Redondo Beach 2023 — Day 1, Opening Session: The Three Ways

Jay Abraham · 2023-05-03 · 3 h 52 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.

0:00:15I'm just giving everyone a five-minute warning. I'll start introducing us and making sure that we're all in a coachable mindset, ready to break through and go beyond. So welcome everyone. Get ready. If you have your laptop, you can obviously log into the Zoom work today. Just make sure your camera and microphone are muted, but it might make the slides a little bit easier to read. I've prepared over 800 slides for these two days. If we get through half of them, I will be hugely impressed. But knowing Jay, the most common word of the next two days is going to be next. So I'm going to get a little, you know, yeah, we're going to hear next 800 times. So let's gear up for a great day and thank you all for being here. And I'm going to do an official introduction, three minutes. Okay.

0:05:44Check, check. Alex, Andrew Blaine, Chester, Chris, Leondra, welcome. Hey Mark, Matt, Maya, Shlomo, Stephen, Tim. So glad you're a part of this. Xenon. I hope you're out surfing, watching this on a waterproof. And Tony, welcome. So glad to have all of you on us with us virtually. And I'm about to do a welcome officially for everyone. All right, so everyone take a deep breath. And you probably are coming with a whole field of expectations and experiences and you're right you're gonna get them all and then some but I want you to think back to a moment when you got the most out of something and I want you to think about what was it that allowed you to remember and recall and most importantly use what you learn because this is not about learning this is about applying what you learn it's about buying a business it's about leveraging what you got it's about recovering from past traumas and just you know burning down the other system outside of you it's about working with the people that you want to be working with finding way to enjoy what you're doing. This is about transforming yourself as well as your business because the outcomes of business is not just business. Why do you want to be here? What do

0:08:47you want to get out of this for you? Do you want to have more meals in Italy that just knock your socks off that inspire you and drive you to invite more friends because they're missing out out on all the great meals you're a part of, as you're inviting the people you've transformed. Are you working with SaaS companies? Are you partnering with ways to accelerate and enhance everything you do? Now, we all know that you are going to be overwhelmed because J is like a firehouse. And it comes in such high volumes. But let's get real. it only takes three. One thing will begin to maximize what you're doing. Two things, it's additive, but the moment that you take three of these strategies and serially apply them, you have access to geometric growth, right? So first you maximize, then you grow and then you go exponential. And Dr. Bernard has explained and proven that we are not multitaskers. We are people that do things one at a time best. So what I want you to do today is not fill your calendar with 100 different things to do. I want you to make a list and prioritize that list and choose the top one to start.

0:10:25And then when that's done, you go back to item number two. And then when that's done or in motion and you can't go further on that, you go to item three. And if that moment, after a month of doing that, you're not growing exponentially, call me. Because really, if you have optimized everything you hear today, you've prioritized it to be the most results probable activity you can be doing to lead to the lifestyle you wanna be living, then I find it hard to believe that you won't be exponential in the next six months for many of you, six weeks, because it is so results probable. People in this room and on us with Zoom, so thank you for joining us virtually, have proven that these categories of strategies work. We all know the three ways to grow business. We're gonna go over that again today. We all know many of these things. And if you have an experience blowing one of these strategies up, take note, because we know that when Jay's on a roll, he likes to stay on that roll. But in these moments, Jay's gonna wanna hear what your breakthrough was. What have you used to grow your business beyond exponential? What have you used that truly worked for you? What has optimized your mindset and made things more powerful for you?

0:12:02Are there any questions before we get launched on this epic adventure? Any kind of things about, we know the bathroom's downstairs, kind of around the corner from the bar, make sure you stay hydrated, make sure you stay in that mindset. So I remember going into an event and one of the leaders from on stage, I didn't know it was one of the leaders came on, hey Brian, what do you wanna get out of this? I said, well, I wanna find something that's gonna grow my business. It's like, yeah, okay. Just let that go for a second. Are you coachable? And I'm like, what do you mean coachable? He's like, well, let's say you find that thing that's going to grow your business. Are you going to do it? I'm like, well, yeah. He's like, well, how much are you going to do it? Do you have the time to do it? He's like, well, I'm kind of busy. He's like, doesn't sound like you're coachable. What do you mean it doesn't sound like I'm a coachable? I came here to learn. He's like, well, show me your calendar. Do you have you booked time to implement this? Do you have, as we like to call it, Renaissance time where you reflect on how to grow your business you have that scheduled And if you don't how coachable are you? Could you become more coachable?

0:13:17Can't is there something that you can take off your calendar so that you can have more time to work on business How bad you want it? You know, can you give me a hundred bucks if I have that solution 200 a thousand ten thousand twenty thousand thirty thousand if I have a million dollars in my pocket could you come up with $50,000 in the next half hour to get that million dollars? Okay, now I'm starting to become coachable. I'm realizing that I have a limitation on time. I have a limitation on money that's blocking me from taking the action that I most want in my life. So by being coachable, by being open, the probability of you getting more out of this has just gone way up. Getting into a state. What is the time that I got the most out of something? so that I can invest the most into what matters most, you and your business. And then I'm gonna turn this over to Scott for a quick second, put him on the spot. Scott, do you have any things that you would like to introduce today on how to get the most out of this that we've seen in facilitation? Can everybody just open a document or find one piece of paper? Open a document, find one piece of paper. So if you're on a laptop, Mac, I don't know what they call that.

0:14:37Windows, I call it Word. just put top three things. We're going to come back to this later on today, maybe tomorrow. Just top three things. Leave that so that during today you come up with a big idea that goes on the list. And then later on we're going to narrow it down. We're going to find a way to help you implement those things if you've got a question like, I don't know how to do this. Okay? So that's your go-to. Jay says something amazing, which which I'm sure he's going to say, then you're going to put it on the list. And everybody's going to have a different list. We're going to say, hey, what's on your list? What's on your top three? But just know today, you're probably going to come up with more than three. That's okay. We're going to narrow it down at the end. Does that make sense? Cool. And on the rare case that somebody doesn't know who Scott Silvan Bell is, Scott Silvan Bell is my co-coach, co-facilitator, co-mind changer, strategizer, business strategy professional who helps businesses grow their businesses beyond exponential and more. So Jason's gonna start out and he's probably gonna ask you this question. So I want you to take a minute and reflect after I go over these categories of what have you gotten from this program?

0:16:03What have you implemented? What's your biggest insight to date? so that he sees that you're in action. Because when he knows that people have used the information that not for intellectