people that are rich and they got this and we didn't change the slide deck we will in the future, Brian. But what we're saying below it is that's just for three ways. Now that we have introduced something like 75 categories, each category is the equivalent of another 10. So it's not 10 times 10

1:19:54times 10, 10 times 10 times 10 is 33 and a third. If you had 10 times 10 times 10 times 10 in terms of what we're going to show you as far as your number of buyers, your size of business, your number of turns, transactions, it would be more like 70%, 80%. And every time you add another 10% which is just a little bit of increase that every one of these categories can be explosive increases, not just little bits, it just keeps going asymmetric, meaning out of the ballpark into the, you know, into infinity and beyond. And that's what we want you to be operating in that rarefied world of understanding for the rest of your business life next. So it's all about borrowing success approaches from outside your industry that are common as dirt and into introducing them in systematic and very, very strategic ways to industries that have no clue what they're all about. So you basically startle shock, paralyzed, and preempt everybody else. Next, you equivalent become the one eyed man or woman in the land of the blind. Next. So I already talked of it. It's much bigger and much more expansive, explosive, and important. And it's much more, what's the word I want to use? It has much more, oh, shoot, there's a really important word, but it

1:21:48elevates you to a much higher strata of significance than best practices because best practices tend to be incremental. They're just little improvements or big improvements that people have made within your industry. There are no guarantee they are the highest and best ways to do something. They are merely the best ways that people inside your industry have discovered. And most of them have a tunnel vision, sort of a a very narrow lens reference base because they've only been in a couple of industries. I've been in over a thousand and it's like tenden, tenden, tenden, the geometric expansion of knowing understanding and seeing opportunities, alternative performance, superior performance, explosive combinations is unimaginable. And that's what I want to shortcut and deliver to you in two days. Next. Most breakthroughs come from outside your industry. Next. Just as an example, those of you who are a little older, fiber optics redefined telecommunication, changed everything, allowed all this high speed networks and 5G, 4G, 3G, all that. But it wasn't developed for telecommunication. It came from aerospace and was borrowed. Fed X, need to find the entire overnight ship and industry by borrowing what's called the hub and spoke

1:23:44delivery. Excuse me. Check clearing system that the Federal Reserve Bank and other federal banks use all over the world to clear checks overnight so people can't write bad checks. But he used the same methodology and translated it, borrowed it, if you will, to package delivery. Biagra was really a product that was designed and discovered for heart. Rogaine was for pimples. Ballpoint pen, a roll on deodorant. One was borrowed from the other. Baby strollers that collapsed, they used the same concept as landing gears and an airplane. They took me pads from skateboarders and they applied it to roofers. 3M created something that they borrowed and then they used it for infection protection for hospitals. But breakthroughs more often than not come from outside the industry. Next. Okay, so you're going to become a figurative world business industry traveler. Constantly, if I have my way learning about everything else you don't know about traveling outside your industry. Learning how other industries operate, things strategize, market, distribute, value create, what access vehicles they use, what strategies they follow, and how many of those you can borrow and then integrate into hybrids that you alone get to use

1:25:29in your industry and no one else even understands. Next. Next. So this is all about learning to master optimization. Optimization is the highest in best use of everything. Time, opportunity, resources, people, advertising, market access, interaction, days, space in a magazine, space on your website. And it's learning to get the highest and best not the lowest and least result possible. And then you take it to a next level. First, you want to get the highest and best result possible. Now, then when you get more evolved and more sophisticated, you want the same effort to get you an even greater result in the future. So it's got recurring residual effect that leverages leverage. And that's what we're striving to do today. Next. I already said that. Okay. Optimization is a really cool concept, but there is a flaw. You cannot optimize until you first have an understanding, maybe if not all, but of the majority of options available, alternatives available, combinations available, possibilities available, and hedge strategies available because certain things don't work the same for everybody. And I have the benefit of having been exposed to so many more options, alternatives, combinations, possibilities and hedge strategies than probably

1:27:45any one of you over my life that I'm distilling, compressing and transferring that knowledge in a compression manner to you now next. Everything we do in our business has the capacity to, should say, perform and grow exponentially, whether we have recognized and realized it or not in the past next. I hammer on this so much, I don't have to repeat it, but this might be something else you want to print up and put somewhere to look at every day. Next. So I think I showed everybody that was introduced to this some simplistic ways of doing this. But just to repeat, I was showing everybody that the majority of people when they shake hands do a perfunctory up and down vertical, that's vertical, isn't it? Brian, up and down? Yes, it is vertical. Yeah, and it's got about as much memorable impact and significance and as a wet noodle, it's nothing. Whereas if the moment someone extends their hand back now, if they do that again after COVID and you turned it and cupped it for a minute, it would have such a more memorable feeling and impact. Then I took it one more level when I was demonstrating it and I cupped it and then I put a hand on the shoulder for a minute. And those two additional gestures took no more time than the vertical, but they had about

1:29:39a hundred times more memorable impact, more immediate connection and more demonstrable evidence of sincerity than just the perfunctory up and down. When we talked about leaving a better message, we talked about the fact that most people in selling when they try to interact with anyone on a phone, they either get the gatekeeper or they get voicemail and most people are shocked when they get the gatekeeper or voicemail, excuse my mouth. And yet, probably in an outcome says you're going to get the gatekeeper or voicemail. If you know with 95% certainly that's what's going to happen, why would you not strategically be prepared to leave the most compelling, provocative, impactful and evocative message to that gatekeeper that would cause him or her to get serious about conveying your message to your intended target person and that message when conveyed, stimulating that person to want to respond back. Or if you're leaving it on that person's voicemail, having it be so clear in its value to that person and its provocative value to that person that he or she when they hear it can't erase it, can't just acknowledge it, they have to respond.

1:31:20But instead we go, oh, J-Ray and Brian call me back. I want to talk about your business. Great. I'm sure Brian's going to call me back. Or when we talk to the gatekeeper, I want to talk to him about a way to make guys' business more profitable. That's not going to do it. Post-purchase enhancement means when the sale, the first sale particularly is complete, particularly if you're in a business where, and you should be in a business even if you only have a single product or service right now where there's only one transaction, but you want more or you're in a business where there are multiple transaction, the first sale is not the end. It's the beginning. You have the opportunity, the responsibility, and the strategic capability of after the point of sale doing post-purchase enhancement. Enancement can mean you set them up to be very eager to keep buying. You get them to buy more right then and add to their purchase, upgrade their purchase, transfer out of their purchase to a larger, bigger, better one, get a referral, but most people do nothing. Next, we already said that many times. So the goal that each of you have for the rest of your business life, and I would say for your personal life if you accept it also, is to operate from

1:33:05this point on everything in the exponential zone, not the incremental zone. It takes no longer, cost no more, isn't any more risky, it's probably less risky, he risks your downside, and it produces compound extraordinarily multiplied results. Okay, each of the categories of exponential performance we are going to explore, explain, examine, and understand today, and the ones you will go on and go deeper on as you access other other components of your training have separately the ability to produce up to 21 times more results per leverage point. Now, most of them won't, you have to be very masterful to get to that elevated level. But if 21 times per leverage point, not total, is possible, and double performance from that leverage point, or at least 50% more from that leverage point, is not just possible, but probable, you should want to learn what those enhancements are, you should want to organize a priority in a hierarchy of which ones you're going to implement first, second, third, and then you want to start doing it, because every time you add another leverage point enhancement, it's 50% more profit, 100% more profit to that point. And the combination is how you double, redouble, redouble again and again over every 6, 12, 15 months, your income, your profit, your performance,

1:35:21your preeminence. I think we should break Brian for five minutes. I agree wholeheartedly and we're just in a great section to do that. So, I'd like one that we have the chat private, but I'm not looking. I hope people are really getting in state. By the way, it's very important. If you go, I want to get into the good stuff, you're getting into the good stuff. The problem most people have is they don't grasp with majesty and magnitude the foundational basis behind what they need to do. And when you don't understand the power and the intricacy, you can't really execute anywhere close to fullest. We are now ready to get into the categories. So, take five minutes. We'll get them 10 right now. First is 10, but I want to see what people are saying real quick, Brian. Or you can tell me, are they saying things that are positive? Yeah, people are actually, they're staying focused on writing notes. There hasn't been a lot of activity in the chat. I don't want you to do a lot of chat. So, I want you to be reflecting on every concept I share. And the reason is not because I want you to go, Oh, Jay, you're so cool. My wife doesn't even say that to me anymore. What I want you to do is grasp that each one of the elements you are learning can singularly transform your business

1:37:15future, your business profitability, your business's capability of enriching, protecting, enhancing more people, your wealth creation, your sense of certainty. It can liberate and emancipate you from being destined to a life of quiet desperation. And it's not smoking beer. So, take 10 minutes max, max. And Brian at it's approximately 10 40 at 10 50. Brian and I are going to commence whether you are back or not. I'm not trying to be difficult. I want to keep the tether type on you and on myself, because when there's too much time, I go, okay, thanks, Brian. Good slide deck. You got it. We are excited. So let's take a break. I know I need one. So do a little stretch and we'll be back in 10 minutes. So get what you need so that you can stay focused and take a moment to really capture what you've heard. Hey, 1005. Yeah, I'm just curious. What's the vibe? It's just I it's coming up. Okay, I'm going to be back in 10 minutes. All right. Awesome. Well, all right. So we're going to come back in 10 minutes. I'll be back a little bit earlier.

1:39:07So when you hear my voice again, you'll know that we're coming back into the room. I'm going to leave the chat open during the break. So if you want to say hi to someone in the room, or if you have an epiphany or insight that you want to share, Scott is off to have tacos. Hello, Robert. But stay focused on this content. Really engage with it as much as you can. So powerful, powerful stuff. Welcome back. I'm going to address a couple of things that came through here. One is Andrea. I the question of where to start is often very common in these kinds of things. And

1:49:30really you need to trust your gut on this. Finding out which one of these levers is the best to pull for you. However, what Jay recommends in a later section, and he'll get into this in a little bit more depth, is that you want to start by maximizing what you're doing before you do something that could potentially multiply your profits. And the reason you want to do this is the micro adjustments you can make to maximize something you're already doing is usually very easy to do. It's just kind of like the example that Jay gave about a handshake. You know, you can do a simple handshake or you can do one that has a little bit more emotion and connection. So yeah, and Robert, you've been with Jay for years, and you have reviewed this over again. And a little spring, Robert, one of our Abraham and I, he has been with us, I believe, from our first one of these programs. And he has like been a constant, powerful contributor. And the nice thing is that, like myself, Robert, I still know that I don't understand all of these categories. But because we're repeating it again and again, we're finding ways to actually apply them to our business. And you took one idea a couple of weeks ago on sunk cost marketing. You applied it in that week and

1:51:05made $93,000. That's just one small example of all the benefits that Robert has gotten from this program. So I want to just let you know that take a breath. The goal of today is to expand your mind so that you see that there is so much that is possible. And yeah, as you're going through, pick out the things that spark your mind of like, yes, I could do this this week. I could take action on it this week. This is the next thing that I can do to maximize what I'm doing. Now I see that J is back in the room. And back. And I want to make a point and it's a respectful point. I don't know the person you are referring to, but I have a strong recommendation that I hope everyone will take to heart. And I hope that I'm wrong in one assumption. There are a lot of infomarketers that teach instant gratification, delusional instant gratification. It means the problem that I have with a lot of people and not the one we're referring to, but just a lot of people is that instead of staying in the moment, they want to fast forward to the end mentally and get an answer before they get all the context. So we are in our two ish not yet of a 12 hour process. And wanting to know what to do first or second when you don't even know what you've learned yet. And what guidance I will

1:52:53give you is it's not a wise way to think. A wise way to think is to stay in the process and trust me as the guide to get you to a place where most probably towards the end will review everything and address action steps to take first, second, third, etc. And why? But to concern yourself with it in the first 90 minutes of a 12 hour or longer process of Brian and the team stay longer than I do is it's it's psyching yourself unduly out and staying focused on the wrong thing. Stay in the moment. Let it play out. Trust me. If I don't do it, then ask a question. But don't worry about it right now. We're about just understanding all that's possible. And then we will divide and conquer. We'll allocate and say, okay, if your business is driven by X, you might want to do these things first. If your is why you might want to do these things first, let's go through the easiest the fastest. If you're smaller, you might want to do some less yielding but easier wins. But it's very premature to even get there since we haven't even introduced anything more than pre-evidence and greatness, Brian. True enough. Okay, that's stated. Let's do it. All right. So as I get you into this, it's another dimension of greatness, I think. But as I got into this, I started

1:54:55thinking about things because I've had the good fortune to hang out with some edge fund managers. They're very interesting people. But I thought about entrepreneurs that I have observed and the ones that I try to catalyze. And I realized that a lot of you are what I call the human hedge fund. And as a human hedge fund, I mean that if you look at your conduct, and we can take it two ways, let's focus it squarely on business for now, but it goes equally to your personal life. A hedge fund manager, if you don't know this, manages a portfolio of assets. The assets represent different investment classes, different kinds of investments. Those investments produce different kinds of yields, return, profit, appreciation. Those investments have different risks associated with them. A typical hedge fund manager will allocate different asset classes to different strategies. He or she will adjust accordingly, depending on performance, risk, different geopolitical factors, industry, economy, interest rates, and they're not static. So they are always striving to achieve two things. Alpha, which is higher than industry average upside performance, profitability or appreciation, while minimizing or de-risking the downside, multiplying the upside, diminishing,

1:57:07de-risking, eliminating the downside. So that's what they do. And that's how when they do it, right, they get hundreds of percent return. And their fund investors are thrilled and they make hundreds of millions or billions of dollars themselves. So if you say, I want to be a human hedge fund, I would say you are human hedge funds, you're just probably not aware of how you are allocating your assets and your assets are time, effort, how you spend your money, where you spend your money, how you look at yield from activities, how you think and act tactically or strategically. And if you have no idea how you are doing that, it is very possible that you are investing a huge portion of your portfolio, meaning your time opportunity costs, you know, potential in investment classes or assets, meaning the commitment towards that, that are producing far higher risk and far lower yield. And you might have things that are producing far higher yield and lower risk and you're not even aware of it, you might have a small portion of opportunity cost invested in the better things and a lower amount of time effort you're spending or money or people or access or anything in the lower yielding. And if you want to be a

1:58:45human hedge fund, you got to realign it. You want to move your asset mix, your portfolio strategy to the highest yielding the lowest risk and the highest appreciating or returning activities you can invest in. And if you never thought about it, think about it because that's what you want. You want to get alpha out of everything you do. You want asymmetric upside, asymmetric return thinking, we'll get into that later and we want to get the risk our downside. But we don't know what our upside is, we don't know what yield we're getting, we don't know what risk we're taking on and risk can be wasting money, being low yield, it means accepting a fraction of the outcome that we could be getting from another allocation or redistribution of our time opportunity resource people, different distribution channel access vehicle platform we advertise on mechanism strategy of targeting acquiring people. So think about that throughout because I want to give you metaphoric analogies that are going to positively stun, shock, startle, and motivate you to never want to operate in that incremental zone. Again, next, okay, look at each aspect of your business from the point of a hedge fund investor. Would you invest in your business?

2:00:32If you were an investor, would you, I mean, if you were a mutual fund, would you buy your business? If you were, would you want someone to buy it? If your business for a mutual fund, would you buy it? Would you invest in it? Your team, would your assets, would you reallocate? What efforts, would you reallocate? What yield isn't really worth it, by the way? And I think we'll get into this very late in the second day, but it's appropriate to introduce it right now. Is if the point of being business in business is to outperform the return you could get allocating the resources anywhere else. If you're not getting more than you could passively sticking everything you're doing in a mutual fund and ETF, if you've got enough a hedge fund, any kind of advisor managed, you might as well just get out of the business. Your goal is to outperform your alternative choices, isn't it? So I'm trying to shock you. It doesn't matter if you're a little startup. Doesn't matter if you're a big company, doesn't matter if you're a professional private practice. Doesn't matter if you're high tech, low tech, no tech. These are universal principles that will get you to much higher ground, that will get you to higher profitability and will get

2:01:53you to have a lot more certainty, safety and predictability. Next. So ask yourself, would you invest, like I already said, how is all your time invested? What assets you need to acquire? Are we allocate? What relationships? We're just starting the process. So don't write me and say, oh, I don't know what to do for a second. Third, don't worry about it. Stay in the moment. Next. Okay. What kind of yield are you getting? You know, do you have minimum benchmarks that you set that you want to get out of everybody? I mean, we're all, if you think about it or not, everybody, everyone, everything is on commission minimum. If they don't produce a minimum yield, they should be terminated, replaced, reallocated. These are very sophisticated things in hedge fund. I don't want to get into them today. They are addressed though and some other things we do. Next. I mean, this is a very sophisticated concept. I don't want to get into this either, but there's a, there are concepts that measure performance compared to the level of risk of the asset. And you might go, wow, I run this ad and when it works, I triple my money, but I have to test it five times and lose money to get a winner. You might say, well, maybe you should put your ads in different media, or maybe

2:03:29you should try different approaches, or maybe you should have a safer front end, where maybe they just buy something that self liquidates. There's all kinds of ways to mitigate downside and maximize upside. And then once you get those two worked out to increase the residual value, the yield you keep getting out and past that first transaction, that's a little more sophisticated than the first hour or two of today, but it's something you need to think about next. Yeah, it's if you have multiple ways to generate profit increases, profit performance without, or with less risk, you got to evaluate and compare the growth strategies, the marketing strategies, the selling strategies, the markets, the media, the methods, the message you're using now, and see if they make sense, because most of them, frankly, don't. Next. Yeah, consider your life portfolio as well. It's got your time, your relationships, your return on investment, this gets in the person you turn on energy, return on joy, return on fulfillment, your return on your passion, your turn on possibility. Seriously, maybe you don't think about these, you'll never really isolate and reallocate how you are using your portfolio performance or lack.

2:05:12Next. Okay, now we're getting into methodology that's more concrete. This is the three way to grow business that we talked about earlier, the 10, 10, 10, let's get into the slides. Okay, first thing, there's only three ways to grow a business, even though people think there must be a million, the increase in our clients. Next, increase the average size of the transaction, and thus the profit each transaction ethically produces always ethically in the sense of the best interest of the client buyer. Next, increase the frequency of purchase or the utility, how many ways you can monetize it, get more residual value out of each investment in the asset called the buyer. Next, we took, I told you about the 10, 10, 10, this is the demonstration, we took a hypothetical company doing literally a thousand, and most people even know how many of anything they have. A thousand buyers spending $100 each time they purchase, buying two times a year, extend it $200,000 of revenue. Next, we want to show you the 10, 10, 10, the 10% increase across the board turning $1,100 to $110, 2 to 2.2, just minor increases, which are very easily available is not 10%. It's 33, and that's wrong. It's 33 and a third percent. It's 33 and a third percent. I think

2:06:52it's 26, 66, 66, it's a mathematical error. Next, then we wanted to show you that, and on this one, we just took a little bit more of you got, if you got serious, by the way, there's about 25 different methods that are available in each of these three categories for increasing those performance elements. But if you just increase a thousand to 13, 33%, if you increase a $100 purchase to 25, by adding one thing, offering a larger, more premium version, package something with it, put a service contract, anything, and you got just 25%, it's $125 instead of a hundred. Do you increase the number of purchases by 50% one more a year? It's not 33 or 25 or 50, it's 250%. Next, we showed doubling just to blow your mind. If you were really serious about it and you double it, it's not double. It's 800% on the extension, doubling a thousand, doubling a hundred, doubling two is eight times more volume. That's the power of geometry expressed in just one application gradient. Next, so just some ways, and I'm not going to get deep on any of these, but I want to give you some ideas of how you can do it. So you get excited and you go, I don't know how to do it. I don't think I can do it. I don't think I'm going to work for me, pardon me. So you leverage it through a

2:08:49referral system. Remember I said most people don't even have one, even though almost every business gets some number of buyers from referrals are word of mouth. If you just had one formalized referral system, you had none. You might increase referrals by double if you had two, by double and a half, but if you had four, most companies, those businesses, most professionals don't have one formalized systematized and standardized approach that they follow and they have everybody follow continuously. They don't have approaches. They use a different convergent points, whether there's seasonality or when certain denominators occur. We have 125 social media. If you interview people, which I used to do when I did seminars, I don't do many anymore, and you ask them to tell what they drive their business with online. Very rare that people use multiple social media. One might say, well, I use Instagram. One might say, well, I use Facebook. The other might say, well, I use Google. The other might say, well, I use TikTok. And the other might say, well, I'm on LinkedIn. And when we interview them deeper, we'll say, well, how much business comes from it. Might say, well, all my business comes from Facebook or 80% comes from Google or, wow, we get,

2:10:20we get $100,000 a month from TikTok. And I'll say, well, okay, sit down, everybody. Then I'll say, did you really notice that this person gets all their business from Facebook? And yet this person doesn't do Instagram or YouTube. This person gets all their business from YouTube and they don't do Instagram or Google. This person gets it all from this. Some people don't do anything online. I'm not suggesting that you go dangerous road. But if you're doing nothing in five social medias and other people are making all their money in those five and you're only in one or none, and you just started gingerly and safely experimenting, if you only got 10% more from Facebook that you weren't doing and 10% from Instagram or 10% from YouTube or 10% from anything more. And it's 10, 10, 10, that's 10, 10, 10 within the 10, 10, 10, and it just goes mind-blowing. Acquire clients that break even and profit on the back end. Most people don't understand, there's lots of ways if you have a multi-purchasing type business where there's recurring purchases or you can add to a single purchase business, recurring business purchases, you can get the first sale and not make any money. You can do it many ways. You can have a smaller entry level first purchase

2:11:55that you don't care about making money. You just care about breaking even. You could even lose money if you had enough data that showed that you made money very quickly on the second sale or on an upsell at the point of sale. But if you had a smaller entry level product that broke even, or you don't have lead generating in conversion and you started doing that, and it changed the way you were able to bring in larger quantities and conversion numbers of buyers that could change everything. You can break even on the front end by going deeper in advertising. Many people only run ads if they make a certain minimum profit. But if you analyze repurchase, if you analyze upsell capability, meaning at the point of sale you increase what they buy by offering them additional things or you formally and systematically get them to buy over and over again. And if you do not have anything else to get them to buy, you partner or you source other related things they could buy, which changes the entire value, the lifetime value of a buyer. But if you do that, you might say, I don't need to make money on the first sale. I need to get a lot more first sales because I'm going to make money on the second and the third and the fourth. You can pay out more money. So most

2:13:28people don't go deep because they only want to make three times money or two times money on their ads. And when they start breaking even, they stop even though they never analyze or recognize that if they get more buyers and they have anything else to sell, they're going to get more repurchases. And that the first sale costs the most to acquire, but the resale costs nothing zero. You can pay out more commission to salespeople. Pay all the commission to salespeople. Might make them 10 times more valuable. I'm working with a company in the credit card processing and they pay a commission and they pay a residual commission, but they have about an 80% attrition rate in the first month for commission salespeople because they can't make enough for the first two months. I don't remember to stay. And I say, well, if you're losing 80% of them, maybe you change your compensation and you front end loaded to keep them. Maybe you give them more and I'll tell you one story. I can tell you lots of stories. I'll tell you two stories. I probably told it earlier, but I'll tell you the Icy ad story real quick and I'll tell you the the the fluid transmission story, even if I told it before. So Icy ad is real simple. I've got a simplify it. Icy ad that you noted a started out as a mail

2:14:57order product. We I was in the ground floor of it. It was an old line product company I worked with bought it almost in bankruptcy. It had very few buyers. They were going to stop it, but they analyzed something that was profound. They found out every time they got 10 new first time buyers, eight of them repeated over and over again every month, technically forever until they died or somebody came up with a cure for arthritis. And of the eight that bought every month, four would buy something else every month because they had other products. And of the four, approximately two would buy twice a year in bulk. Bottom line was every time we got 10 new first time buyers who only spent three dollars. We were making $50 on average a person even for the two that didn't buy anything else over the course of every year, $50 for every every 10 or $50 a piece, $50 a piece. And what happened was with that, we didn't have any marketing budget. My job was to go to radio, television, magazine, newspapers, persuade them to run ads when they had unsold advertising for us where we gave them all the money and we actually gave them more than all the money on the first sale. If they would sell our product when they had ads that weren't being used, we never paid them for

2:16:24ads. We've hidden for results. I'm short cutting up the story, but in the course of about 15 months, we created over a thousand distribution channels, relationships, radio, television, newspapers. We went from a few thousand buyers to 500,000 plus buyers. We got what would today be about $150 million of free advertising we didn't pay for. We paid for results. We accidentally had so much demand at retail, we forced retail distribution, meaning people started calling the grocery and drug stores to stock it. We went from a mail order company to consumer products today. If you're an e-commerce, you're more valuable perhaps than a consumer product. But back then, if you went from a mail to a consumer product, you put a zero on the net worth of your business. In 15 months, they sold it for $60 million. The company that bought it didn't even appreciate what we had done. They didn't want anything to do with our database. We got to keep the 500,000 geriatric buyers to sell other things to. We just couldn't sell arthritis bomb. They didn't care about the thousand radio and TV stations that were generating it all for us for no risk. We got to keep that. We just did it again. But we did it by understanding that we could break even or lose money on the first sale

2:18:02because it was costing us about $0.70. So cheap. We were losing $0.70 a sale to get the first $3 but every time we got 10 and we lost $7, we made 50 times 10 or $500 each year. So that was the first lesson. The second lesson was applying the same dynamic that I did to, and I've done tons of things like this just to give you a quick, because I know all of these categories had thousands of stories that could be told. I shut the door but now you're hearing the planes that are loud. I can't stop that. So many years ago, I had a couple brothers that were in the fluid transmission business. This is PVC plastic pipe that is used in manufacturing to transport chemicals in bottling to transport syrup in agriculture for irrigation. And they wanted to break through. They had no marketing money. It turns out they were selling regionally. I wanted to understand the economics so I could give them the right strategy. So I gave them some formulas to go back and tell me what the lifetime value buying dynamics were because they didn't know. Turns out they found out that every time they got a first time brand new buyer, worst case, they made $200 on the first sale. Every time they got a brand new first time buyer, for worst case, they got five sales a year

2:19:38at $200 a sale. Pardon me. Every time they got a first time buyer, that buyer would buy for three years. So every time they got a $200 buyer, they would buy five times times two times three years, it was worth $3,000 in profit. Then I said, well, what are you paying your sales people? And they said we're paying them 10% of profit commission. And I said, well, I bet anything that your sales people aren't acquiring, opening up, developing, generating a lot of new buyers. And they said, they're not. And I said, well, I think it's because they're linear thinkers. They're not exponential thinkers. They're just seeing a buyer worth 10% of $200 or $20 instead of seeing what it's worth over three years. And I said, well, you try this. Tell your salespeople that if they will keep their production levels to their existing clients at or above what they have been averaging and not go below it, every time your salespeople generate a new first time buyer, you'll give them 100% of the first transaction profit. These two brothers were very illogical. They blew up. They said, well, we're not going to give them. Why would we want to give them $180 on that first sale profit? And I said, you're not, you're not giving them anything. You're investing $180 you never would have had

2:21:10for the 90% of the $2,800 of absolute certain profit you definitely will get. And then the sales people will be 10 times more motivated to do it for you. I sent them home and I said, it's not smoking mirrors. Play around with it. Save it, make sense. Do it if you want. Don't do it. They did it. And in a year, their sales went up 500%. That's breaking even on the front end and making it on the back. You can do it other ways. You can go back to the slide step, right? You can go out another way. You can add bonuses on the first sale that absorb the profit, but make taking action irresistible. You can guarantee purchases using risk reversal. We've done extensive analytical and research data analysis, but I'm fixated with variables that you can add or replace that can increase performance 10, 50, 100, 500%. Risk reversal is one of those. There are five or six categories of risk reversal. This isn't the place to teach them, but I've seen adding different kinds of risk reversal increase the number of people that buy by 40, 50%. I have seen it increase the size of the purchase or the combination purchase people buy by double.

2:22:52I've seen it increase the categories of products people purchase. I have seen it attract people who would commit to long term purchases or subscription purchases. Host beneficial relationships, meaning finding someone else business will get deep into this. We have 43 ways to do this. Finding someone else that already has access who's dealing with the same profile of buyer prospect you are, not competitive and get them to endorse, recommend, offer, promote, advertise, package your product in or make it available to theirs. Advertize you. If you don't advertise advertising, we're just saying how many ways could you increase the number of buyers? Direct mail, text, telemarketing, email, SMS. If you're doing that of them, you might have a sleep or where it doubles, but if it only gave you 10% more, you did, these are just a few of the bullets. Next slide. Running special events, information nights, information nights can be like a webinar, can be a special situation that you invite your existing clients to introduce other people to. It can be something you go back to prospects that didn't buy. It can be something you promote with other companies, acquiring qualified lists. Most people don't even know they don't have a database of the

2:24:34best prospects, the best companies that they want to go after. They don't have decision-maker lists. It's just really amazing how little we do while in the same light we complain and verbalize we want our business to grow and multiply. Most people have a terrible and a very non-descript, unique selling proposition. If you get a better one, a clear one, a more compelling one, a more irresistible one, a more differentiated one, a more preemptive one, you out appeal to your market over your direct competition and you can even out appeal over alternative choices, increase the perceived value with education or with a different way of describing your product or service. Use PR, use media, have a blog, have a podcast, get interviewed, improve your selling skills. One of the easiest things to do is master consultative or advisory selling. If you have anybody that deals with the public in a financial way that has anything to do with the revenue, sources or system in your business, salespeople, order departments, if you teach them consultative advisory selling, you're going to increase performance of them automatically 10% 200% or more automatically. It's no brainer. It's impossible if they just have been taught

2:26:19nothing. One more point, it's important, one second. When I used to do a lot of live seminars and I would ask people, do you train your people in selling? They go, yeah. Then when I got deeper, they didn't train them on how to sell. They didn't train them on consultative advisory selling. They didn't train them in Socratic interviewing. They didn't train them in problem solving. They didn't train them in listening. They didn't train them in how to project their product or service at work in the lives or the businesses of their market. Their idea of training them was teaching them product knowledge or SKUs or manufacturers, specs, but it was nothing close to that. We're talking about leveraging the investment you make in your life and your business and what you get out of it every minute, hour, day, week, month, year, decade, life. Next slide. You qualify leads better up front. So you spend more time investing in the people that are going to give you the highest help. Make irresistible offers. There's a whole larious, I used to say, when I taught seminars, you got to learn to make irresistible offers instead of resistible offers. You got to make unbeatable propositions instead of beatable propositions. Sequential communication.

2:28:04There are so many examples where people give up prematurely on a target audience, on a prospect, whereas I think the latest stats, you have to have something like 19 touches. If you have a high ticket or complex intangible or tangible product, most people give up the first time. I mean, it's hilarious that any of you are or any of you have ever dealt with tradespeople. Half of them don't even respond back to calls from prospective buyers in a timely way. Half of them don't come back in a timely way to make a bid or come out. And yet they're frustrated that their businesses, right? Barbie are episodic, delivering higher than expected service. I mean, understand what the norm is and outperform it. Better highlighting the reasons why people will benefit from your products or services next. So Jay, that was just the first way to grow a business. Now we're getting into increasing the... Yeah, good. Yeah, everybody. I'm just trying to get you excited about all that's possible. And I might go faster as we go through it, but I want you to know there's plenty of depth to all this. Okay, this is how you increase the size of the transaction. Training your team in advanced techniques to upsell and crosssell. Upsell means adding more items,

2:29:36combinations, product services, or higher quality ones. Crossselling means bringing other related things in that you either make produce, stock, store, or partner social media. Just the same things we talked about using point of sale promotion at the point of sale, you make an additional offer. The mini-marts, the 7-Elevens, the McDonald's or Master that. Would you like fries with that? Would you like to supersize that? Would you like that? You know, the happy meal instead of just the sandwich, you want to add a 20 ounce Coke for an extra 50 cents when it costs them 10 cents to add it. Bundling complementary products and services together, they don't have to be products or services that you currently sell. What else do they buy during before, after, instead? Could you bundle the before, the after, the during, together, even if they're not yours and maybe you get half the profit on the additives, but maybe instead of buying just your product and you make $100, you have an option where they can buy the five product service bundle and it's $1,000 and maybe you make the full profit on your hundred and you make half the profit on the other 900, increasing your price. Believe it or not, there's certain price points that nobody cares about

2:31:14and that everyone tries to be across the board 10%. Certain things maybe you have to be 10%, other people, things you can be 30 and people don't care. In the in the mini-marts, people check things like milk and bread, but they don't check everything and they make all their money on the other things. Changing the profile of your products to be more up mark at offering larger units of purchase, that's the Costco or the Sam's Club concept. Next, develop back-end line of products to return. This is frequency. This is the third one. Having other things that they you offer so they'll come back more often, most people don't realize you're if you think of yourself not just as a hedge fund, but as an investor. You're investing in a relationship and we're going to get to this later, but you're either a 2D or a 3D investor. A 2D investor is static. You think about just acquiring revenue and then you have expenses and much left this profit. A 3D is like a hedge fund, like a private equity. You see the asset as the buyer and you see all the ways you can extend and increase the annual return on that investment in the asset by adding other products or services they can purchase and they don't have to be products or services you make or create. They can be products or services

2:32:57you buy or they can be products or services you partner with. I've seen companies wear the tail wag the dog. They realize that the buyer that buys this buys something else bigger or buys something over and over again that they don't sell and they made a partnership with who sells that and they made more money longer or forever from people that were only one-time buyers initially. So to social media, retargeting the groups that are already bought from you, communicating person with clients to maintain positive buying relationships. It's funny, my wife spends a fortune online, but if she has to stay on hold for more than about five minutes, she'll never buy from somebody again. If she has a lot of trouble with their interface, trying to order and she can't get a live person rapidly, she'll never buy again. Endorsing other people's products to your list, you can do a ton of other products. I was in the newsletter business and we made people, newsletter publishers millions of dollars by having them figure out what all their investors bought. Other newsletters, diagnostic analysis services, different forms of investment, and we set up relationships with all the providers and we made more money for them than they made from their

2:34:38subscription service. Running special events, closed door pre-sales that you do at quarterly to get buyers to keep coming back and buying because they feel special. Pre-framing or programming them, at the point of sale, if you basically as the most trusted advisor, trying to be preeminent, program me and say, J, look, to get the best outcome possible from drinking coconut water and drinking coconut water. You need to drink a bottle a day, preferably two, but every day, not just occasionally, and I'm worried you won't on your own. So can I basically just start sending you a bottle a day or the equivalent by having a case coming to you, a case of 30 every week, every month, and you just program me that's showing me that what you're recommending is in my best interest, price inducements for frequency. If you buy one, it's $100. If you read a buy one every quarter, it's going to be $90. If you buy one every month, it's going to be $85. If you buy one every week, it's going to be $80. Do you really care if you only make 60% of the profit on each one, but you get 12 more sales a year? Next. So I put a couple of these review slides in.

2:36:14I would do it for a minute, Brian. I turned my air on because it was hot. I'll be right back. Go ahead, Mr. review. Not Mr. Review. So what I want you to do right now is to make yourself a note that if maybe it find an empty envelope and write the words, I'm looking for profits on it, and then write a note to yourself, if I'm ever looking for profits, remind myself to review this section because there is so many different ways that you can create profits. Now, most people will teach only the first one of these strategies how to get more clients. So most of the information that is available on the internet is about how to increase the number of clients you have coming into your business. The multiplicative factor of the other two is so powerful. I mean, just take a look at some of these things, increasing the transaction frequency, and increasing the average transaction value. I mean, these are so powerful because they're so underutilized by your competition. So when you use these things to add value to how you do business, you will have an amazing value add to how you do things. So right now, just capture one or two things that you can do immediately, because this is how you grow your business. So take the time to really

2:37:49take some serious notes right now. So I'm going to scroll through these so maybe you can inspire somebody. I asked them to really dive into their notes because I think that the second two ways to increase your transaction value and increase the transaction frequency are they're not commonly shared. Most kind of tactics out on the internet is all about increasing the number of clients you have. So the fact that you share these two things, I think is just a huge value add for everyone. I think that's very good. Okay, now we're going to get into some cool things. There's actually three advanced ways to grow your business. And I'm not going to get in deep because most people haven't even done the basic three ways. But let me let me at least introduce them next.

2:39:31Number one, you penetrate a new market or a niche or a category every year. One, number two. Okay, I actually got it. It's good. It's good. It's good. Yeah, what market is most logical? What's the next one to go after? What market could you be really preeminent in? What market have you found that is a subset of who you're selling to now? It's sort of self-selected, but you've never gone after it. How would you apply your product, service or company there? Who has direct access? So you know, you could get an endorser or a partner that would mitigate the risk. Next, introduce a new product or service every year. And this gets really interesting. Remember the three way to grow a business model, increased number of buyers, increased the size of the sale, increased the frequency? Well, if you increase a new product or service every year, it can do two things. A lower end product gives you a front end, an easier way to get first-time buyers so that you can sell them what your main product or service is next. A new product can be added and packaged to your proposition so that literally it can be a size of the sale increase and a profit expander. An expensive and extensive product can be a frequency expander. You can add one or two or

2:41:11five more purchases a year, or you can add them to the end of a life cycle where you make a buyer that you acquire twice as profitable because maybe right now you're only selling them $100 products and you find something you can sell, the core that are the higher quality buyers, this $1,000 product that's $500 and you make as much on that one product you're making in two years selling the $100 products but you'll never do it if you don't do it. Next, can you acquire one that exists? Yes, of course. You know, just figure out the other products people that buy yours by before, during, after, even instead. Why would you want to have something to buy instead? Because if you have prospects that don't buy from you, after a certain window, you can go back and sell them by immediately and some of them don't. If you have something else to sell them, that's a different version in the same category or alternative means. Let me give you an example. If you sold a supplement hypothetically for weight loss, you could sell other supplements because weight loss people stop doing everything after about three months but they also do lots of things concurrently. They might buy portion control food from you. They might buy equipment

2:42:37from you. They might buy personal training from you. They might buy videos from you. They might buy recipes from you. Can you get someone to do a private label product where you put your name on it? Can you package things together? Next, purchase a competitor's business or assets every year. But do it on an earn out where it pays for itself. There's lots of situations where if you get control of another product or service, it'll pay for itself because you could sell it instantly to your audience and you could sell so much of it right away. You could pay a purchase price out of it. There's a bunch of competitive companies that if you consolidated, you could eliminate a lot of duplicated functions. There's a lot of marginal businesses that may be not even making money. But if you got control of it, adding their buyers to yours, using their phone number, having their website, keeping that, but getting rid of all their overhead would make their marginal business profitable. There are a lot of products people buy before, during, after, and instead. So the world is your oyster. Next, yeah, who's your direct competitor? Larger, you know, smaller, weaker. Sometimes larger ones don't want to be in that business. A lot of times, smaller ones

2:44:15aren't making enough money and you can pay them more for doing nothing by getting rid of their overhead and helping them get rid of their lease, you know, sub lease that pay them for it. If there's enough added profit, I've got all kinds of strategies. What are people buy before, during, after, instead, instead? I mean, all of the things I'm suggesting separately, not together separately, have made millions for me and my clients. You don't have to do all of them to find the ones that are the most applicable, the easiest, the most immediate, the fastest, pretty exciting. Next, who has a sales force that's underappreciated that you could basically hire the salespeople away and they basically have the business, the relationships, who used to work for a competitor and now doesn't even work in that business, but had a bunch of relationships and you can find them on LinkedIn and get them to refer to you. Next, what can you buy? You can buy instead of buying the business, you can buy URL, you can buy a phone number, you can buy access to vendors that people have that maybe you can get vendors from people outside of your industry that are, I mean, your market that aren't competitive. You can find people outside your market or in related but not competitive

2:45:48fields that have great advertising, you can license that. They might have buying contracts where they get products or services or delivery less, you can buy into that equipment. You can do performance deals on equipment, databases, companies have buyers and prospects, you can get access to them, distribution channels. Maybe I have built a distribution channel and a sales force and I sell one thing and you got something totally complimentary. So, you buy access to use my salespeople and build that. I mean, there's all kinds of things you have never thought about and they've done all of these and they work, they work, they work next. Okay, just ask, what do people buy before, during, after, instead of your product or service? Next. Yeah, and you can do this too. If a business, not necessarily a big successful one, but one that might be eager to sell but doesn't have a buyer or once too much, if the market would normally pay two x but you could offer five x if the deal was you'll pay that out at the rate of 50% of the profit the business makes you. Does it really matter? You pay five times what it's worth. If every time you pay them 50 grand this month, you're making 50 grand you never would have had and maybe those

2:47:33buyers can be sourced for other profitizing opportunities that you don't pay on. And even if you do it that way after a while, if it starts paying off, you can go back and say, you know, I told you I would pay you five times at 50% of profit but if you want me to pay you a lump sum now, I'll pay you 2.5 times if I get credit for what I've already paid out and half of them would rather have a lump sum. There's all kinds of creative and so many of these but if you're thinking of none of these and you could also do this and do aggregations where you find a bunch of companies putting together and found another company that would be that's got big operation that would be your back room and do it all for you and you can create a business with no fixed overhead by letting other people do it all on contract for you. Depends on how creative your your non-linear exponential entrepreneurial thinking machine can become next. Now this is a famous J. Graham concept and it's a totally different form of the 10, 10, 10, 10, 10. I call it the power parthenon. I call that because it is to me analogous of the parthenon in Greece and I will show it to you now. First slide. Most businesses that I've never looked at remind me of a diving

2:49:08board. I call this the diving board theory of business and they remind me of that because if you graphically depicted their business model, they have revenues sitting on one source, one revenue driver that is their predominant approach. I put in here as an example, direct sales, it can be Facebook, it can be paid search, organic search, word of mouth, just being a retailer at a shopping center community. I call it a diving board because it reminds me of a diving board. A diving board is delicate and it's unstable. Even though when you start off, you go up, you start pummeling the ground into the water to dive. I think it's a metaphor for how precarious and dangerous a business could be because if anything goes wrong, as we found out during the pandemic, if trade shows aren't going on and all you have is trade shows your screw. If retail can't be done and all you have is retail your screw. If salespeople can't travel or people aren't in their businesses to be called on and that's all you have your screw. So you want not to be a diving board next slide. You can see we just added one more sourcing strategy approach. In this, I added hypothetically joint ventures. It doesn't matter what it is. That alone looks more stable. Next, when I work with

2:50:45clients, we try to get them eight or nine. And it doesn't matter to us what they are, as long as they are viable, we can implement and experimentally test them very cost effective and very safely and conservatively with low risk. It doesn't matter. I just had a bunch here telemarking direct response advertising endorsements. I was meant to share we could put more social media now. It's an overslide. But if the left pillar is 100% of your current business and you added one, two, three, four, five, six, seven, eight over time, not at one time, eight more revenue sources. And each one only produced five percent, 10%, six percent, 15%, the cumulative effect they would add or hundreds of percent. And some of them could actually be beneficial even if they weren't profitable and they just broke even. Somebody endorsed you to their list and they just made a little bit for you. But their whole audience now knows about you in a favorable way and they got reached by your sales people afterwards or your advertising. They would be favorably predisposed and it would be very good. You could take the endorsement, use it on your website for more credibility. There's all kinds of ways you can do this next slide. This is where it gets really interesting and you can have subpart

2:52:21and all of those categories. Go back to the slide for a minute. The other one. So like even in telemarketing direct sales, you can use it to sell, you can use it to get a lead, you can use it to follow up and sale, you can use it to upsell, you can use it to introduce another, you know, resell, you can use it to extend the frequency. So now go to the next slide. So if you got to the point of having those nine pillars, you could have underneath each pillar sub pillars. This is hypothetical for referral strategies. Remember I said we had 125 of them? Not all perfect and you're not going to do 125 or 100 or 25 and be lucky to do five. But if you had referral generating strategy, you did it at the point of sale. If you had certain ones you did every season at certain times, if you had certain ones you did when there were certain incentives available by the manufacturer by the bank, if you did certain ones that you did with other organizations, if you did different ones with influencers, if you did different ones with inactive buyers, because sometimes people become inactive because they can no longer need your product or service, but they loved it and they could be a great source of referrals. I mean, if you did them just to get testimonials from

2:53:59that you could use on your website, I mean, you can have all these sub-partanons and each one of those is another 5%, 10%, 15%, it gets mind-boggling next. I don't think I need to go through all this. You have tons of strategies, referral systems, break even all these things. A lot of the same things as before translated. Next, let's go through it and go to the next one. Let's go to the next slide. Okay, the power of the power parthenon can be appreciated if you have any knowledge of military strategy. If you don't, you're going to in a moment. So if you and I were at war and I wanted to win, I would use a militaristic concept called the force multiplier effect. And what that means is we would penetrate our enemy from as many vector points as we could, preferably at the same time, certainly with rapid sequence. We would probably first send missiles to destroy or bombs, but probably missiles first to destroy their infrastructure. Rail, airports, highways, ports, shipping, then we would probably knock out their communications, phones, so, radio media, then we might drop bombs, then we might do attack drones, then we might do tanks. And we wouldn't care which one delivered the winning salvo, but we wanted to win. But they

2:56:20would just keep penetrating and penetrating and breaking open the resistance and the power and destroying it. You're doing the same, but not trying to be negative. You're trying to win the battle for the mind of the market. Next, where he said that. So now another strategy that is leverageable in the biggest way, and that I've always loved and I've taken it to sublime now, is called the nine drivers of exponential profit. Very interesting concept. The concept in a nutshell is this. I look for moves and maneuvers that any business can do that are so powerful in their upside leverage impact that literally even if you misexecute, if you screw them up, they will work in spite not because of your perfection. So I spent a lot of time thinking about all the different areas of leverageability, impact, activity that a business engages in on the revenue side. I do more on the revenue side than operation layer management that if you even misexecuted, but you really understood the upside impact it could add, it would improve performance.

2:58:13Now I went through a list and then I isolated the nine most powerful universal ones that anyone here could immediately understand and adapt and apply. And I'm going to explain them. Right next. So all of these are based on this theorem. You change your X and you change your results. So we're going to go through the X factors. Number one, you change your marketing, you change your results to be a lot of things. If you don't market your market, if you market you question, how do I position how do I make my proposition? How do I establish my market I'm going after? How do I communicate our value? How do I stimulate response? How do I convert response? What do I do when they buy? What do I do when they don't buy? How many other alternative ways could I reach the market? How many alternative ways could I start a buying relationship or a non buying relationship? What else could I use that would be less intimidating? How could I lower risk? All those are part of marketing. I just threw off 10. Anyone can make a leverageable upside impact. You've got more than 10 in your business. Change your strategy, change your results. I need to tell a story. So many years ago, I might have told it before, but doesn't matter. You were going to retain 5% of whatever I told you

3:00:14when you were introduced to me. I promise you that. I bet you can't even remember 5% if your life depended on it and I wanted you to gamble money on it. Many years ago, I had two friends who were really interesting. One was a great copywriter, one wasn't, but the other was a great strategist. Copywriter was tactical, the strategist was brilliant, but wasn't a good copywriter. So they both got interested in an emerging area at the time of artificial diamonds, simulated diamonds, cubic zirconium, as they were called. And both of them wanted to go after it to the mass market because they were very beautiful and they were very cheap. So the first person, the brilliant, talented copywriter who was totally tactical, totally short term, transactionally oriented, all about making money now had no long term thought process in terms of business model. He sat down. He wrote an incredible full page ad that he ran in the Sunday, Los Angeles time, part B times on the front page of a section. And he created a fictitious company he called the Beverly Hills Diamond Company. And he created a name for a loose one carrot, simulated diamond that he called the Beverly Hills Diamond. And he wrote a really compelling, compelling ad and it cost in

3:01:48$25,000 for this full page ad. And he ran it in the Los Angeles Times. And it pulled about $43,000 of sales. And after discounts, refunds, everything else, he made about $8,000. And that wasn't enough to excite him. So he basically sent out the stones that people bought and quit. Friend two, who was not as good of a copywriter, was a brilliant strategist, watched friend one, prove the market, not make a lot of front end profit front end is the operative word and give up friend to the brilliant strategist tried his hand at writing a full page ad. He was pretty funny. He created a fictitious business he called well he registered it, but it was hilarious. Called it Van Pliss Antissani, which was a take on Van Cleef and our pal Antiphanies. He created the van Pliss Diamond, which was a loose one carrot stone. They both were selling it by the way for $39 for the stone. He ran his ad full page in the Sunday Los Angeles Times, a couple weeks later, cost the same approximate $25,000. But he didn't pull 43. He was lucky to pull about $30,000. And he lost about $5,000, as I recall, maybe a little more, maybe a little less. But instead of throwing in the towel and giving up, he did something totally different than friend one, the tactical minded. So friend one,

3:03:36the tactical minded, when he sold diamonds, his fake diamonds, he just threw them in a little bag, a little puff bag and sent them out with a little note saying, here's your diamond. I hope you enjoy it. That's it. Friend two, the strategist did something totally different. He took his loose stone. He put it in a velvet jeweler's bag. He put the bag in a very beautiful little wood simulated box. It was cardboard, but it looked like wood. He put it in a very large, very thickly padded envelope inside where two other documents. The first was a letter from him as the CEO of Van Pliss and Tissenate thanking the recipient for having enough blind faith to purchase the loose stone and telling that recipient that when he or she took the stone out of the jeweler's bag, they would be impacted a couple of ways. First, they would be blown away by how brilliant, sparkling, fiery, alive, dazzling, amazingly, and almost, if not, the stone looked. It would even exceed the promise. Second, they might think that they'd been to serve because it might look smaller than they thought. And it would be because in order to get that kind of brilliance that Van Pliss and Tissenate had to make the stone denser, meaning more weight per millimeter or whatever the comparative size was.

3:05:27And then the letter went on to say when clients see how brilliant the stone is, they almost always contact us and ask if we have larger, more magnificent stones that they could buy and take to their jeweler to set in rings, pendants, earrings, necklaces. And we used to provide them, but we found that when they take them to their jewelers, the jewelers charge an arm and a leg to set them in 1418 carat. And we don't think that's right. And because we are manufacturing jewelers also, we decided to set some of our more beautiful large stones, five, 10, 20 carat, I mean, Van Pliss diamonds in gorgeous 1418 carat gold settings, yellow and white gold, and make them available to our loose stone buyers at prices we think are half what reputable jewelry stores would charge and the quality is the same if not superior. And as a courtesy to you and gratitude for having trusted us to put your first stone purchase of a loose stone, we would like to offer you the chance to purchase any of a number of set stones in beautifully crafted artisan jewelry that are enclosed in the catalog we have included and then all these beautiful beautiful set pieces. And we believe if you take it to any reputable jeweler and ask what they would charge you to replace the setting or set another one if

3:07:19you got a loose stone, their quote would be twice what you paid. And in fact, if you do that and it's not we don't even deserve to keep your money and we wouldn't. And oh yes, by the way, in grateful appreciation for your first purchase and trusting us, we would like to offer you if you'd like to exchange the loose stone towards the purchase of a set piece will give you double credit for what you have previously paid and to make it easy. We've included a pre-addressed postage prepaid return envelope you can use to send the stone back along with your order. So friend one, the great copywriter who was tactical and short term made seven grand and quit. That was it. Friend two who was not a great copywriter but a brilliant strategist lost about five grand but in year one made twenty five million dollars with his strategy. That is the difference between being strategic and tactical. Most small meeting businesses are blatantly tactical. They don't have brilliant strategies. They don't have good strategies. They don't have strategy. They're just totally tactical. If you can become more strategic to change your strategy, you change your result. There's multiple ways to do it. And there's lots of ways to model it. We'll go into modeling for millions sometime

3:08:54either later today or tomorrow. And when we do, Ryan reminded me to talk about strategy. You change your business model. You change your results. If your business model right now is we sell one product. It's expensive. That's all we do. That's one model. You change it and say we're going to have an entry level product. It's very modest but it's designed to get a lot of prospectively qualified people to start a relationship. And then we're going to convert that audience to our real basic product. And oh by the way, we're going to source ten other related products or services that we're going to offer them at the same time and afterwards so that we turn one dime buyers into ten dime buyers. We're going to get a lot of more buyers in the beginning because it's going to make it easier to start a relationship. And we're going to get a lot more repeat buyers and a lot more utility value. And we're going to turn our one time modestly profitable business into a multi-time, very profitable business. Then that's bringing the power of geometry and beyond exponential thinking. You change your use of capital. Pardon me. And that has a lot of different applications. If you spend money right now up front and you can instead get deferred terms with no penalty and instead of paying now you can pay in

3:10:24nine months or six months or 90 days but you get the use of the money now and you don't pay until the money comes in that's different. If you can pay money for advertising and negotiate better deals that can change everything. I have a client two story. They were doing 40 million dollars and they were trying to do a lot of lead generating on television and radio locally in their markets. It was very expensive and very low yielding. And I had a friend who knew how to buy what is called remnant advertising on serious satellite and on a lot of the cable networks. And he was able, my client was able to go to those areas, those media sources and buy advertising for 80% less than what the advertisers would normally charge because my friend bought on standby or remnant distressed. And he bought it for 80% off when my client tried to buy advertising at 100% of its rate. He lost money but when he bought it at 80% off he made twice the amount of profit at then the cost. So he was able to run a lot of it. He went from 40 million to 130 million in a year. That's how changing your use of capital can work. You can also move fixed cost into variable paying not for advertising paying for results like we did for ICI. You can get access

3:12:09to all kinds of product service providers for your business operations who you may not want or be able to pay for at their rate. But if what they sell can be measurably correlated to either increase profit, reduce cost, increase production, reduce inventory expense, save or make in any form, you can change how you pay them and instead of paying money for their product or service that you either don't want to or can't afford, you can convert payments to a share of the result and you have an unlimited checking account. You can use offshore virtual people to do a lot of the things that either you can't justify doing or you are doing right now at exorbitant cost and reduce your cost by two thirds or more and maybe get three times the people doing it so they get the same job for the same research or the same market address in one tenth of time. I can go on and on, change your relationships. Maybe you have an adversarial relationship with your vendor and you think that's great because you're trying to squeeze them instead of growing everything you can out of the relationship.

3:13:51But if you changed it and the vendor was giving you introductions to manufacturers, you didn't know that the vendor was giving you access advanced to products or services. The vendor was telling you market intelligence about when companies were in trouble or about salespeople that wanted to leave that you could hire that had enough of the clients you could actually more than pay for them instantly by the business they would bring over with them. That would be very interesting. If you have within your community people you know but you've never turned them into referral sources or endorsers, that can change. If you look within your buyer base and you see that you have a large number of a certain profile of type or source or locale of buyer that is sort of self-selected, you've never gone after them. It would tell you to develop a focus towards that. I could go on and on. Next slide you change your distribution channels and your markets. If you only sell one way and you can find all kinds of other ways to distribute or in essence reach a market, you change your results. If you don't have a sales force and you get one or you can't afford one but somebody's got one and they're only selling one product and you get them to sell your product too.

3:15:24If you take it to a certain vertical market, if you take it to a partner to sell it, if you take it to new media, if you go to every podcast or and you run ads that you pay them a lot on results. When you do anything different or in addition or combination or compounding and it changes your results, you change your product and service mix. It changes your results. I already showed you that by saying you can create a product or service or acquire one that starts relationships 10 times easier. So you get a lot more people in the in the queue right away. You can find products or services that can be added at the point of sale to double or re-double your profit. You can find products or services used as bonuses to get more people to buy. Even if you have to spend a little bit the doubling or tripling of buyers is so much more profit. It doesn't matter particularly if you have a repeat sale. You can get expensive products added at the end of the buying cycle to double or re-double the lifetime value. Change your ideology that's your belief system. If you believe differently, you perform differently and your results are different. If you believe everything I'm saying and you're not saying, well, I don't know what to do first. I don't know what to do second. I'm worried about

3:16:59the moment instead of being worried about understanding everything, trusting that everything I'm sharing to be true, trusting that there's no way in heaven you'll do even half of all this, trusting that by the end of tomorrow, I will show tomorrow's session not by the end of tomorrow, but by four o'clock whenever we stop tomorrow, I will share with you multitudinal ways to take what you've learned and identify what to do first, second, and third, and how you can apply it to your situation, large, small, sophisticated or not. And you're right. The best example of ideology is really it's learned by an example that I had a couple years ago. I was asked many years ago to do a keynote for somebody in an audacious concept. They were doing a seminar and the theme was how to make it was called it was called cracking the millionaire code. And the thing was how to make a million dollars in one year or less starting from a standing start with no product service, no real business knowledge and no money. And it was a really interesting challenge. And they came to me and said, you're going to be the keynote. Your job is to give us the brilliant breakthrough idea to start with. And at first, I didn't want to do it,

3:18:25but then I thought, oh, I know, I can do it. And most anything that we all can do, I can say anything for challenge to it. So I started thinking about it. I came up with a concept. And what I taught people at that session was you go to all the big search categories and you look for what I call gap arbitrage. You find somebody that has a book, but they don't have a training program or a seminar on more expansive, where you find somebody has a seminar, but they don't have a book. You find somebody that has a book and a seminar, but they don't have private coaching people. Or you find somebody that's coaches, but have a seminar or a book. Or you find somebody that's got coaches, seminar and book, but they don't consulting. Or you find somebody that has a consulting, who doesn't have coaches, seminar or book. And you put them all together in different combinations, depending on the categories. And you take a share of both sides revenue fully acknowledged. And I went online and I showed people that there were plenty of samples of those to be true. And I showed them hypotheticals of what it could mean in dollars. And I challenged them to do it. And it took me two hours and there were about 300 people in the audience. And approximately

3:19:40299 thought it was ludicrous. It made no sense. It couldn't be done. It was not something they had the capacity to do. It was not realistic and on and on and on. They were wet blanket, dowel were negativist. And most of them were want to be at Aspirants. They weren't really successful business people. One woman, one. Oh, any audience believe everything I said? She loved it. She thought it was a great idea that she could do it. And six months later, by the way, the 299 approximately did nothing, accomplished nothing, summarily rejected what I said. The one actually applied what I said and produced something in the vicinity of a million to an income in six months. But if you believe you're right, if you don't, you're right. So change your ideology, change your processes, procedures and systems. This is really interesting. If you can make what you do, how you do it, who you do it for, who doesn't for you, 10% more effective, 10% more efficient, 10% more productive, 10% less problems, 10% higher level, whatever it is, you get this same 10, 10, 10, 10. In the manufacturing world, I was introduced and I actually helped the Deming organization. Deming was the father of process improvement. He went to Japan in the 60s. And he taught

3:21:19manufacturers like Toyota, Nissan, Sony, Mitsubishi. I can't remember Panasonic. How do you use process improvement to explode production? Here's the concept. You can go to a factory and the factory might have 100 people on lines all doing seemingly the same thing, but they're not. They're doing 10 things in one that 10 things might be one might be throughput, how much they're putting through the system in an hour or a shift. One might be downtime. How many times the machines break and have to be fixed? One might be the tolerances. How close to the specs their part conforms before it's rejected. The other is reject. How many have to be wasted? The other is how quickly they do their preventative maintenance. There's maybe five, 10 different denominators in the one big process. And when you analyze different people performing the same process and subprocess, you find great variation. One might be three times better at throughput than another. One might have almost no downtime and the other might have five hours of downtime every week. One might have no variation in tolerances. The other might have tremendous variation. One might have only one piece of scrap per 20 and the other might have one per hundred. And you want to find what the ones

3:23:00having the lowest negative and the highest positive performance in each sub are doing differently than the other 99. And you teach that method to the other 99, but you teach the improvement on maybe eight or 10 areas and it's 10%, 10%, 10%, 10%, another way that 10%. You can do the same thing in a business on systems process and improvement. You can look at many people doing the same function and seeing and measuring productivity, efficiency, yield, any denominator and see if one's doing a lot more than another in one category, what he or she does, how they're doing it differently, how you can train others. Or you can go outside and find people or other competitors or other related complimentary type business or corresponding businesses. Maybe you're an air conditioning distributor, but you can go to some other kind of distributor and see how they do it and borrow their processes. In selling, this is really interesting. If you have a lot of salespeople, inside, outside, distributors, company offices, franchisees, network marketing distributors, and you think they're all doing the same thing, they're not. One might be greater at opening up buyers or accounts than others. One might be better at selling a certain kind of product than others. One might be better at selling and keeping

3:24:40margin, profit, higher profit than others. One might be better at selling combinations. One might be better at keeping clients. You figure out who's better at what they do different, how you can teach what they're better at than anybody else to all the people that are better. And you find 10 different things people are better at. You teach them to everyone else. You increase that purse. Everyone's performance 10, 10, 10, 10, 10. And you can do that all day long in processes, procedures and systems. Is there one more slide or is that it on that? So Jay, there's actually a ton more slides on this. And we're at that point where we talked about having a lunch break. Yeah, I'm going to have a half hour lunch break, a half hour everybody. And then we're going to get started right away. But this is we're making progress, Brian. And what I'd like to do since we're going to share this slide deck is I'm going to hit the turbo charger and I'm going to go through this. So there's several slides on marketing and how you can add these drivers to your marketing. Then it gets into strategy. It gets into examples of how to apply these strategies, capital. And then we talk, I mean, we have so many things here to

3:26:00inspire you to think about where you can access capital. So, you know, how can you access other people's intangible assets or tangible resources? So there's a ton here to spark your mind, get your creativity juices going. I it's just a cornucopia stuff. We talk about the business model, then the relationship. So come back to this again and again, whenever you're you're stuck with how do I find my next thing to go exponential? Because if you do just three of these, you are now creating geometric results. So make sure you capture something in your notes before you go to lunch. So take five minutes and then take a 25 minute break. Come back, fed and get ready for an incredible afternoon. So we'll be back everyone. Thanks everybody. Talk to you at one. Thank you. So capture those notes. We'll see you at one o'clock or a couple minutes before. Welcome back. So start coming back into the room. Bring your half eaten sandwiches or your snacks, popcorn,

3:57:28whatever it is that will liven up your mind and get you to engage. So take a deep breath, you know, do that seventh inning stretch, whatever it is to get your blood flowing, your brain working and things like that. We have a couple minutes before Jay comes back with us. But I just want to let everyone know this is a quick chance to decompress a little bit. And we do have chat open until Jay comes back. So if you had a nuance or something that you'd like to kind of capture, we love to see this kind of thing. And this is the kind of engagement that we will create, you know, at the end of this program. So we're going to take a, on Sunday, we're going to take a little time to really engage. At the end of today, we're going to have a little moment to decompress with you. So thank you all for being here. I hope you've all gotten half of what I've gotten because I've gotten so much, you know, even though I've heard much of this before, what Jay is sharing and the way he's sharing it is expanding my perspective on this. So I hope that you're finding that you're seeing, oh, I can apply this consult concept or perspective to how long doing things. Nice. And it looks like you're engaging in the chat. I love to see that.

3:59:02People are talking about how LinkedIn is a powerful resource right now. Cool. And Eric, yeah, everything that Jay is sharing can make a huge upside. And maybe one of the challenges is really just to digest it and understand it. So when you, when you really understand it and it becomes clear in your mind, I can see how it would become so much easier to apply this. So remember that you can always come back and review what Jay is sharing today. You can look at the slides because you might be inspired just by reading it without the voice and the timing that Jay does because he kind of has a presentation style that drives us to focus on the information in new ways. So sometimes, you know, just reading something can be at a different pace and it will unlock something that you didn't hear. And sometimes maybe just listening to it without watching, you know, while you're, you know, working in the kitchen or, you know, stock in the warehouse, you can find a new insight or something just by listening to it without, you know, watching it. So there's all, make sure you're getting different levels of engagement as you review this. But the most important thing is to be taking notes now. So I, you know, review your notes. If there's something

4:00:32that you've gotten today, if you can dimensionalize it and share it in the chat, it'll help other people. And if if everyone starts doing those things, you'll notice that this kind of like quick 360 touches allow you and everyone else in the group to understand things from different viewpoints, because not everyone's in the same business. You can't see me. Why is that? So let's see here. Are we sharing a screen? Okay. Got it. Thank you for that in the chat. Awesome. Hello. So I think out of the box with tunnel vision, that's a great insight. Yeah, it's, it's so easy to stay doing the same thing. We all get stuck in the rut that our mind is comfortable with. So if you're feeling a little uncomfortable today, maybe that's a good thing, because it'll give you a kind of a negative incentive, something that's pushing you, you don't want to have this feeling anymore. So you know that you need to make a change. I hope all of you have a positive incentive. Why are you engaging in strategic learning to grow your business? You know, reinforce the positive reason for why you make these positive investments in yourself. Yes, you want to grow your business. But what will making more profits mean to you? Jay talks a lot about, you know, having a specific dimensional

4:02:22example of your reason why I want to grow my business so that I can drive a new car. Maybe you want to create a classic car collection. Maybe you want to invest in a charity to grow a philanthropy. Maybe you want to have a wing of a university named after you. Maybe you just want to send your kid or kids to college and not have to worry about financing and putting them in debt. I mean, there's a lot of different things that we can do, but please make the commitment to yourself because you're worth it to know why you're doing things. You know, to maximize that reason why, put it up in pictures, you know, have that vision for why it's worth it to make these investments in learning and growing your business. Mark, yeah, Jay was talking about how to look out at your competitors for a way to grow your business. So who's doing something that you're not doing, that you could adopt or adapt or buy? You could buy their business or partner with their business or white label their product. There are so many different things that you can do. And there are so many methods for doing it. You know, if you want to joint venture with someone, sometimes we get lost and think that it's impossible. But if you want to reach someone

4:03:59and you knew that if you got a meeting with them, it would translate into a million dollars, would you get that meeting? Sure, the how doesn't matter. But let's create it for a second. How many hows are there? There's millions of hows on getting a meeting. You know, who does that person know? Who do you, you know, I mean, we all have connections to other people's connections. So who do we know that they know? You know, this is all kind of powerful stuff. So Jay, we are ready for you. listening to you. Okay, Brian, hold on. We get rid of a couple of things hopefully. All right, hopefully. All right, you ready? I am ready. So I'm going to so get your last chat in because I'm going to about to turn that off. I start presenting and I see what we have. Okay, so I'm just going to answer a technical question in Q&A. Ron, we're going to share this the recordings and everything. We're going to share it in an email and then we're going to put it in your dashboard. So it's probably going to be here by Thursday or sooner. So have patients will get you the recording so you can review and I'm glad you want to review. So what's next Jay? Okay, so let's remember, let me get myself centered again. Pardon me. Okay, so did we have slides that were left? Are we ready to go to the next category?

4:05:44I cut you covered every aspect of the nine drivers, but just let everyone know that there is a ton of detail. Yes, and I told everybody, this is compression like cram, the cram school version of Grandmaster course to get you able to apply this right away Monday. Then you have the ability to do two things. Those of you in the program that gets access and those are all of you, but other people may not be who get this. You get activator support, you get me, you get you get access to all the advanced in-depth modules that will be being put up over the next two or so weeks that will let you go deep on any one of these and then we'll be introducing more as we as we go deeper on the new categories we've added. So you're going to have, it's like Christmas every day for you if you do this right. Okay, let's go to the next category. Okay, we talked lightly about this, but let's go deeper. Leverage in risk reversal. So if you think about it, anytime, any two people come together for any reason, business or otherwise. Commerce, job, perspective, friendship, love, marriage, romance, fraternity, anything, one side is always being asked by the other, consciously or subconsciously, knowingly, unknowingly, implicitly or explicitly to assume all more than all

4:07:53or most of the risk in the transaction. If you can identify what the risk is and you can reduce or eliminate or even better than eliminate it for the other side and make it easier for them to say yes, then no, take action instead of no action, commit instead of contemplate you with it. So the concept of risk reversal is straightforward. The analytics of risk reversal are quite profound. We had at one time a collection of 5000 case studies of people that had used various specific my teeth just whistled specific applications of my methodologies to grow their business. And they chronicled which ones they were and what the impact had been. A full 25% one fourth of all of the success stories we concluded in the 5000 approximate came from variations of risk reversal where just changing or adding or amplifying or fortifying or dimensionalizing or elevating the risk reversal in their value proposition increased sales or profits or size of the sale or repeat sales or conversions or whatever the denominator was by at least 25 and sometimes up to 500%. It is that powerful. Next slide. There are many ways to do risk reversal. Do we have the list of what they all are there, Brent? Yeah. So let me start with some of the ones that you can do.

4:10:01So you do complete money back guarantee. You can do better than money back guarantee. You can do a partial money back guarantee. You can do a pay after the product or service perform type of a guarantee. You can do a a pro-rata guarantee. You can do a mutual performance based guarantee. You can do anything in between. So complete money back guarantee is pretty straightforward. 30 day money back guarantee or 30 day satisfaction or your money refunded. That's pretty benign. It used to be powerful. It's not much anymore. You can do a different way of saying it, which I have done before and I'll give you that example. Let's say that you were selling some kind of a supplement that produced a multitude of positive effects and you wanted to really dramatize the money back guarantee on the performance of the product. Pardon me. You could say, okay, if you agree to test drive this product for the next 35, it's going to be 30 days. And during that time, you agree to take the supplements as recommended, meaning one in the morning, a half hour before breakfast, one half hour after lunch and one right before you go to bed.

4:11:54And you do it for the entire 30 days. If by that time or before you can't honestly say that, number one, you are sleeping more soundly and longer and deeper. You are waking up more refreshed. Number two, you have more energy and focus. Number three, your stress relief isn't is reduced at least 50, if not 80% or more. Number four, people are commenting you look more refreshed, even more youthful and energized. Number five, your your calmer, more balanced. Number six, you're enjoying your your business career, personal life, a lot more and your loved ones are enjoying you. And you go on and on and you could say, if you can honestly say that the majority of those, those things are not happening to you, we honestly don't want and don't believe we deserve to keep your money. So all you have to do is tell us it's not happening and we'll send your money back. No questions ask, no hard feelings either. That's a much more dimensionalized form of 30 day risk reversal. You're denominating minimum expectation. A better than money back guarantee can be articulated in a number of ways. One is that you give them a bonus and the bonus has a lot of value and then you give them a certain performance expectation in a certain performance criteria timeline or after doing certain functions,

4:13:50whatever is appropriate to the product service. And if they fail to get the outcome you promise, they get their money back but get to keep the valuable bonus for their faith or their effort or their trust or their disappointment to consideration compensation. Better than money back guarantee can mean you give them more money back than they pay. Double your money back guarantee can say, if you don't get the outcome you want, we won't give you back the $20 you paid us will give you 40. That's how confident we are. You can give a partial money back guarantee. Sign up for a year and any month we fail to deliver, you can stop and we will stop. We will return all the unused portion of your service. You can do a pro-rata guarantee. You can guarantee a certain outcome and if at that time or at that time they don't get that but they do get an outcome you give them a pro-rata refund up to 100%. So let's say you said I'm going to lose 35 pounds in 90 days following this program. If I only lose 25 you'd give me back whatever 10 is to 235 approximately a third of my payment.

4:15:29If I didn't lose anything you give it all to me. You can have pay after the product or service performs. In a certain level we are a portion of that because we're fine letting people who are on limited budgets and tight budgets pay a portion now but most of it as they profit assuming they it's just to make allocated fixed payments but we're letting them have the chance to use what we're teaching and then pay as they do that and after meeting it'll basically pay off if they do anything. I do a mutual performance which is number five which may not be on this because it may not have been listed but mutual performance is based on the realistic what I call it. Recognition I guess that human nature tends to procrastinate, equivocate, contemplate, mis-execute, not go the distance. It's human nature it's not a criticism of any man or woman just us anymore. And so if I know my methods work but I don't know if you'll really work them then if I guarantee your result but I don't hold you to a minimum performance standard then I'm putting myself at unnecessary and unfair risk because I have no control of what you do. That's not fair.

4:17:11On the other hand if I don't give you some guarantee of performance then it's not fair to you. So what I prefer is to say look if you apply those activities I teach you that are most appropriate and safe as which is the maturity frankly and you document and prove you did it because if you don't I'm not responsible and I see that you did apply not everything but those things that make sense in whatever the period is 12, 15 months and you don't get at least an ex return on your investment I will return your money. Yeah I don't mind doing that because frankly it's impossible it won't perform but what is possible is that you won't perform and if you can't submit to me not Herculean or Draconian proof but proof that you did things documentation proof examples samples numbers then I don't want to be responsible for your upside because I want you to have accountability yourself but you have all those flexibilities you can play around with anyone any combination and there are certain things that you can say well I'm in real estate and I can't possibly guarantee a real estate sale that's true but the question is what can you guarantee that no one else will towards that end I produced something or I created something years ago that was outrageously successful

4:18:55for real estate a lot of people use it it's probably not that original anymore but what we did was this we took the problem and turned it into the opportunity by that I mean we went to certain real estate agents and we said try this tell a prospective client this a couple of different kinds of integrated we call it stacked risk reversal number one I I want you to know before you ever commit to us that I'm the to me that I'm the best choice for you but I don't want it to be because I tell you I want you to have the kind of due diligence and certainty that gives you the comfort confidence and and I can't think of the other word I want I guess it's another version of certainty to commit fully to my advice and recommendations as a professional so before we even consider working together I'm going to give you a context and names and background on 10 people seven of them our clients I helped and I want you to talk to them when I'm not on the phone and see if they feel they got a better outcome better advice they they acquired a better home or they were guided in selling their home with less confusion convolution complications and ask them any question you want and ask them if they would use me again and if

4:20:32they say yes why and how then I'm going to give you three people that didn't use me in which they had and I'm likely to ask them the same question what went wrong with what happened how they got frustrated how they feel about the house they're in now if it's not the house they wish they had gotten how they feel about the the sale they did of their other house and what they wish they had done differently and if after talking to both people that didn't use me in which they had and people that did use me in hearing what they found most valuable and most compelling then what I'd like you to do is decide whether you want to work together if we do then that's great but that's not going to be the totality of my committed promise if I help you acquire the next house you move into I will promise you this number one I will guide and advise you in what's in your best interest not mine meaning I won't let you buy a house just to buy a house if I feel a house you like isn't the best house you should buy I will tell you that I will tell you why I will do everything in my power to give you my best reason recommendation even if it's to my seemingly economic disadvantage if you decide to go forward with the house if I didn't feel it was your best choice at least you

4:21:58got my best reason objective and expert opinion on why but I will do everything in my power to get you the best outcome the best value the best appreciation the best neighborhood for you your family the best I will not just let you find a beautiful house I'll make sure that the house is really beautiful when the sun's up when the sun's at a high noon that the traffic on you know weekends is a nightmarish that there's no surprise you know know about I'll do the research no one else would do is number one number two I will help make sure you get the best value I will help you get the best financing I don't benefit from it but I will do that I will make sure that nothing gets gets complicated and that every kind of risk you could be exposed to is mitigated or eliminated that's my word I will treat you the way I would treat my father mother son daughter best friend brother-in-law who I like not to hate and if that alone is another commitment but that's not the final commitment if within one year of living in the home we together find and negotiate and help buy for you you and your family are dissatisfied for any reason turns out it's not big enough too big not warm enough too warm not quiet enough too quiet

4:23:39not have the amenities you now want too many amenities doesn't matter if I serve you and and your choice with my advice isn't to your liking anytime within a year I wish I could write you a check back and buy the house I can't no one can unless they're very wealthy and the house is appreciated mind you mentally but what I can do is this I will sell the house for you and wave my commission I will represent you buying another house in our community and wave my commission that's equivalent to me giving you you know forty thousand dollars out of my pocket and finally I will give you up to two thousand dollars to help you move that's the best guarantee I can give you that I am certain that I will serve you better than anyone else you could choose so there's another way to denominate risk reversal does that help Brian yes it does and there's also some facets to it let's see we got emotional risk reversal comes with I've already talked about one and two but on number three it comes with dealing with the intangible you can say that you have to understand the tangible and the intangible risks people worry about in making a decision one of the intangibles is looking bad one of the intangibles is not choosing the right choice

4:25:30one of the intangibles is what else could I have done with my money one of the intangibles is I wish I had gotten some other either component addition higher grade bell and whistle lower grade and to the extent you can identify all of those and help preempt them before they happen or make provisions that if they happen you can help them either get out of it painlessly least painfully or you can get additions to compensate if they want more or less then you can really help them in confidence certainty satisfaction you can project forward what you expect them to feel sense experience certainly confidence happiness whatever and you can walk them through that and depending on the certainty you have in the product service performing as that you can guarantee whatever you need to with or without mutual performance uh in emotional risk is fear of failure fear of not following through one a program like this fear of not staying on a diet fear of not really wanting to work out because you'll look bad in the gym or you'll you know it's going to be hard to stay disciplined fear of going back to school to study because it's hard fear of getting all your homework done fear that you're not you're not really an entrepreneur being anything like that and you have to address it how

4:27:43and you can say look I sense that some of you are worried that you're not cut out for being a business owner that's why if in the first module you don't see yourself and you don't see that you can do it you don't see that I've compensated for your lack of skill and you don't see that you don't have to have an MBA or even a a BS or any kind of a basic education to get this and you're worried that you don't have hours and hours I'll show you that within a 90 minute first lesson you're going to be able to have application mastery and if I don't you can have your mind but you just have to figure out what you're dealing with Brian true enough okay so when you're trying to denominate didn't it I'm cutting my mouth corners uh in the corners of my mouth corners by not talking clearly and slowly if you can denominate dollars sense what's the best or performance what's the best reported testimony okay study measurable quantifiable feedback you've ever gotten from a satisfied client or buy it what's the range how can you use that you can say well this person increased their the pulling power of their ad by 42 percent meaning every time they spent a thousand dollars they made 4,000 more this client increased their conversion rate on prospects by five times this client

4:29:30increased the average size of the sale by five hundred dollars this client got clients coming back three times more frequently this client got companies that wouldn't consider giving them appointment to schedule our long meetings on the first call this company and just keep telling denominated things that that parallel or are relatable to what the target audience would want Brian and you get those from clients you try by the way anytime you have a happy client you should try to get them to provide you with the testimonial written or video and you should try to help them uh make quantify compare contrast concrete or concretize what your product or service meant to them in the most tangible comparable measurable terms possible on their own most people will say well I love the product it really did well for me that's abstract you want to try to get them to uh communicate communicate in comparability terms how the product perform what it delivered numerically denominated so that you can bring it alive for other people in ways that people haven't and when you help an existing happy client do that it makes them even more committed because they're realizing at a deeper more tangible level the true implication of what you did they

4:31:11can be very happy with your your product or service but maybe they've never measured that the fact that wow my electric bill i never looked at it you can say look at your electrical over the next last six months and look at it a year ago and tell me how much you've saved wow i never realized i saved five thousand dollars in the last year using your you know your uh long-life low energy light bulbs whatever okay next get it you need to know what you're dealing against one of the things and it's a little out of context here and brian uh we will give everybody i think if it's not part of this our 200 question assessment but uh when we get clients i give them a 200 question assessment one of the categories we look at is what competitive intelligence do you have what do you know about people you sell against directly and directly what what's their strength what's their weakness how do they sell what's their value proposition why do why do people buy from them and not you what is their product do that yours doesn't you know where they're really strong at if you don't know that you can't really compete advantage because you got to know where you either over perform outperform don't perform so that we can play to the advantage and play against any weakness you

4:32:47may have or any super strength they may have in either over performance of the product or service or their people or their marketing or their selling or their positioning or their perception next we've already talked about that it's sort of a variation of the same thing next yeah i mean think about this and by the way when you start experimenting with risk reversal i never recommend that you apply it system-wide and just commit to it immediately and the reason is you've got to make sure of two things i can i can turn this into one of the best freaking workbooks ever are you talking scott or is that an accident scott we heard you when did you want to talk or was it about that j he was trying to talk on a different channel oh no it's okay i thought he was basically saying i can turn this into a great workbook exactly what i was going to say was that risk reversal properly applied assuming there's an assumption here you product or service performs the people deliver and the people you're selling to or dealing in integrity and and with a high ethical plane if any of those assumptions are wrong then the outcome you get is going to be wrong so i always want to test risk reversals before i go whole hog on them to see how people respond do i get hit with a lot of refund requests

4:34:43if i do is it my fault is that the promises fault is at the fault of the people are they not dealing with integrity are the refunds i'm getting relative to the multiplied number of buyers it is attracting irrelevant in other words maybe i'm used to getting no refunds and all of a sudden i start getting 10 a week which sounds scary but if i'm getting an extra 100 sales a week and that's 90 sales i never would have had and of those 90 80 by five times a year for three years you know 10 refunds probably don't even matter but you have to just know what the what performance metrics dynamics you're going to be dealing with and then you've got to be able to factor and put them in context you put them in context to the game you're playing and the stakes that you are getting if you're getting a lot higher result but a lot higher refunds the only negative on that is if the refunds become more marginal you'd stop but a lot of refunds if you get a heck of a lot more it resales are not the problem the problem is then refining the offer to get that refund level low no refunds is not healthy either means you're not going deep enough or aggressive enough just like no attrition in a business isn't good it means you're not demanding enough or hiring

4:36:22qualitative enough people or putting enough holding your your own self business to a high enough standard next i already said that so in social media we don't go deep because not my skill set but next let's see the slides yeah i mean you've got and there's you know you got all these and more you got facebook you got linkedin you got twitter you got seo you got instagram you got youtube you got paid search you got tiktok you got you know oh you got uh club house you got whatever twitter just started you got all these different uh you got uh you got facebook groups you got all these different things you can do and most people do none of them the question is again we're talking about levers of upside performance increases how do you multiply results without multiplying risk what can you on facebook that doesn't cost you anything we have a person i talked to yesterday that's in a group with a friend of mine and she bought a business and they have some kind of a ethical hack for using instagram that makes them five thousand dollars a month it's not a lot of money but five thousand dollars a month from one hack for one product if they get it for ten would be fifty thousand if they get it for a hundred it would be five hundred thousand so you know the

4:38:02question is what do you not do that you could to add to the performance of your current business if you don't use any of these many of these could you if you could how many ways could you do it what could you do that didn't cost what could you do that cost how can you test it how many ways can you test it i mean we have a uh a friend who's the number one guy in seo i think in the world very brilliant guy and i had him do a clinic and he showed people on that clinic something like 25 or 30 tools and and um and um um um tests and i don't know what else you'd call them i guess just uh comparative basis for looking at seo performance that nobody ever thought about there were 25 he came up with and those weren't all most people weren't using any of them to get their seo bar and seo is free but even though it's free if you can make it three times more valuable given that a um a um a um you know an organically sourced buyer is going to be the highest quality possible they came to you you didn't come to them so you want to do anything you can to do it if there's 25 levers that nobody even uses to improve their seo and that's free and there's probably i mean and and things like facebook uh instagram they change because of twitter

4:39:45because of the um you know the changes in apples operating system but with every change there's new distinctions and you've got to be able to experiment if you're doing that at least start playing around with the least risky ways you can get involved 10 percent 10 percent 10 percent if you can make i mean we don't do a lot on facebook however we have a history when i do something we'll spend about 10 000 dollars and we typically bring in about 120 and it usually comes in about four weeks now i have to fulfill on most of that because it's either programs like this or it's private clients that are more demanding but if i can get and i'm not purporting to be an expert at facebook an eight or nine to one let's say let's be liberal six week return so let's say it's uh 800 return in six weeks i don't know what that is annualized uh you know is it 4000 percent or something what could you get you don't have to get what i get but i'm not even purporting to be that good try playing around youtube there's so many competitors on youtube there's so many generic if you could figure out how to advertise on it if you don't want to advertise put your own videos up but just learn all about um uh you know the titles the you know the thumbnails

4:41:29i don't know that much about them myself but i know if you change them you can get a triple or quadruple we entrusted our videos to a really cool guy named evan carmichael who knows all about youtube and in a year he got viewership up over 300 just by changing headlines on the on the video thumbnails and one more thing which i don't even remember what it was next brand okay this is sort of cool and let's i got to get into state to do this because it's really important so i like we have a we have a uh business with uh the abraham university and it's got a service membership program called small moves big profits and it's really an alignment with pivots and power pivots we look at things that take a little bit of shift but produce a huge upside small change big result and and we've identified i've identified i came over if there's 15 16 18 i haven't looked at it for a while different categories are what i call power pivots that any of you can do and you need to think about it so let's look at the list so a marketing pivot we talked about uh it's a a little bit duplicative of the nine drivers you can change your marketing a little bit and change your results a big bit headline proposition media called action the proof that you use of

4:43:17of your claim the credibility the the risk reversal the bonus the uh way that you summarize the attributes any all of those changing the media you use changing the entry level way you start a relationship any of those can transform the results you produce strategy pivot well first of all most people are tactical strategy is the long game plan you're playing when i use that example my friend the good copywriter tactical person his his uh strategy was really sell something once make a lot of money try to do it to somebody else tomorrow the others was sell something once that's easy entry blow their mind and then give them the chance to buy a lot more of it at a lot in a lot bigger form uh with a lot more profit and give them a way to feel rewarded for having taken the first step you change the product you sell you change the first product you try to sell you change the the the product combinations you sell you change the products you offer in the future you change the um the um package you sell you start selling packages any one of those shifts changes everything next supply chain pivot change vendors we have had vendors that got complacent took us for granted i found new vendors and persuaded them to fund experimental revenue generating activities so

4:45:15somebody that wanted to be a so like i was running the marketing for a large uh rare coin and collectibles company they were doing hundreds of millions of dollars a year we were buying our coins and collectibles from different suppliers they were supplying us but they got complacent because they had our business and it was you know it was just kachin kachin kachin kachin to them i found new suppliers that wanted our business that could handle it that didn't have it and i showed them that if they would fund our entry into new selling activities we weren't doing and new marketing activities we weren't doing and they worked that i would give these new vendors all the business that came from that and that we would only ask them to fund the test so if we never did advertising in the wall street journal we'd say if you run ads for us and they work we'll keep running our own and you'll get all the business you'll supply all the business that comes from it if we don't have a sales force and you hired sales force in the field not for our investment but for some other business and it works you'll get all the business that comes from it we're not on youtube you pay for youtube ads and it works you can supply us etc etc so that's another thing you can get suppliers

4:46:46who have better terms maybe not better prices but terms you can find suppliers that can give you access to the manufacturers in ways that has far more value whether the manufacturers make themselves available that you can introduce them on zoom to your current buyers and maybe use it as a lead generator for new buyers maybe manufacturers will give you an advanced access to a product maybe maybe the suppliers will introduce you to other people in the field that are in trouble you could buy on it and pay an earn out where you didn't pay money up front maybe the supplier well any of these are pivots maybe the supplier you can find suppliers of other complementary products that are easily bought by the same market but not what you would think of as a supplier for what you currently sell you can find suppliers that will give you great competitive intelligence as I said tell you companies in trouble that you might be able to buy on an earn out tell you sales people that are really hot that are not that happy with their their employer that have basically the all the assets you want which is the relationship with buyers pre-eminence pivot pre-eminence pivot has many implications pre-eminence pivot has to do with first how you run your company what's the

4:48:25culture how do you treat each other how do you collaborate with each other are you all on a felt shared mission pre-eminence has to do with how you articulate and formulate and and personify your ads how you sell how people deal with your client internally your tech support your customer service pre-eminence has to do with how you see yourself and your business product service in the market pre-eminence pivot has to do with how you align your people to your mission many years ago I helped as an example a very large first-time home builder in Mexico that helped blue collar families young ones buy their first home government had programs this company built the homes and sold them and when I first started working with them I wanted to know what they did and they said we sell homes and that was pretty boring and certainly wasn't pre-eminence so upon analysis I realized that the government had programs that allowed someone to buy a home with nothing down the government would make the down payment not only that the programs from the government let the home buyer the first time home buyer structure the payments to be totally affordable to whatever they made so if they made more they paid more if they made less they paid less seriously

4:50:11just went longer and the interest rate was very modest it turned out that almost all these new homes were built in the outskirts where it was less crime cleaner living new schools new shopping lots of young families together that were quality values caring about their loved ones and and and their children's futures new schools with motivated teachers that weren't jaded so education was higher turned out that if somebody was able to use the government program to buy this house if they couldn't afford to live in it themselves right now because even on modified payments their budget was too tight they still got the down payment they could rent it the shortfall was very modest and in essence the government was helping them and we because we found them and sold them these homes were helping them create this wealth creating asset for their for their future that asset could be paid for and they could have a retirement a higher quality with no financial pressure that asset could after got paid for be an income source for them that asset could appreciate and be sold when their young children turned 18 19 and pay for them to go to a quality college it turned out that because the environment was nice they were building them in

4:51:56gated communities with rec centers swimming pools beautiful backyards air condition comfort because a lot of the cities were very humid that the quality of life that was being created for the family the the the safe quality environment of friendships that the wives were making that that was great turned out that the husbands felt that a renewed sense of pride and purpose now when they left every morning because they now you know we're working towards something that they they they owned and they could see it and feel it live in it and they were doing better on the job and getting more promotions and raises bottom line is I realized that we were really not selling homes we were selling life transformations of the whole family so every morning when I worked with the general sales manager I would have him connect with every every development they had they had about a hundred and every morning the sales managers at each development would sit down with the salespeople and ask a question how many lives and families are we going to transform today so when you're doing a preeminence pivot one of the ways you pivot is how you see your role are you a selling a static product or you transforming lives in one of my books we talked about the fact that when people go to a hardware store to buy a drill

4:53:40they don't really want to drill they want to hold and they really don't want to hold they want to fasten something and they don't even really want to fasten something what they want is tonight to sit down with a beer and you know and their kids or wife or dog and watch sports on the 85 inch new screen big screen TV they bought or they want to be able to connect the pipes in the new basin bathroom basin and have water flows so they can wash their face or they want to be able to latch and lock the new door they just bought so realize that the more you pivot in how you see your purpose and you see your product or service and company deploying the benefit or the protection in the lives of the audience that you're selling to like how many lives are we transforming today it changes everything preamish yes i want to capture something because you're so great at doing this the examples that you just gave you know having a morning meeting and changing the language you use with your team or just changing how you who you are marketing to and what you're saying about your drill both of those don't cost any money so the first pivot category you want to look for are the ones that don't cost you any money you don't need to you know

4:55:11get an investor or leverage capital you can do things that will triple your your profits without investing a lot of money so i just wanted to make that out to make sure that you're interested thank you so there are many ways to perform a preeminence pivot and in other these characters just one you have an infinite number of choices and almost everything you're learning and it doesn't matter you can do one choice you can do two choices you can create a unique hybrid the the the good is also a little bit of the intimidation because it's not just to do this you've got all these possibilities and the only key is to figure out which ones are most applicable to you so let's talk about target market i go on all these for hours target market refocus is very interesting who do you target half of the businesses don't really target anyway sort of react it so do you know who you're you're your best prospective buyers are where they are what they are what profiles them how you can find them more concentrated and directly who's got access to them what what could you do to get a list of them or to get in front of them what media what what other businesses could partner if you hired a sales person or people to go out

4:56:41who would be that ones you'd want them to call on first not just macro where are they what are they where do they live what do they do what else do they buy do you know any of that how could you do it I mean just we tend to be lazy we want the easiest way to make money not make the most money not make the longest amount of money from something just the easiest and the easiest is very rarely the best so most people even if you run an ad in the newspaper the newspaper is very inefficient maybe a certain small segment of the readership are the prospect you want that doesn't mean that you don't get a profit on what you spend you might but you might be wasting 98 percent of your spend we're doing a daring experiment there is research that says if you're selling high end or you're selling very abstract conceptual products or services when you're much more aggressive in your approach and you're focused more on getting right to a buyer who is coming in to you knowing exactly what the value prop is what you're selling that you want to have a no nonsense discussion as opposed to something more more benign and abstract when some of you came on the six hour the the the primmer that we we we did a couple of weeks ago those of you who

4:58:26are coming from that it was straightforward but it was not a hard sell it was really you know teaching you a multitude of introductory aspects of this and then at the end suggesting that if you wanted more products or services we had this one and a much more higher end one but we're getting ready to try something that's totally in your face it's look if I if I showed you proof positive that I've been able to create billions of dollars of profit increases for businesses up and down the you know every facet of the of the industry gamut over a hundred over a thousand if I showed you that my methods could produce between 25 and and 2500 profit increases for no more investment in what you did if I showed you that I could look at your business before you committed and find at least 10 ways I could improve its bottom line on and on would you be willing to work with me majority of which you'd only pay me on results after one time fee and would you follow my my guidance since the majority of my money would only be earned if you performed and my methods profited you and goes on and on and says only then if this if it's correct in your business is a certain size 15 million dollars or more I want to talk starting my talk if you're not willing if we can prove

5:00:04everything we said you're not willing to do it because if you're not you know calls when you are and I'm telling you the story because it's not designed to get a lot of responses it's designed at every theoretical response if they're serious and true they're calling because they're qualified they know what the deal is and if I can prove my premise and my my hypothesis they're in so I mean a target market refocus has a lot of different applications first is have you ever analyzed the profiles in your buyer base you might say well you know we sell doctors okay but is there a sub profile are they young doctors are they older doctors are they doctors that have a certain minimum size practice are they doctors that you know are located in certain geographies are they doctors that are operating in group I mean what is it that you don't know that you know they can give you the ability to find more of those so that you can concentrate more effective efficient and profitably the dollars you spend where you spend it how you spend it what can you do to attract identifying more data can you get lists from people can you get people that sell the same people to go to their list provide you ethically with their list can you get sales

5:01:37people that used to sell to that audience to refer them to you what can you do to retarget the market you pardon me the market you uncover and you determine to be the most profitable viable responsive desirable do you know who they are if you don't you think you should next positioning pivot this goes to your your preemptive unique selling proposition how are you seeing by the market can you change that should you change that do you have any distinction do you have any advantage that you project or you personify or you promote or you you communicate to the market when I started my proposition was I find hidden assets overlooked profit opportunities underperforming revenue activities under monetizing resources and resources inside outside your business I convert them to substantial windfall profits then I convert the windfall profits to ongoing steady streams of increased income and I do it all on a pure performance where if I don't perform I don't get paid you only pay for results you never pay for a fee now it was out of context but pretty irresistible positioning do you have an irresistible positioning or a resistable positioning do you stand out can you state I hate the idea elevator pitch but do you have an elevator pitch can you compel me in two minutes or less a minute or less

5:03:27thirty seconds or less to see you as being the only viable solution because of what you present you do how you do it what advantage you hold or you deliver and if you don't can you evolve to that quickly branding and messaging what do you want to be seen as you want to be seen as the high price spread the low the low price provider you know the the provider of the affluent the you know the you know the source of the the happiest of couples and what do you want to be seen as because if you don't know it is not incumbent on your market to figure it out the responsibility the onus the the the obligation is upon you to project it communicated next an SEO pivot most people who depend on organic now here's the problem there are many very uh very valuable localized and and and general providers of facebook SEO Instagram YouTube services and for smaller companies they're not very expensive but you do get what you pay for you all owe it yourself to learn to think operate understand and ascertain knowledge above everyone else so if in my example and brian if you can get that list you know the the list from um stephan spencer yes just to show them that this is a guy who's only focused is seo and he gave in four hours of of of doing uh seo website home home page

5:06:01clinics and assessing them he identified like 25 or 30 tools and uh and and platforms that you could go to to help you see under performance in your SEO operation wasn't it yes and kill him what they are but the point is if you can get 25 and that wasn't all it was once he went little when he was going through he said oh you need to go here to to see how your score is here you go to here to see your score is you're going to see you know where you fall down here it'll tell you the five things that you're you're lacking in this and that and this is supposedly easy stuff right but if you could get that list and you could pass it by whoever does your seo and they don't know half of them rather than criticizing them just get them to use them the point i'm making is i'm sorry what brain was it being displayed right now yeah look at it and we'll put it up for you go away go all the way down there's 30 different ones right there yeah and those aren't all but those are 30 tools recommended monitoring assessment um um uh platforms you can go to i think most of them are not uh cost anything or very little to improve the performance of your no cost seo that's one leverage category with 30 leverage factors and they're more than 30 those are just the ones he

5:07:31threw out in a four-hour clinic what does that tell you Brian? tells me that there's a lot of opportunity for growth in every single one of these areas you get it by god she he was at memory of the sound of music professor is that Henry Higgins is it no no it's not Henry Higgins what was it was it dr. do little who was it that allies that do little what was there you go what was it yeah my fair lady yeah my fair lady by gosh she got it by you know the the uh the rain and spain funnels mainly on the plane by god you got it Brian okay competitive intelligence pivot wow this has got so much depth of instant instant jackpot for you it's unbelievable so as i said most people do not even know anything about their competition they don't know their names they don't know who they are they don't know specialty ones they don't know large ones small ones local unless they're really small little little city or market they're in they don't know how the the other's market they don't know what their value proposition is they don't know what their pricing is they don't know what uh they're selling approaches are they don't study them they don't try to buy from them and choir and try to be sold they don't they don't look at the reviews people give they don't know

5:09:15what the the their competitive strengths and weaknesses are they don't try to counter program they don't go outside their market and look at other companies doing the same thing that are not directly competitive that they can model or license they don't look at companies in related but not the same field to see how they're doing they don't look at discussion groups to see how people comment they don't look at at reviews on legitimate platforms and geez list what's the big what's the big one everyone goes to Brian for reviews yelp yelp and see what people say for two reasons to see the strengths weaknesses how to counter program i mean how can you want to win if you don't even know the game you're playing how can you with um one of my partners talks about one of the great football coaches that had a certain defense that nobody could out out maneuver because it had so many different variables this guy had to counter against any attempt at stopping it and and it was just amazing the way he described it i'm not doing a good job but if you're competing against direct competition i can't talk direct competition and indirect competition and you don't know what their strengths and weaknesses are and you don't even know where they get their business i don't have the list but Brian do you

5:11:05remember on that and everyone would have seen it i'm not everyone but a lot of these people saw that six-hour introduction we did and had the list it had the half hour of people sharing their big idea and one of them was sharing a platform you could go on and see all the ads people were running on facebook do you remember what that was called i don't remember off the top of my head but anyone uh that's on see if scott remember fem rush is facebook ads library what no but this was one where i i mean if i want to know what tony robins is doing can i just go and look at tony robins not the facebook ads library can i do that scott there's quite a few sites that come yeah well i don't know what they all are but the point is you got all these sites wouldn't you like to know what your direct competition is doing when you like to know what people in related fields are doing when you like to know what people in bigger markets or other markets are doing and see if you can model them if you can compensate for them if you can if you can counter program against them if you can borrow license them when you like to know why people are getting business you're not and why you're getting business they're not and how to articulate stronger your advantage and how to mitigate your disadvantage

5:12:37and we like to know what those are so you can do it meo answered self-evident isn't it brian? yes it is yes it is but i can promise you because when we ask people to tell us as much as they can we got all these categories brian you can look up or somebody can look up the questions we ask in our competitive intelligence assessment because most people can't answer 90 percent of the questions which i'm going to you don't even know you're competing against you don't know how they're competing you don't know what the media they use is you don't know what the position they use is you don't know what the pricing is you don't know what the business model they use is you don't know you know do they do it with a free book do they do it with a with a assessment of free coaching or consulting do they do it with a a questionnaire what do they do it with i don't know how do they do how do they rank on selling how do they rank on marketing how do they rank on on delivery how do they rank on performance of their product or service i don't know interesting isn't it very and i've done this with a lot of people i'll tell you a true story about a month and a half ago i was doing a consult with a person a very successful veterinarian who sells supplements and and food

5:14:03products for pets and he's contemplating starting a a monitoring product company that would have a monitor that would fit on a pet's body i don't know if it was on the paw or on the body or the neck however it would be but it would monitor vitals and he found out there is one company that's been doing it for about five years didn't even know about it but when he figured out there was he didn't know anything about what they charge didn't know anything about uh do they sell to or they sell through veterinarians or they sell through facebook or they sell at pet stores how they sell he didn't know what it charged didn't know how many people they had didn't know how reliable it was he didn't know how long people stayed in the service and so i said well you ought to get that data before you go on and raise money or spend money trying to do your own version on an assumption that may be invalid and he didn't know how to do it so we took the company name we looked up everybody we could find on linkedin that had ever worked there in a in a meaningful job marketing selling management we found three people and one of them was somebody who we paid to pick their mind and they told us everything we needed to know and with that knowledge it gave us some framework for superior

5:15:35competition to be a superior competitor but don't you think you have to learn these things i mean how can you compete against a ghost how can you win in a game you don't even know the rules how can you develop a strategy offense defense superior scoring if you don't know the strength the weaknesses the game that the other team is going to play and the strategy they're going to follow and who the big the big uh strengths are in there on their team very scary when i see this and and it's a great opportunity next so jay you know how uh in some buildings there's no 13th floor yes well we're we're at number 13 and we do have a 13 so this is really 12 and a half but i thought about adding an attention pivot because oftentimes when you're at this point in a day it's really easy to tune out it's good it's good it's good it's too much i don't want to hear more but right you realize is the people that achieve greatness break through the morass they break through the morass that's cool what am i looking at so this is a survey we're doing in real time checking in with everyone to make sure that this is making a sense so we're testing your attention right now are you getting response right now or you just put it out yeah so people

5:17:08are putting it in only one person so far is feeling like they're missing a little bit of this uh but 97 percent is saying yeah it's it's making sense now let me tell you something else if you feel like you're missing out not now wait until we get to the end because there'll be approximately an hour of reflection brian andor scott will do but this is the time not to feel embarrassed if you don't get it i'll tell you something really hilarious i've always thought about this i was embarrassed but i'm glad i because it's a lesson i never did well in french when i was in high school and i'll never forget they were reading a book and i couldn't understand it and it was about it was about football or basketball but it was about when they changed sides and i didn't understand it and i couldn't understand it and i asked what the hell that meant everyone laughed because they said well it's it's they're talking about the game and they changed sides at whatever the half or whatever and i was embarrassed but i was glad that somebody clarified so that all of a sudden i knew what the hell i was learning so there's no shame in being confused there's no shame in being uh a little overwhelmed there is enormous shame in giving up i mean uh there's enormous shame in

5:18:38allowing uh short term overwhelmed to be permanent it will subside it will subside just like when you're on an airplane and you go through a little turbulence it may last longer than your stomach or your seat belt uh or your your your uh disposition likes but you break through i mean when we do anytime you're introduced to knowledge to wisdom to intelligent to to break through thinking that is outside of your knowledge your comfort zone your relevancy your your reference frame it gets daunting we get tired we want to yawn we want to close down we want to stop we want to go stop again handle it but if you just stay in the game and continue and don't allow your mind to turn off and close there's a concept called deep concentrated thinking and if anyone remembers the movie you have to be a little older the right stop did you see the right stuff Brian yes it's a great movie so if you remember it's talking about Charles Yeager Chuck Yeager when he broke the sound barrier and if you remember it as he was starting to go through it but this whatever the little plane was this little little dart like jet started shaking and and it started vibrating just ferociously and it was horrible and then they they panned away and you heard this and you thought

5:20:24it exploded but it was the most euphoric thing he broke into this euphoric place that was unimaginably exhilarating and and wonderfully intoxicating and liberating and that's what i'm trying to do for you don't come up on yourself this is all breakthrough stuff and it the wonderment of technology today stay in the game don't turn off you're going to get a replay you can revisit it all you're going to get in the next few weeks access to deep modules on each one that can take you deeper we don't have all of them up on modules we have about 30 you're going to be able to ask questions don't be shamed ask any question don't worry about sounding stupid there's no stupidity if you can get confused and get clarity and you can use that clarity to access opportunity and that opportunity is hitched to preeminence and you're going to add more value to your audience's lives because you figured out by somebody whether it's Scott or whether it's Brian or whether it's me or whether it's a participant helping you that's all that matters and and uh this is heavy duty stuff but it's great stuff once you grasp it you're off to the races there's when i was introduced to the core fundamentals that defined who i became i will never forget i read the first books i was admonished to

5:22:11read and i was confused as hell and i didn't want to complete them it was very arduous but i did then i went through it again and it was a little easier and i went through it again and now it made more sense and then again i ended up reading certain books 50 times and each time another layer of confusion was was torn away peeled off and another layer of understanding clarity and expanded connectivity was revealed this is the first time this is very powerful stuff i haven't really done this for more than this only been a year since i even figured this out so you haven't learned this anywhere else so you have no reference frame it's okay what's not okay is giving up on yourself what is not okay is saying oh god i can't handle anymore you can handle a lot more you can handle so much more your brain loves your brain isn't always used to being stretched and uh and expanded and stimulated at the height of at the height and level and the depth that i'm doing but it loves it believe me you're gonna love this once this day and tomorrow or over and you sit back and reflect on all where you come from wherever you started it'll be incredible okay are we almost done with the clarity check in or are we still doing it yeah so that was an attention pivot that we just

5:23:47did to get you reinvigorated and what happened and attention we're back to 13 okay what uh what was the group answer what did they say only two people are are kind of wanting a little bit more and uh 98% are saying yes we get it it's making sense and everything doesn't have to make sense we're you know it it don't dilute yourself to think you're gonna become masterful at everything instantaneous you're not i'm not to me in a long time still takes me you're you're gonna you're gonna you're gonna gravitate default to the things that are the easiest to relate to first and then you're gonna find the next easiest and the next and then everything will start uh it'll start um opening up okay lead generation pivot how many ways can you generate a lead that you're not now you can generate a lead by uh inviting people to send for an item you can generate a lead by offering to teach people something in a live or recorded session you can generate a lead by offering to send them a report or an assessment you can generate a lead by offering to provide a um a um a evaluation or a coaching session you can generate a lead by giving an item people would normally buy in exchange for asking for the chance to uh at the same time

5:25:32you disseminated or afterwards or before talking about their situation and seeing if your product service or company is a fit you can generate a lead by uh having people come to a first experience an event a seminar uh for free class you can generate a lead by offering your product or service as a bonus that somebody adds to their sales offer and you get the name and the address or the contact information information to send the product or service out to you can generate a lead by uh organizing a discussion group that you organize on facebook or linked in you can generate a lead by creating your own uh mastermind group you don't charge for you can generate a lead by doing a focus group you can generate a lead by going to your current buyer base and having them uh do referral marketing for you you can generate a lead by um by offering to do something and only get paid if they get a result and there's tons of ways to generate a lead and if you do none of those and you start doing one and then two and then three while you're doing all kinds of other things you've got to see how many more people you'll start bringing into your uh funnel or into your pipeline you can generate a lead by finding a product you sell it

5:27:29a break even or even a loss to get the first buying transaction you can generate a lead by um setting up a booth or some kind of a presence in somebody else's business you can generate a lead by going on sales calls with salespeople selling something else you can generate a lead by putting your offer in somebody else's boxes or packages it's a lot of ways Brian yes it is okay number 14 we're going to get so deep in this i'll just introduce the outer periphery so you can do our partnering you can do joint ventures you can do strategic alliances you can do um you can do endorsement deals you can do co-branding deals you can do uh rev shared deals you can do barter deals all of these expand dramatically your ability to access audiences source buyers or leads or both move fixed expense into variable or performance based pay only for results and we get into it so deep i think tomorrow that it would be a disservice to get into it even lightly here number 15 ltv expansion ltv expansion means the lifetime value lifetime value is also called the marginal net worth you will remember i explained earlier the story about the people selling the pipe that gave the salespeople the first sale profit and i asked them to identify

5:29:35the lifetime value dynamics the the metrics and they found out that first sale was worth two hundred dollars average first time buyer bought five times a year average first time buyer was worth two hundred dollars every time profit every first time buyer average at least three years i told you about ic hot every time we got uh 10 new buyers eight kept going and even though two didn't buy the average was still worth fifty dollars a year you have ltv dynamics applying to your business and you have different ones that apply to different elements in your business different product buyers are worth more or less different sources of buyers are worth more or less people that came from different ads or marketing approaches are worth more or less so you should figure out the categories of buyers you've got look at what the first sale was worth on average worst case look at how many subsequent sales if you sell more than one thing it was worth worst case you'll see profound differentiation certain kind of buyers may not be as profitable upfront but may buy a lot more things a lot longer others might be very profitable upfront never buy anything else some are going to be more profitable from different ads buying the same thing than others and you've never looked at all

5:31:10that so the first thing is look at what you know you don't know you know and see if you need to realign like we talked about the human hedge fund your uh your investment portfolios maybe a certain ad that doesn't pull as much profit pulls buyers who buy 10 times whereas the more profitable one the only buy wants but you don't know it so that's first thing second is i told you that if right now you're spending all your marketing or selling to get that from that one sale and that's it and instead you could spend a lot less to get a lesser first sale and you get a lot more of those and a portion of those first time smaller unprofitable buyers would be easily convertible to what is right now your first product or service or your only one but now instead of having that current first sale or only sale be having to bear all the marketing or advertising or sales commission expense the expense is is uh shouldered buy whatever smaller easier more attractive product you put in front of it which means that your current product or service becomes the second sale or the upsell and then the cost of selling it is nothing so it's many times more profitable then if you add different products or services or combinations to your current sale and the

5:32:50average person who's buying a hundred dollars now starts buying two hundred dollars and what you were making fifty dollars on you're now making maybe not as much on the second hundred but you're still making uh 30 percent so you're making 30 on top of 50 or 80 for that average higher sale and then if you find more expensive products you can add towards the end of the sale cycle if there is an end am i double the value each new buyer is worth over their usable life and thinking that way changes everything brian is that sound confusing it's clear to me jay okay and those are me that are confused i'm not belittling you i'm just saying it's really well it'll make sense if you ask questions and there's no embarrassment to say can you help me can you and and brian and scott may be a little bit more uh capable of explaining me in a simpler sense they're not simple tins but they're very used to dealing with smaller businesses that need to have it broken down into more elegant simplicity so at four o'clock ish or maybe a little before when i think we've gotten to a good stopping point i will stop and then you will have the ability to literally uh do what i said work with scott and and those of you who have any confusion want clarification want someone to

5:34:23explain it a little deeper easier more concrete they are willingly able to do it for you rnd what what brian i was just going to let you know that i'm almost in need of a break so let's uh do these two next and let's take a short break um that's great that's great i will take 10 minutes in a few minutes all right we'll do the last two so an rnd break so rnd can mean a lot of things rnd can mean you develop new products or service or you find new products and services to sell or add rnd can mean you find new companies to buy rnd can mean you find new markets to serve rnd can mean you find new uh marketing or selling vehicles to use rnd can mean you find new value propositions new risk reversals to test rnd can mean you find new uh ways to partner to get your cost down and your performance up rnd can mean you source new things you can license from others advertising processes techniques rnd means you source uh new trends rnd means you find new suppliers rnd means you research whether you can consolidate certain functions with other companies in the same but not competitive field or in related field buying delivery storage credit card discounts rnd means you uh you uh learn how to make your current business model obsolete rnd means you study

5:36:31uh new technology uh the the big pharmaceutical companies spend up to 20 percent of their revenue on research and development trying to come up with breakthroughs that will make their current product line obsolete when the patents run out most small businesses don't do anything in rnd nothing zero they don't even do intelligence rnd so there's a bunch brand acquisition r pivot acquisition can mean you buy a competitor acquisition can mean you buy something complimentary acquisition means you buy a business that sells other products that aren't uh extensions of yours but our products that you're buying based buys acquisition pivot means you acquire assets of other companies uh uh mailing list u r l's phone numbers acquisition pivots mean you acquire salespeople who have got really the relationships that the owner used to have but got too busy managing to ever have sometimes one or two salespeople have more connection to the real the real essence of the business and the business itself so most people want to buy a business and the owners want a lot and then it gets broken down breaks down but if you say there's three salespeople and they have relationships with 85 percent of the buyers and the the guy that owns the business wants to sell it for a million dollars but if you

5:38:20just hired these three salespeople and they have no non compete and no confidentiality and they don't even have any kind of an employment contract because the owners uh a control freak and doesn't want the responsibility so if you hired them and they're making $70,000 a piece so you hired them for uh for a hundred that would be a $30,000 increase they'd love they could come over with most of their clients you're already in the business for the equivalent and if they're already profitable and you come over and instead of costing you even though you're paying a hundred instead of 70 each one's making you 300 a year it's a lot cheaper than paying a million dollars out for a business that the salespeople could leave anyhow right Brian? Absolutely. So there's some thinking let's take a 10 minute break what time is it? I have uh to come back at 10-tail. You got it let's all come back at 10-tail on the hour all right and if you like I've opened the chat back up if you would like to share something with uh your fellow Abraham alumni uh you're more than welcome to connect right now talk about some of the amazing insights you're getting uh as a host and panelists that you've been communicating with I've appreciated many of the things like

5:40:03some people oh by the way thank you all for giving me the My Fair Lady uh making me look like a pro so much gratitude to those who put that in the chat um and all of those who shared uh moat.com in the chat uh and some other similar websites um I just appreciate your contributions and uh we'll see you in about nine minutes now all right thanks welcome back and uh AJ just to answer your question live in Q&A yes we will be sharing these slides but I asked all of you to have

5:49:54patience um we're gonna put them into an email and hopefully we'll have that email out to you by Thursday uh or soon I'll talk back while you're talking I'll be one minute all right excellent so I hope that answers your question AJ um so let's see here you got you got a vj is there any suggestions on how to learn and apply J's materials uh yes uh the first is to realize that the best thing that you can do is allow your mind to be expanded so it's to realize that hey how can I start thinking differently how can I open my mind to get out of my thinking rut because all of us have been guided in shape to limit our thinking to limit our experience to limit our outcomes there is a a push from uh you know society to limit what we do and yeah sure um so you know Scott you're you're on here what would you suggest uh to dimensionalize and really get to the value faster easier and more productive sure one of the first things is to write down the idea and the content thinking about it isn't going to be enough and coming up with a way to dimensionalize it come up with an action plan go through the process of saying if I was going to implement this what would what would it take what are the actions and the steps that I would have to put in here and what could be some other common pitfalls

5:51:33and then small tests small test is what Jay is going to tell you about everything is like you don't want to put a ton of risk into putting an idea in the process or taking action it comes down to what can I do to make it work work out a plan and then do a small test so I know uh and I apologize if I mispronounced her name I hope that answered your question it was a great one um and yeah so Jay are you back with us and back Brian and so everybody knows it one second I'm just peppermanting up so I can be ready for the big crescendo okay nice ready let me open my water okay let me fix my shirt so I look dapper or dapper all right okay let's continue the surgery and by the way everybody we're going to go today till five but I'm going to let Brian do re uh review for a while with uh Scott so that you guys really understand this comfortably and completely and are in fighting shape and weight so that we can embrace tomorrow and move with even more speed and expanse okay sounds good so this is a got a couple of categories it's called what are the golden numbers you got to know what the cost and the yield of your activities are and this uh for my normal purpose it applies to what is a buyer cost to acquire and what

5:53:23is or can be the yield that you get on that asset you are investing in and do you know and if you don't know you need to know so you need to know your golden numbers because you got a constantly be monitoring measuring seeing if you're equaling exceeding reducing cost increasing yield but the golden numbers also have to do with what you're getting out of your internal investment in people in activities and equipment if you don't know then you're just you're sort of playing a blind game of speculation and you don't want to be a speculator speculators lose more than they win and you don't really want that for the rest of your business life so you got to know what your numbers are what does it cost to acquire a buyer an ad sales commission different media sources different offers different risk reversals different propositions and then what are you going to get out of it what are you going to get out of it in the first sale what are you going to get out in the second sale are you going to get out in the first day the first week the first month how long does it take to recoup the investment are you in profit right away what's your annual return on investment is it a great yield is it a moderate yield how can

5:54:51you increase the yield can you increase the yield 25 50 100 with risk reversal can you increase the yield with more bonuses can you decrease the yield by incentivizing your salespeople more can you increase the yield by having a different entry level all of these are critical next so I realize that there are gaps that you need to look at in your revenue system we had a concept called rso it stands for revenue system optimization rso and in it are many drivers and components but two of the most important are uh asumptive gaps uh performance gaps and yield gaps so let's take a look at the two most important go ahead Brian or maybe we don't have do we have okay opportunity gaps so what are the gaps you're missing in the opportunities that are available to your business opportunities you have before somebody buys opportunities you have to increase the transaction or the set the frequency of transaction or set the certainty of future transactions at the point of sale what are the opportunities you're missing taking full its advantage of after the sale what are the opportunities you're missing that could be monetized instead of the sale when a prospect doesn't buy let me give you an example I gave you the example earlier about people

5:56:47buying a weight loss supplement who might sell instead or in addition portion control food exercise equipment videos group or or personal training recipes uh I uh excuse me I um had a client years ago in Australia that was one of the first companies selling CRM uh systems and they were selling very expensive to entrepreneurs and they were spending about a hundred thousand dollars a month and getting about a thousand responses leads and closing about three percent 30 people but it was expensive so they were making some money but I pointed out that they were basically not spending but dissipating 97 000 dollars a month on the 97 percent than 970 out of a thousand leads that weren't buying and that we should figure out what those leads were telling us they wanted because they were responding to the ad and at that time you know you're not uh gonna inquire about CRM unless you had a need for it the reason they weren't converting either was that my clients company was either too expensive the terms were too difficult the cost they had no great payment terms maybe it was too sophisticated too many bells and whistles but I said these people want a CRM even maybe not that expensive or expansive and I suggested that my client

5:58:28go into the market and see if they could identify other people that sold more entry level ones get a license or a private label deal for that lower priced and lesser lesser sophisticated one add some of my client's own proprietary bells and whistles and then offer those lower priced simpler ones very affordable to the people that didn't buy who inquired for the expensive CRM you know a week or two or three after they decided that they were no longer going to be viable prospects they did that and it turned out they started making far more money and profit from the people they ordinarily couldn't and didn't sell then they even made from the ones they did normally sell and in addition now because they made so much money on the 97 percent the ones they normally only sold became almost all profit because those were just those were windfall type two or three or four hundred thousand dollars a month so you know what are the gaps you're missing instead next what are the performance gaps you're missing on the front end and the front end means are you getting the quantity or the quality of leads that you want there's performance mean to me what's coming in not what's converting to money so are you getting the quality and quantity

6:00:11of leads of buyers or referrals of opportunities of presentations of visitors of phone calls of of requests for bids of requests for quotes of desire to schedule a a meeting at your home to look at your potential drapes like my wife just did whatever and do you know if you're getting the maximum quantity and or quality and for most of equality should over should win over quantity but for some of the lower price it could be quantity you just have to experiment but if you've never questioned are you getting the front end performance you want you probably aren't because you never tried to ask yourself or experiment with better quantity quality convertible convertibility and until you do you probably have huge gaps that you're letting go and if you're getting erratic referrals or word of mouth you definitely have performance gaps and you've got to try to strategize that systematize that sustain it predictably stimulate it on an ongoing consistent basis next okay most businesses have gaps and where they reach market and I have access market access gaps how they close sales do I have do I have sales presenting sales closing sales evolving sales making gaps do I have gaps in people seeing the value or the distinction or the preeminence of my product or service or its performance

6:02:20do I have gaps in maximizing every factor in the selling system because they're all a bunch of interrelated mechanisms do I know what impact points or levers in my sales my revenue generating system are underperforming and am I fixing them identifying them experimenting next okay asumptive gaps if your assumption either your implicit or explicit assumption is wrong that everything that flows from it is wrong if your assumption is you're doing everything you can and you're doing almost nothing you could if your assumption is you can't make your ads better if your assumption is you're getting all you could from organic search if your assumption is there's nothing you can do to improve the number the quality convertibility consistency of referrals if your assumption is you're stuck in the one product service business you're in and you have no option if your assumption is you couldn't add any of the other marketing or selling approaches in the in the power parthenon to what you're doing if your assumption is that you'll never be more than a small business if your assumption is you don't have enough resources to be able to do all the things jay's talking about if your assumption is this is only for larger businesses if your assumption

6:03:59is I'm a startup and none of this would work for me because of course I want a quick instant panacea I couldn't see getting other people to promote for me I couldn't see joint venturing I couldn't see working out arrangements where I only paid people on result I couldn't see developing front ends that were easy I couldn't see making my product or service a bonus for other people so I would get a lot of them to sell people and then give me the names to try to sell other things to or make a little incremental profit selling them my expensive product low but getting it into a lot of people's hands I couldn't see accessing someone else's distribution channel no no I'm a startup none of this works for me right Brad right but very wrong so if your assumption is that you can't make social media work if your assumption is that you are an island and have to do it all yourself if your assumption is that you can't get any vendor to support your experimentation if your assumption is you don't need to know anything about your direct competition if your assumption is there's nobody else out there that has anything in your field that performs any better than you and you couldn't possibly get access to it on some kind of a performance based paid licensing where you

6:05:39paid so much for the usage or so much a result or five percent of sales if your assumption is there's nobody out there that has a business or products or services or a URL or anything that I couldn't buy on a performance basis if your assumption is that I couldn't find people that work for my competitors that would give me intelligence if your assumption is I couldn't find people that sold to the same market I want and aren't doing it anymore who have those relationships and I could never get them to refer those people to me even if I got them to really admire my product or service if your assumption is you can never make your product and service more valuable in the eyes of your market then you're right but most of them are probably gaps that's my point Brian next now yield gaps mean what it's the payoff if you're not getting the maximum conversion of leads if you're not getting the maximum the maximum ethical unit of sale if you're not getting the maximum additional upsell if you're not getting the maximum reclamation and re-monetization of unsold leads prospects or inactive buyers if you're not getting the maximum yield an ad could produce for you or a media could produce for you if you're not getting the maximum residual future

6:07:11ongoing revenue the asset investment in a buyer could make if you're not getting the maximum the maximum the maximum performance a salesperson could make because they don't know consultated selling they aren't good at one of those eight or nine areas I discussed for you if you're not getting the maximum number of referrals you should from each sale if your sales people are not really opening new accounts because they've got too much complacency there's all these yield gaps you've never even thought about that if you're not getting them then you got to decide do I want to get them I don't know why you wouldn't but if you do then you list all the ones you're not getting and we will tomorrow figure out how to do a hierarchy of what to do first second and third and why and even a macro how but most of you have have spectacular yield gaps because I would venture to say that the vast majority of you haven't even thought about this stuff before next so the essence of J Abraham is really pragmatic I break all the clients I work with and I break the the the people that I teach these things to I break their business activities into two areas maximize then multiply and by that I mean whatever you're doing right now even if I think it's dumb

6:08:50or not very astute or sub-optimal or a far cry from what you should or could be doing it is theoretically driving your business and assuming your business is making you money even not all the money it should couldn't must then the first thing to do is look at what you're doing and make it better even if it's not ultimately what we're going to keep you doing but if you say hey right now we do paid search on on google another platforms okay so do you test your your your headline do you test your landing page you test your follow-up do you test all the factors when they hit the order form and go to the cart do you test what you do at the point of sale do you study what else is out there that people offer that can increase any of those those monetization factors do you test what you do with people that don't buy do you if you if you have sales people do you see if you have many of them who sells better in what category opening closing types of clients or buyers do you see what they do differently do you test teaching them more sales training and seeing what happens do you if you run ads on the radio do you test different offers do you test different ways of greeting them we did for example we tested 33 ways one time for a client

6:10:32greeting people at the front door of a very large furniture group and one approach of the 33 tripled conversion do you test any of that do you test what your value proposition is I mean you test I mean in an ad you can change headline you can change your your proposition you can change how you prove it you can change credibility you can change the risk reversal you can change the bonus you can change the summary of the ad you can change the what you have them do you know to how you say it any of those changes anyone not all of them together can multiply so you want to maximize what you're doing first before you start doing new thing not because what you're doing right now is even close to the best things you should be doing or not even because of the things you could continue to doing but if they are theoretically driving profitable enough activity that you're making money in your business then it shouldn't be very hard to make them do more and with the increased revenue they throw off when you maximize each of their activities you then use that to experiment with those things you want to add that's where the multiply is there might cost a few thousand dollars to test but first thing you do is start with where you are you have a revenue

6:12:02system whether it's sophisticated basic good not so good optimal sub-optimal flawed so we try to maximize whatever it is as one major business is making you money if it's not then we go right to multiply because you know I maximize things that are losing you fortune but I'm assuming that most of you even if you're not very successful you're making money from your business and those we have startups then you can really start from you know from a clean slate next so I already talked about reason why I gave you the reason why you maximize but the concept of maximizing is that you already have momentum going on it's driving the business so it makes no sense to abandon it if it's already profitable it does make total sense to abandon if it's not profitable there are many people I have a lovely lovely client in Japan who runs five or ten thousand dollars a month and adds on facebook and he's been doing it for months and he's made nothing and he keeps doing it saying well I'm waiting for it to work and it's it's top wasting you know he's already wasted forty thousand dollars stop it it's not going to work it was going to work it would generate a lease quality leads if you got leads you didn't know how to

6:13:27convert then we could work on that if you got a few leads but you converted it we could work on that you're not getting anything except for a charge to your American Express card stop it so there's that next so you want to maximize what you already do you want to then multiply the opportunities then you want to monetize unprofitable areas of your business you want to know what they are first of all and again all this is presupposing I'm motivating you to want to understand the whole interrelationship of your revenue activities because you all have a revenue system you just don't know that you're doing what it is but don't you want to know how it's performing or not performing and where the breakdowns are so you can find the breakthroughs next okay this is a pretty cool concept I call this access denied and it's a very simplistic recognition realization acknowledgement and reality check for anybody that is not getting all they want from the business they are in the assumption is you went into that business for a reason besides just to avoid a job I hope that was the reason if that's all you went in for it for even now hopefully you've changed that belief system but if you went into to add a lot of value to the world to grow something meaningful

6:15:02to support you for life in a qualitative way that you could feel purposeful and and meaningful that you'd made a contribution and you're not getting the results you want the income you want the response to the ad you want the you know the recognition within your competitive market you want the sales you want the repurchases you want the you know the the the type or quality of buyers or clients you want the referrals you want it means you are being denied access next you're being denied you are being denied access to your consumers attention to their level of interest to their level of trust to their level of awareness of the relevancy or the problem you solve or the opportunity you make possible or why your product service solves or or or mines the problem or opportunity more significantly you're being lacked are you being denied access to their willingness to engage and be vulnerable enough to trust you you're being denied access to a purchasing commitment next so what you can do to earn the access back okay well you got to first of all know how to denominate demonstrate the unique superior meaningful value that your product service company produces when at work in the lives or business of the people you're

6:16:53selling to second it says be real but I think authentically demonstrate your preeminence third understand what value means to them great real value plus net worth for you your family team I don't think that makes sense I have to change that if I wrote that I'm sorry you know it says catapult the mental brain I think created this and some of it I think I have to get in sync with it not bad but I'm not sure I understand what these mean catapulting the mental mode it means what does it take to get people to trust you we have a whole section on it either later today or tomorrow at what does it mean to get them to engage how do you show enough value enough trust enough uh desirability on the part of yourself your company your product how do you prove pure confirmation that you're worth it what is it taking the steps because the steps that normally happen are you have to target the right market you have to find a way to communicate convey to them the proposition you have to convey the proposition in a way that that communicates that you solve a problem or you achieve an outcome they want you have to verbalize it in the way nobody else has you got to prove that you can do it you got to prove that doing it is worth

6:18:35while to them you got to show them that engaging with you to explore and evaluate whether doing it for them makes sense is no risk you got to show them that if they want to do it with you you take most or all the risk away you got to show them that when doing it with you they're going to get a better result than doing it with anyone else and a better result than doing it with an alternative choice and definitely a better result than not doing it you got to encourage them to do it you got to show them how when other people did it they got a great outcome you got to take them forward into the future and show them what it'll be like when they have that product or service in their lives you got to be able to understand the game you're playing so that you can pick and choose the positioning categories the niches the value the value what i'm going to call it the the the the position the value positions you can win at and then you got to make sure that you really put yourself in the mind of your market and we'll talk about a maven later next okay this is interesting because i want you to really get into this there are two types of thinkers most small medium-sized business owners are two-dimensional thinkers they think merely in terms

6:20:23of revenue minus cost equals profit it's a very transactional static very very stagnant way of thinking and it's very limiting a 3d thinker is totally different here she thinks in terms of yield they are seeing themselves as an investor they don't even allow the word spin because they don't spend money on anything they invest money on everything and they know when they invest they're doing it for an ROI and they understand that the same effort or less the same time or less the same investment of resources or less can produce a static return or an ongoing ever compounding return they are playing a long-term game based on the yield they can continuously realize from the assets they invest in leads buyers distribution channels vendors sales people they look at it totally different than a linear-minded static thinking 2d thinker next so now we're going to get into a very deep area let me see what our timeline is we're okay so in the go back in the course of my life work in my career I have engineered for myself and for many others billions of dollars of revenue and hundreds of millions of dollars of using other people's relationships going to companies associations influencers authors media sources associations and getting them to put the full force of their trust credibility and direct

6:22:48access to the market they serve when that market is the same profile as the market that my client wants to reach and where there's compatibility we would get them to put the compound credibility and trust that that other entity or individual had acquired at a very costly investment of time effort and resources a company might have you know been in business 100 years they might have been you know done tens or hundreds of millions of dollars of marketing they may have you know a huge facility they pay for hundreds or thousands of employees that are paying salaries benefits bonus equipment research development advertising and you get to take fullest advantage of all the cumulative benefit when you get them to recommend you to promote for you to endorse you to make you a recommended vendor or or provider and I've done this in a multitude of ways and I have many variations of this methodology that I've taught and we call it relational capital we call it mining mining, monetizing, maximizing and managing other people's relational capital we call it JV mastery we call it power partnering we call it I can't remember how we articulate it as an endorsement we have co-branding we do all kinds of variations on it but I've since doing it I've come up with

6:24:46one more distinction and I call it the and it might be another slide group on this lower tomorrow we call it the unlimited business checkbook because the premise there is that most small medium companies believe incorrectly that they can't possibly grow to the level of success and prosperity profitability and prominence they want because they don't have the resources they don't have the capital they don't have the people they don't have the expertise they don't have the the the reach they don't have the technology they don't have the equipment they don't have the buying power they don't have the the product development power they don't have the the the digital marketing capability when in fact I teach them that someone always has that all you have to do is figure out who they are show them that what you need they can provide and if they provided for you it fills a problem or a need they have and that you can reward them in direct proportion to the results them providing it for you represent and when you start doing that it opens up mass vistas of possibilities you never thought possible and you never need to feel like you have a lack of resources or any kind of asset or capital ever again because it just a matter of

6:26:29you know figuring an alternative and I'm sure I told this story but I'll tell it again to start one of my favorite stories well I did a quarter billion dollars of seminars in a couple of years spending almost nothing because I got Tony Robbins I got 25 financial newsletters I got success magazine I got entrepreneur magazine I got a bunch of seminar companies I got a bunch of direct to consumer investment book publishers I got the in-flight magazines all to promote my seminars and instead of paying them for advertising I just paid them a share of the results that came and we got we did two hundred and fifty million dollars of seminars and I only paid on results I created for a client a 200 I went we went from 300 billion dollars excuse me from 300 000 to 500 million in 15 months by becoming the recommended broker for financial newsletters all over and now we turn the man that owned it from someone making a hundred thousand dollars a year to somebody making tens of millions of dollars a year and he bought a 400 acre estate he built a today it would be probably 30 million dollar round house that was custom made he built an enormous collection of collectibles all because of what I'm telling you a couple of stories that I will tell that are

6:28:03very important is years ago a company I made towards before colonial pen came into the world as an insurance company focused on group sales and they did not do well they were in trouble finding groups that would buy insurance from them and after two years of struggle supposedly one of their directors got the brilliant idea that if we can't sell to an association or organization let's start our own and they started in the United States the American Association of retired people a arp so they would have an association to become their client and they were able to sell billions of dollars of insurance because they had a host an organization to promote them and to endorse them so coming to to today's explanation of relational capital there are nine major benefits and 43 initial ways to maximize it there are many more that we've identified since doing this but I'll just introduce as many of these as we can today until Brian and Scott take over and I'll feel very good about what we've accomplished so let's look at the next slide so doing this allows any business to outrageously expand with no risk or little risk generate and penetrate multiple new markets you never would have access to with your limited resources your own

6:29:41acquire and generate significant quantities of new buyers clients customers distributors dealers vendors whatever you want next so the nine benefits you can use it to achieve advantages at scale or scope or speed you can take advantage of other people's infrastructure and pay them so much for results or usage you can take advantage of other people's reach you can use people's offices sales offices salespeople distribution channels franchisees um um geez you know any any any asset manufacturing facilities you can take advantage of other people's resources that you wouldn't have yourself next you can increase market penetration you can do it locally you can do it regionally you can do it nationally you can do it internationally or in niches you can tomorrow morning I mean I have I have a mastermind in Japan that I was able to organize in two months with a partner in Japan who did all the work and had all the buyers and all the distribution partners I have one in the dental field with a guy who's very influential with Dennis I have one in France with a man who's very influential with online marketers I am creating another one in Vietnam with a company that has five million members and I could never do that on that scope instantaneously you can be all over your city you can be all

6:31:31over your region you can be all over your country you can be all over the world in a matter of weeks or months with almost no investment if you decided you wanted to have an office in let's say I'm in Los Angeles in New York City you'd have to fly there cost money you'd have to spend weeks looking at property stay places cost of fortune eating out cost of fortune last time I was in New York I spent $800 in a week just on uber's cost of fortune then you'd have to find the right office then you'd have to put a lot of money down then you have to sign a long-term lease then you'd have to buy or lease equipment and furnishings then you'd have to get the phones put in and buy a phone system then you'd have to hire people then you'd have to basically start paying them and training them and all this takes time and cost enormous amounts of money whereas you could find a partner that has offices everywhere or in the regions or in New York wherever you want have him or her let you just basically operate through their infrastructure use their people their location their phones their their salespeople their facilities and you're instantaneous with none of the yoke of overhead next you can enhance your competitiveness in local national markets because now you're

6:33:15in association with somebody who's a dominant force somebody who's already built a market when you partner with someone who's not competitive but has a brand or relationship with the target audience you want and is the preeminent source their stature gets ascribed assigned referred to you so you were seen in the same light instantly if you came into a market on your own and you tried to compete nobody knows you it's a it's a bear but if you end up with the associative connection to the number one authority to let's say you wanted to do Dennis and if you're going to try to call on them cold they wouldn't give you the time of day but if you align with a company that is the number one seller of dental insurance but you're not really selling the Ellen Church you're selling you know some kind of dental equipment that's cool but nobody knows you all of a sudden you get the trust of all those insurance agents telling the dentist this guy or this company is real give them give them a serious audience I trust them you get enhanced product development you can get other people to develop products for you you can get them to use their people their researchers their audience to test it you can get it you can do pilots in their

6:34:52in their markets with their buyers with their offices with their staff with their stores next you can develop all kinds of new business opportunities by creating new profit centers for yourself or being a profit center for somebody else and you can do both at the same time by crisscross collaborations you can do it instantly because you have any money out of pocket you don't have to you can create new businesses as well by understanding you're not limited to just your own company's product you can do this all over put other people in businesses then you have to be in your use what you learn to master this you can do it for anyone you put other people in business to do it for anyone you control that anything you want you know i've gotten control of brands i've gotten control of products i've gotten control of endorsements i've got control of ip i've gotten control of everything next yeah you don't even know they have it somebody may have a process for for advertising and not even know it's so great you can get it for very little and then relicence it over and over again somebody might have a selling approach somebody might have a manufacturing approach i think i told the story but if i didn't so i taught

6:36:17a thousand people for 23 million dollars how to become a contingency marketing consultant and do what i'd done to smaller businesses that i couldn't even justify working with privately and that was pretty cool i i had a client that was in the lumber mill business and he had a process for kiln drying lumber that reduced energy cost to a lumber mill by 30 and produced twice as much high quality lumber and almost no waste which was profound until the biggest three factors in a lumber mill but he couldn't even give his lumber away passed about a thousand miles and it would have mattered because of the weight so we we went he wasn't competing after a thousand miles so we found every lumber mill around the world outside of his competitive market and we licensed for 25 000 dollars a year his methodology for kiln drying and reducing energy cost and increasing quality of of product and reducing scrap or eliminating scrap and he made millions of dollars more every year from licensing that he made in his own lumber mill we had a car wash that had a methodology for increasing the number of people that would take the high end service the 29 dollar service and they were really good at they were like five times more people and

6:37:42they were making an expo 20 000 dollars a month in their car wash but a car wash only draws from three four five miles we went to every car wash outside of their market and licensed their methodology to something like like two thousand car wash just about two thousand for a hundred dollars a month and he was making 200 000 licensing it and 20 000 using it I over and over again done lots lots of the same thing but you can either find somebody that's got some process methodology it can be a production performance manufacturing marketing selling advertising you can get control of it for yourself but you can also use that same access and resell it to other people or re-licence it to other people all over the whatever you can use strategic alliances to sharply reduce cost and increase profits if you if you can't afford to be national because you don't have the the cost but you can partner with somebody who already is and you only pay so much a transaction or so much of the profit and you get to use their staff their salespeople their distribution their their delivery storage whatever you can cut everything down on the fixed and raise everything where you make a lot more profit because you don't have all that overhead they already bored

6:39:11it's a good deal for them as well next a lot of things you can't afford to do on your own but if you joint venture them and you only pay for other organizations and direct proportion to do them for you and direct version of the revenue that comes in so you only pay for results you correlate it transactionally it's no longer a cost it's an income stream you're just paying every time you pay out you're making money it's a whole different way of thinking about it and if you do this not instead of but in addition to your main business it's like the ultimate 10 10 10 it's just amazing you can do it in many many ways in many many different forms not just for revenue but for operations for manufacturing creation distribution selling everything next yeah I mean you can also do it same way for you you can do it backwards maybe you have access to a market you're selling one thing to you can partner with all kinds of other people that have product services private label you can sell it to rag you can get them to give it to you at a special price package it in as a package you sell it's more expensive you can use it as bonuses their stuff is bonuses you can put it through your distribution you can use it to sell the

6:40:34people that don't buy your own product your unsold prospect you can use it to your inactive pass buyers you can use it to add and extend your your buying cycle your lifetime value next I don't know what number that is I did it you can be a matchmaker you can be a dealmaker find your catalyst you can you can do this just a main business if you so want it to you can put somebody else in business want you understand it and get the majority of the revenue well they do all the work next other people's money there's seven forms of other people's other people's money other people's time other people's work effort other people's experience ideas other people's distribution other people's clients or customers you can leverage off of any all any combination you know other people's trash could be your treasure I mean trash can be underutilization you somebody else I mean I made millions of dollars one time going to to companies that were selling training programs that were not like mine but had similar models to mine and they had thousands of unsold people and I got them to go to those people and introduced them to mine and we made millions of dollars because they had spent millions of dollars to get their leads and the leads that didn't convert they did nothing with we went to

6:42:06them and said go to the leads that didn't buy yours introduce them to ours if they buy ours will give you 15 percent of the revenue and we got to take advantage of millions of dollars of ad spend they had made to generate the leads that didn't buy but the leads had responded being interested in that kind of a business just not the business that was being offered they didn't buy it but when they told them about ours a lot of them got interested and we sold them a $20,000 training and we had to pay 15 percent of $3,000 to get $17,000 and we never would have had next so there's 43 ways that you can maximize other people's relational capital we're going to just get started on this and then we'll continue it tomorrow number one strategic alliance has joined ventures uh revenue deals once you understand the dynamic of mechanics they're easily established they are easy to do and doesn't matter if you're little you can do them localized we had doesn't matter if you're legally you're in a profession you can't pay other people you can do reciprocity doesn't matter if you're in a very limited field a vertical field a technology field a service field I mean believe it or not I proved beyond a shadow of a doubt that people

6:43:45in the home improvement markets that when somebody inquires about one kind of a home improvement if they buy it the odds are they'll end up buying a lot of other home improvements because they fix one thing in their home and it looks great and then you see the rest of home isn't great so they start buying other things so one kind of home improvement buyer is a great prospect for anyone else who's got home improvement services people that don't buy and inquire are going to buy from somebody sooner or later they're going to buy something else so even the leads that don't buy are great to partner with they're very easy to establish them because you just have to be able to show the owner of the of the relational capital asset or access why they have a bigger problem than you and why you are the solution and you're going to do it all and they're going to be benefited in ways that do not know any shape or form jeopardize their main business but dramatically dramatically increase their profitability they only add to your own selling efforts it's this geometric growth you could set up five or ten strategic alliances joint ventures you didn't have and you're only paying for results it's like the power part for now if you can reduce fixed overhead

6:45:14by joint venturing with other people on operations manufacturing distribution selling it reduces your fixed cost and everything that comes is only profit if you can do it ten times a hundred times and each time you just add ten percent more either revenue or savings the geometric effect multiplies number three can increase your sales massively and thus your profitability as I said we did a quarter billion dollars my client did five hundred million dollars all by leveraging other people's relationships buyers subscribers sales forms it lowers the barrier of entry if you're trying to get into a market you don't have any presence in and nobody knows you it's hard as heck it costs a lot you spend enormous amount of time effort advertising selling salaries cold calls follow up all these things and it's a slow grind but if somebody who's already got the trust the credibility and a premier positioning in a market lends the full benefit of their credibility and brand to you you can be you can penetrate a market and overcome the barrier to entry overnight it boosts your market presence you can be in the market yourself and have other people uh in indoors so recommend or promote you to their segments of

6:46:57the market you can be in the macro market and have niches be promoted by other people that only in dimensionalizes and and um and fortifies your brand stature next you provide added value to somebody else's I says customers clients and and us two years if I go to somebody that's only got one product and I show them that the people are buyers for other products and if they make your product of it my product available uh and we give them different benefits values risk reversal they're doing a great service their clients will be glad conversely if we get their product of service and we sell it to ours we're doing the same you're bringing value it's all about value seven contributes as fancy to perceive customer and client benefits same thing you know more I mean if you can bring me credible access to products and services at more advantageous at either prices or arrangements packages risk reversal with more bonuses I'm grateful I am grateful if it wasn't for that you wouldn't buy half the stuff that american express offers you the charge cards offer you other people offer you special bonuses you get you wouldn't want that you see it as a value you can enter emerging markets instantly emerging markets all over the world I

6:48:36overnight was a major presence in china singapore vietnam italy uh france vg malaysia by having partnerships overnight and I did it for 15 years when i was younger it expands your horizon your goals your aspirations your vision because you're not limited anymore by what you think are the amount of money in your bank account or the amount of people that work for you the amount of technology you possess you basically you plug into everyone else's you've got an infinite asset base to plug into number 10 you get to speed your access to wide variety of new markets we could be today in los angeles and by the end of january we could be in every city in the united states if we had corresponding partners that have worked with or all over the world you can expand beyond your geographic boundaries now if you've seen yourself local and maybe you've got a model it's great you don't want to franchise but you can basically license it with other people that don't have as high a performing version of the business and you can get half of the upside ownership and profit or vice versa you can get in a foothold in international niche markets well as i said right now i'm in japan i'm in france i'm in vietnam i'm in i'm in the dental field and there's more i just can't remember them you can control

6:50:33other people's markets you can have a formidable competition in a market and when you align with somebody who's the dominant force but in another product service category but to the same target audience overnight you can own it you can become the dominant and you can control a market out from under somebody else's it pulled the rug out it's really cool really cool next you gain enormous competitive advantage the story that i think i might have told when you're introduced to me i'll tell again it's a classic and it's told mostly about baron roth child the wealthy investor in europe supposedly someone came to baron roth child and wanted to borrow a hundred thousand dollars this is many years ago and that was a lot of money he declined but instead of rejecting the persons that i'll do something far far more valuable to you i will walk back and forth twice across the stock market floor arm in arm with you my arm around you and when everybody sees that when i'm done everybody on the stock exchange will loan you all the money you want because of the association and the implication that i trust you so that's a huge huge advantage you can over power the competition by doing that you can join market with people and share the cost you know worst case

6:52:13you go to see you were going to try to hire your own salesperson you have one product what do you share it with somebody who's already got a salesperson and you say well you know our products only go to apply to about a third of those people will pay a third of their cost to the salesperson you know and and you just reduced your cost by this but you also increased your probability because they're already well established in the market they have to knock on doors cold you can collaborate to design new products or combinations for other people using their resources their staff their talent their their their vendors i mean when i got into the newsletter business newsletters were not doing anything but selling a newsletter they never did anything with their newsletter and i realized you could put inserts into a newsletter that they would carry out with carry with them when they were delivered and those inserts would be promotions for products or services and i got the rights to do it with 20 or so newsletters but i did something even better i just sort of matter of fact got the newsletters to let me hitch a ride with their printer every time they printed their newsletter but also get to pay the same way they paid and these newsletters

6:53:38were great negotiators they had 90 day terms so i didn't have to pay anybody for 90 days and in the beginning i honestly had no money but i got the credit that they had established spending millions and millions of dollars just like i said and by the way can i just pay your your your your printers for printing my inserts the same way you printed it said sure and that simple thing gave me instant credit gave me the buying power that somebody who's spending millions got let me pay three months later so i had the use of the money for three months you can clag and i said that number 19 you've got total flexibility the way you operate you can make partnerships that do selling partnerships that do distribution partnership that do customer service partnerships that do delivery everything you want it's just amazing next it's less risky i mean it's less risky i already showed you you have to write many checks i mean if you're doing it yourself you you it would take forever it cost you a fortune no certainty it would work it'd be very moderate moderate marginal you'd lose money in the beginning the opposite is true with all this requires less no less or no cash you give away no equity either you get you could have you could take a business that right now is local you could make it national

6:55:03in six months the value of that business by doing it this way may grow a hundred times and you don't have to give any of the partners anything more than their revenue shares for doing it with you you can structure deals where those revenue shares don't have to be permanent they can be for a year or two and then you can have the option if you want to renew them you renew them if you don't you take it over yourself and do your own you can flip that expanded that dramatically expanded value of the business you now have it's operating all over the united states and hawaii and the other places and um you know all over the world you can do it and you do it overnight and other people's expands okay we're going to stop on my end brian i think we covered some pretty good stuff today i hope i haven't looked at the chat are you getting uh decent comments from the people privately uh you know people are super engaged um so yeah i think i think we're ready yeah and i and everybody i'm the one that said i don't want public chat and the reason i don't is that i've been troubled to watch a lot of people get caught up in wanting to be what i'll call uh chat mongers where they just spend all their time trying to one up each other's

6:56:24comment and there's no way that they could be staying in the moment i really attentively connected to what's talking with all the back and forth trying to one up with the the uh the uh the uh the commentaries that are are well intended but not i think value adding other than just high-fiving each other you can high-fiving each other when this is over but if you miss a key connection then you will be confused and i don't want that brian do you think we covered some good ground i know we did it's been a great day and uh everyone's going to get a good night's sleep tonight we're going to do it again tomorrow good so scott and i'll stick around and my goal is to just decompress allow you to take some great notes and uh you know really lock in what you've learned today uh we're not going to add anything to what jay said it's more about you capturing what jay has said today so that you know you feel like you own it um i will do it again jay i'll be back at nine o'clock my time tomorrow i'll talk to you bye thank you all right so let's capture in your notes uh you know scribble scribble scribble and make sure that you're getting what you need from today so let's uh give everybody a quick moment um and if you are an alumni on this uh and if you could dimensionalize how one or more of these

6:57:59strategies has worked for you to create financial results um that might be a story that we can briefly tell um thank you for joining me scott and uh just a quick thank you to all of you for showing up for being here a big thank you to all of the team thank you for desiré for getting jay the materials that he needed so that he could be with us for so long and you know all the the coffee that was made in the office today uh thank you to laura and michelle and and karlos and everyone behind the scenes who make sure that you're connected to this and and stuff like that and thank you to my partner over here scott sylvan bell for your support and throwing ideas and helping me you know make sure these slides go in the right order and things like that but i'm so grateful that we have a great team and i feel that we were able to get use a great delivery from jay i mean this was an incredible download that has shifted how i think about things so i hope that it has done the same for you uh so i do see that there are some questions in the chat grian can we go over something before we go over this yeah hey i dropped the the implementation guide into the chat as a way to foster some ideas uh to go through and and to take an idea and critically pull it apart and figure out how you can

6:59:31implement it inside of your organization and so i would encourage you that if you're working on an idea or concept that what you do is you just print out a bunch of these guides they're about three pages each and then you fill out the information and you know by no means is that the ultimate piece of information where you can't ask different questions or or look at it from a different angle that's more of a starter to say like how could i start this conversation what can i do to take what jay taught me and put pen to paper and then take action to it and so sometimes what happens is when brian and i help people just say look scott i don't know where to begin so like let's start with an idea what's the biggest idea that's going to give you the most movement for your business with the least risk and the least downside that's that's how you you judge what you can start with very good so let me i am let's see here present tab to meeting there we go this tab let's try share so are you able to see this scott we're doing it yet okay let's try this there we go you're sharing now all right so and it is it look like a a window or is it all one thing it's your entire screen so it shows the address it's not in presentation but unfortunate so this is what we've gone over

7:01:17today and i'm going to do a caveat i'm going to scroll down to potential things that jay may be able to address tomorrow or hint at as a possibility that there is just even more strategies out there than we can cover in you know 12 to 16 hours of j which is just mind boggling because all of these strategies can produce real profits so today we've gone through kind of an overview of going beyond exponential and as we're going through this think about which one of these levers it was covered in these things have you done already because oftentimes one of the things to think about is maximizing what you already know you see you've already created wins in your life and in your business using these principles because these are timeless strategies that have always work and will always work so if you have made a dollar in business then you have probably used one or many of these strategies to help you create that dollar so if you realize i've used the strategy of preeminence i've made my clients appreciate who i am and what i do in the product and service that i deliver and you start to realize that you realize that you're not starting at zero you actually have made some progress on these things and now you can maximize what you've done and then you if there are

7:02:49some strategies where you're like you know what i'm not doing that then that's an area where you can multiply so kind of make a note is this something that you're doing a little bit in your business right now that you can maximize which in my mind creates a higher priority for you because jay gave us the coaching you want to start by maximizing what you're doing so if one of these is something that you're doing put a check next to it and set or put an m next to it yeah or a plus next to it because that's you know an additive it's you know it's something you can maximize if it is a new thing then put an x next to it that's an opportunity in the future for you to multiply by adding something new in your business start with a maximize or optimize and then go into the multiply so we did the going beyond exponential we talked about tunnel vision and funnel vision how you can you can get out of your your status quo thinking and start opening up and creating a funnel for all you can do leveraging your human hedge fund are you beating the market is there another opportunity that would be better than doing business it's a hard question but if if you can't answer you know it's my business to make the profit hmm don't think about it then we really dove deep into preeminence and and i just

7:04:14think that preeminence is so powerful and i think if you make money it's probably because in some degree you are preeminent uh ben j got into the multiple ways to grow a business there's three of them and you know got into the levers of how to do each one of those we got into advanced ways to grow a business then somebody's favored on here the power parthanon strategy creating whole new divisions to creating revenue and this is something that you can always work on add a new you know diving board to your parthanon of possibilities and diversify your revenue we talked about the force multiplier the nine drivers of exponential profit social media power pivot categories the golden numbers uh you know what numbers make the gold in your business are you measuring them who measures them who's responsible to reporting them to you when you get a report what do you do about it how do you make sure those numbers are going up and not down performance and yield gaps maximize and then multiply what i was just talking about you know start with where to maximize what you're doing um are your clients denying you access you know are you a two-dimensional thinker or a three-dimensional thinker do you think in terms of

7:05:47exponential growth and then we stopped on relational capital so we're on i didn't capture which number was last but i think we're like number 22 or 23 now these other ones that are in brighter yellow uh scott you want to read them uh real quicker sure we got these limited checkbook sticking point solutions 20 marketing mistakes and business multipliers a multiplier versus diminisher 12 pillars of strategic business growth 61 points of leverage marketing consola and advisory selling relevancy rules and rectifiers activating an absolute advantage critical consequential thinking and socratic method testing p e 2 optimization social intelligence trust building greatness and six sigma oh what did they'll all take over for this page so i'm not sure we're going to get to all these just so you know caveat we're fingers crossed we get to uh yeah and uh gia access denied will be in the powerpoint slides and j covered it today i don't it might have gotten missed in this document so we'll need to add it but it's in the powerpoint so we'll make sure that it comes to you in the powerpoint so how you are seen how you are heard five ways to create business wealth the mind shift challenge which is j's dimensionalizing stories

7:07:13some cost marketing which uh robert ander said made 93 thousand dollars from in the week that we talked about it modeling for millions borrowing from billions tap into the mind of j abraham and you're borrowing from billions mind of the market uh which is basically the amazon school of business the exit theory playbook this is a kind of getting it steven coveys uh you know start with the end in mind but wow uh just powerful uh proprietor versus entrepreneur understanding the meaning of value to the other side what do your clients think is valuable the 10x moonshot alternative quantum quadrant how do all of these categories relate and feed into each other the reason why you're wonder marketing drug de-risking the risk factors what kind of investor are you crushing the glass ceiling making the glass ceiling your new floor uh profit prism all right scott tag radical rebound beyond bartering spending versus investing low hanging fruit the law of infinite returns ideator decision scientist private equity versus visual capital avatar of exponential business performance opportunity and the summative yield gaps that's i like that one by the way social intelligence two-way licensing strategic soft skills flipping

7:08:42your business worldview what do you stand for continuous intelligence accumulated also known as the cia knowledge intelligence trapping a sedimentary in nine forms of thinking continuing on with other uncovering what you don't know pattern recognition partner or perish you're either growing or dying creative collaboration master minding friction factors oh that's rough the profit pinata perspectives hindsight insight foresight three p's passion purpose possibility loyalty royalty the a keto school of marketing moat strategies attention deficit syndrome are you still with us uh the art yeah this is a big list right relevance competency passion compete with yourself storytelling types of growth seven concepts they don't teach you in business school and tags thought victor or victim mind how to think like albert einstein it's mine stack yeah i was going to say brian you're missing the word stine on there should be mind stine the action bias ROI of big ideas creator or curator cross-training get out or fail uh looking for content the alpha life i've never thought about it that way before you're richer than you think the seven hour mentor profit prescription daily dose ultimate leverage and other people's resources power partner joint venture strategic lines endorsements

7:10:14and exponential entrepreneurship that's an impressive list there there's some things there um so so j has some pretty hefty strategies that are locked up in his head and we're going to try to unlock as your advocate scott and i are going to try to unlock j's brain to get as many of those into your brain tomorrow as possible but again just to be clear there's no guarantee we'll be able to get through them all because there is probably three weeks of content there that we're going to try to at least give you a taste of tomorrow but uh it's going to be a sampler and it's going to come at you fast but we are going to continue to go slow on some of these critical things like relational capital because there is so much value in here that we want you to get it um so i saw the uh the the mindstein in here uh i i love that one of the categories in mind side is he recommends that entrepreneurs take naps so just just a little caveat little hint a little foreshadowing um so yeah uh so how to digest all of this it is a challenge and you know i'm so glad that all of you are here with us and the key thing is we want you to have a return on the investment that you're making not only do we know that it's preeminent to show up like you did and stay for the day like you did

7:11:48we want you to truly get the return on the investment in dollars and cents which means that we want you to put these ideas into action and we want you to do it in the best possible way so finding where to start is really the answer that you need right now and starting off for today and tomorrow it's just opening your mind to the possibility and then you need to get to work and that is a scribble fest of fun and there are lots of ways to do this you know you you just go with your gut and i'm gonna give you another sneak peek uh we worked with one of the top decision scientists in the world because we work with the best in the world here at the Abraham group and their advice on where to start is to start even if you're wrong even if you make the wrong choice get started so if you are worried about where to start don't worry just do it just start now if you have two options and one of them is high cost high risk low reward and the other one is no cost high upside no risk um no downside which which are you going to start with you want to maximize your probability of success and minimize your uh possibility of loss and and i know that that's easy to say and here's the thing is if if what you're thinking of when jay's talking about something if you're linking it to

7:13:36something that costs money or takes a long long time um look at another strategy because there might be one that costs no money and that takes like three minutes start there start with the fast easy you know thing because when you start easy you get a quick win and i would rather you have 10 quick wins in your first month than one big ballpark you know out of the ballpark's grand slam because if just one thing goes wrong out of a 10 you've got nine little productive you know things generating more profit for you but if you strike out on your grand slam swing you know you're still it you're still where you are when you start it so i hope that that makes sense and that little bit of coaching will allow you to kind of relax and say okay i need to fill my brain with the possibilities and trust that something within me will guide me to make the right or wrong choice because okay so jay mentioned uh the guy in france and i was talking to him recently about a mastermind and he created this whole process about how to get something to market and he created this system that was brilliant and then he he did it and he realized he made a mistake because someone said why don't you try this part of doing something by getting in motion you'll uncover what you need

7:15:15to know so scott is there any coaching that you can give about how to maximize using and applying this material you set it in a couple minutes ago is one you take the categories that are the most appealing and i would pick three what are the three top categories that you believe are going to give you the most amount of lift inside of your company and then you evaluate them on upside downside risk cost and what the outcome is then you can put numbers to them you can wait them but the thing is is to have a conversation and i will share this with you that sometimes you just sitting in a chair talking things throughout loud like pretending that you're talking to somebody helps you gather your thoughts and explain how to do this helps you work through what your struggles could be and just know that we went through a lot of dense information we went through a lot of content and nobody's expecting you to get it right for perfect the first time it's gonna take some work it's it's gonna take some effort absolutely so i see a question here from Simone about maximizing so imagine you have a whole bunch of testimonials and you want to maximize how you use those testimonials absolutely maybe you're just using them right now in your emails you know sending

7:16:48them out as case studies to your list um how else can you maximize uh testimonials so like uh one of the best things to do is sort the emails or the test sorry they eat the testimonials by the topic and a couple things to grade them against is the most common objections that you face and so you can literally take the testimonials that you have and put the top five or seven objections and then start filling in the gaps and then the other thing is is there's a point where testimonials don't feel real they're they're too good they're they're too over the top they're too they're too expansive um you know you might want to move those around and put them in positions so one of the cool things that you can do based upon copywriting is you break them up by topic so you break them up by objection then you break them up by topic so that you can put them in in your content on your landing pages on your websites on your direct mail based upon what what the information is that you're talking about at the time awesome thank you Scott uh there's a couple of different questions in here and I'm gonna hammer it down into one one kind of major answer if it's like what if I'm starting up um what is the key component like you know what are the minimum number of

7:18:10moving parts you need to have a successful business so it's kind of like I'm hearing what is the essence question if you get one thing from today just one I would want it to be a thorough understanding of preeminence because if you start that's where I was gonna go Brian if you start valuing your client like they matter like they are the people that will make the biggest difference in your life and in our world then you've just tapped into the most powerful concept in transforming people's lives because when you care about your client everything else follows everything so it is the critical component so if you only have to have time to review one thing review preeminence that's why we sent out as our quasi homework the preeminence challenge which is five days of jay deep diving into this preeminence so if the hour that we spent this morning on preeminence wasn't enough go back to the homework and look at that whole challenge because learning how you can be great by being preeminent is critical and in that challenge there is becoming a maven that's showing up as who you want to be so it is such a critical component so I hope that that answers your question the thing is is that I can read your mind a little bit because what you want is a tactic

7:19:41you want a definitive kind of like this this and this and I understand that because I'm the same way and I want a simple easy to implement tactic I want that absolutely I want that but the reality is is that there's something that is more profound and will make a bigger difference and when you see it work again and again and again and again and again I know that preeminence works and creates more profit than anything else jay shares so if you have to learn one thing it's preeminence and attempt to let for just for a couple of days let go of this desire or a tactic for the brass tax for the ground level and come up to the 10 000 foot view and realize that if you can change your perspective on this it will change how your clients see you because quick example Scott if you're not preeminent how many sales do you make over a client's lifetime one if you're preeminent how many sales can you make over a client's lifetime more you know I worked in a restaurant in an industry where the average number of repeat visits was three in a month that's the industry standard in restaurants when I was managing you know my restaurant and the thing is is in the restaurant that I worked at people would come three times a day

7:21:16I would see the same people in there for breakfast lunch and dinner not all of them but I we had clients that came in for breakfast lunch and dinner our average was so much higher than the industry you know standard how did we do it we thank new people by giving them a box of muffins and say hey please share this with you know somebody that you care about because you know we hope that we made a difference in your day and we hope that you can make a difference in somebody else's and so they would they'd share muffins with other people and because their friends went they would go to the restaurant because they can meet with the friends so when you're preeminent it changes the nature of how you do business and if you're just concerned with the what of business you know this is what we do as opposed to this is why we do it you know it's just totally different right can I add something preeminent is super important but I would also think through how you're going to prep your teams because you sat through seven hours of jay giving you mainline information about how to grow your business that's seven more hours in your team than that and so you have a different view and a different perspective of what you want to do

7:22:36and it's going to take a little bit of explanation or a lot of explanation to say here's the strategy that I would like to do and I would say it's going to take some patience on your part because you have by the end of tomorrow 12 to 14 hours of content and you're going to go to a management team that has zero and so these ideas and these concepts are going to be partially slow-fied in your brain or solidified in your brain and it may be confusing to them and then wherever there's a confusion the answer is typically no and so taking some time and saying what are the implications how would I explain this you know I want to share with you a new concept of something that we're going to be doing moving forward you know one of those things is testing and you know if you don't explain to your team that the benefits of testing are finding the wrong answer as well as finding the right answer sometimes it's really tough to get people engaged and they just they throw the answers out the window and then it doesn't validate and I worked with a marketing team one time and because one of the designers wasn't in on the design process she threw a fit and the tracking didn't even happen so all the mail went out all it was direct mail all the direct mail went out something

7:23:51like a hundred thousand pieces and then the team sat down to go over the numbers and the answer was I wasn't engaged wasn't my program that was all you guys and literally just blew through a hundred we didn't get to test anything we got results but they were sporadic we didn't know where they came from and so we had to go through and reduplicate that process again so making sure that people are on board and they understand like here's a reason why we're going to test or this is the reason why we're going to go with preeminence or these are the reasons why you know Jay talks about reason why reason why is one of the strongest things that you can express in a sales process talking to people selling an idea and helping somebody understand why it is we're going to go that direction from down out so i'm going to do a quick answer for che and then i'm going to bring on dawn so che the big benefit of relational capital is if it costs money you can substitute relational capital for using dollars out of your bank account so and and this is something that you know if you really listen to it again and again that's that's the big benefit from it so stick with that and we might go into that a little bit more you might see a little bit more of that tomorrow

7:25:10Jay really likes to talk about what if you don't have the money you know if you just went through a game right now and played it against yourself and said if i didn't have money for advertising today what would i do if i didn't have money to hire a sales team what would i do if i didn't have money to do research and development what would i do and going for money going for credit is always the easy answer up front looking for a different way to do it it takes some time and effort to get that skill and say who could i get to sponsor it who could i get to underwrite it who could i get to to co opt funds with so that they would partially pay for it you know who could i team up with and we could split the revenue or split the difference who could i borrow a list from you know there's a lot of different ways to slice and dice you know income streams making money making sales advertising business school i have an MBA business schools teach you one way to do it and that's come up with a plan and finance it yourself i mean i got my MBA about 12 years ago that was that was the route that it took 12 years ago right a plan finance it yourself right and if you can finance it go to the bank and get some money yeah right so don i see that you have a question what's your

7:26:27question or what are you currently maximizing and a win that you've had so you can unmute yourself mom don i see your hand raise that's why i'm responding there you go oh i'm not sure if my apologies i realized my hand was raised no worries well thanks for being here you betcha have you noticed that you have an element that you've actually put into practice and were surprised that hey i'm actually doing this you know actually when jay was talking about doing something outside of your market that's how my business current my current business that's actually how we were able to dominate or capitalize and thrust ourselves into the market we actually did something so i have a bingo haul myself my business partner and yeah exactly and when we first started of course we were the new kids and no one wanted to come as far as the way it works is nonprofits have to run bingo and we're approaching nonprofits of course they did not want to wear the new kids we're not gonna you know they're worried and blah blah blah so we finally got a couple of people and then of course getting customers so i started thinking then there was living social and no one is doing anything socially or even social media or anything as far as this industry so i went ahead and talked to the secretary of

7:27:44state because everything needs to go through them and they set up they got back to me yep you're good to go so on our first campaign we had 150 people take the deal however so the campaign went live on a monday no one bought anything but tuesday all of a sudden we had like a hundred somewhat people in here what happens that people saw the ad no one bought anything but they didn't even know where he was they came in and investigated and played then after that people started buying the ads then so the first time around i realized i made a mistake getting to another one at jay's i realized i made a mistake i had all these 150 people but i can gather any names no database so the next time i did a campaign i started the mirage club they actually have to fill out an application to join and we could we send out almost like a newsletter and you know whatever's happening in the industry at this place our establishment so i'm not sure if it's kind of a long-winded answer but that kind of those kind of things is like oh i'm already doing that i did that it's it your answer is so powerful because it dimensionalizes it and i i just want to acknowledge that everyone who's here you all have this in you you are able you have stories inside

7:28:55of you that will educate and inspire you know all of us so realizing that your wins even if you have them every day and you take them for granted uh your wins are powerful teaching stories we're going to get into this fingers crossed tomorrow um but trust is such a powerful thing if you heard dawn say that he did this advertisement and the reality is is his market didn't trust him they didn't believe he had a halt so they literally drove down peeking in the windows and saying oh they do have deaths they do have stamps they do have little bingo cards so when they saw that you know he had credibility and then they're like i want that because they all wanted the result of having you know the donor list or whatever it is that you supply so so powerful and it's hard to know how to cross that trust barrier how can you get people to trust you and another thing that we might cover tomorrow and i think it was mentioned in the preeminence challenge is the power of a referral because when somebody tell like if Scott told me that i should meet j Abraham you know it's going to be much easier for me to meet j Abraham because hey i know Scott i work with Scott when he makes a recommendation i know it's good i read the books that Scott recommends to me so

7:30:23you know the power of a recommendation is a way to break through a trust barrier and get past what j called access denied so these are all the interweave you won't notice this until you reviewed this multiple times but each of these categories each of these levers can lever other levers so it's very powerful and worthy of multiple reviews so thanks again Don i appreciate your share um so i do you want to say something Scott before i bring on Phil i thought that was a perfect example of like we're going to talk about a topic bingo halls is not something i thought we would have brought up but you know tracking information asking people for their for their contact those are all important things to have happen yeah all right Phil what's going on hey guys thanks for doing us really appreciate it and you guys are i love the energy after seven hours so thanks for that and i took copious amounts of notes thanks for the template Scott worked really really well you know my big i've been through this a few times as you guys know but the big thing for me today was where am i spending my time versus where should i be spending my time and the human hedge fund really hit me today right because it's like we all have time as a

7:31:46finite resource that we only house so much of we can debate how much we have but what you know what I really liked about what Jay talked about today and how it fits in the framework it was around where am i spending my time where i should be spending my time and then reinforcing that with what are the three most important things for growing a business right like how do you scale your business right there's the three factors you need more customers buying more more more often and so then the framework starts to come in and it feels like it's a the strategies are there and then there's the tactics so once you get the essence of what business is right and you think about where you're spending your time and evaluate that then you can go back and say okay well you know it's the difference between working in the business or working on the business so for working on the business now i can go back to this laundry list of things that you guys read off of all these things that i can now apply to the business but i think if it boils it down and i'm a big picture guy i think it's like where am i spending my time now where should i be spending my time and then evaluate what's that next thing i should do right what's the you made the comment brand about what's

7:33:02that single you know it's kind of like the low hanging fruit but what's that single most simple thing that i can do now that i have the essence of what i'm supposed to be doing so honestly that was an epiphany for me today after how does this all fit together it's big it's meaty it's deep but but you know that's that's my my thoughts after seven hours awesome bill and i want to borrow your experience and use it as an example of something that we could have done that would tap into that you see all of us showed up to today with things happening in our lives you know i'm guessing that not all of you have cleared your schedule for the next three months to digest j Abraham now we could have encouraged you to do a little bit of that to clear a couple hours a week to really digest this because if you really want to go on the fast track clearing out an hour or two a day for the first month will leverage time in a way that you won't believe like if you spend an hour a day reviewing a section of this and then re-reviewing it and re-reviewing it for the next month you will have such an advantage over the person that doesn't so by reviewing and re-reviewing so we all come to anything we do carrying a backpack there are oftentimes where

7:34:32your clients may be coming to do business with you but they have trouble focusing because there's something traumatic happening in their life maybe they're going through a relationship channel challenge maybe something they had a severe loss financially you know maybe you know whatever it is who knows maybe they had a big win you know they just won the lottery and they don't know how to deal with it so maybe it's something really good maybe it's something really bad but we all come to experiences carrying this backpack and if you acknowledge what your clients are bringing to you when they begin the process of doing business with you and you acknowledge what they're coming in with you you're creating a relationship that can deepen and expand where they're starting from like I'm making the assumption that everyone who's with us today is starting from a place where they want to grow their business they have the time to invest in it and are willing to do the work to start with a small simple step and then do another one and another one I'm counting on all of you to do at least three small simple steps in three different areas so that you can begin to experience the benefit of geometry and and I and I know that you can and if you are challenged to do three simple things

7:35:57please contact Scott and myself and we'll work with you on how to clear your schedule so you can actually activate and take action on these concepts because without that you're lost so how can you get your clients and you know your potential prospects to be able to let go of the life that they came in with to really engage in the life that they want and I think that's a transformation we want this to have in your life but you know how can you do that for your clients as well so everything that we're going to do in this program is designed to teach you on two levels the first level is how you can do it in your business the second level is to use this as a model of what you can do in your business did that make sense Scott because that was yeah and you're going to have to put Jimmy because as everybody's been talking and you've been sharing information I've been building out a quick stegard quick stork guide so got it that's that's uh that's like I'm in the laptop and I'm typing what you guys are talking so let's ask a question of all of you how do you digest and take action on information is there anything that that could be externally given to you that would allow you to take more action is there a frame of reference or a mindset that you found

7:37:24really works for you so if you can put in the chat anything that you've done to maximize what you learn so do you have a strategy for digesting your notes reviewing your notes view model someone like rich chef ron who highlight you know takes transcripts of things highlights you know the key points pulls out those highlights and puts it into a book that he systematically reviews in multiple ways are there things like that that you do nice so carry highlight things to implement so yeah really you know focusing on like after you do all of your notes you're reviewing your notes for the day you're going through and you're highlighting where you can take action that's fantastic um Brett so you're copying those good and and yes we will be I think we're going to even do transcripts so they're not going to be edited transcripts but I think that we do share transcripts of this as well so you're going to get a ton of stuff it's going to be awesome um so worksheets right notes highlight what lands so yeah the the points that really sparked your your mind it's great and then breaking it down into actionable steps and then putting it in putting it in your calendar thank you I love it read study test implement I like that uh Natasha fantastic okay so

7:39:04Lisa doing the two sides the J's t-square read review and then implement Ron the mind map I'm kind of with you I really do enjoy mind maps about seeing the connection between things it it helps me uh see connections that I wouldn't see when I'm just taking notes so I like that very good um Scott any kind of uh final synthesis you can do for today and how you think that a next step or how to unpack everything that Jay shared with us in a way so that we can use it better more productively you know uh seven hours of learning is quite a bit of time of deep dense information I would say take a break uh you know get down your notes that you have to for the end of the day but to prepare for tomorrow give your your brain some time to relax but come in tomorrow knowing that you're going to get put to work I like that and with that um unless there is a final question from the audience um I think we're going to call it a day because I want all of you to get some rest uh make sure that you get some good nutrients and really take care yourselves because your brain has burned some serious calories today and we want to make sure that the synapses develop a mylar sheath so that all of the connections that are created in those brains

7:40:36get locked in and the best way to lock those in is reviewing and caring for your brain just like after a good workout you need a good rest so let's get some good rest and we will see you again tomorrow to talk about how to implement relational capital into your business so thank you thank you thank you we appreciate all of you and uh get some good rest everybody okay so there you go Michelle there you go Michelle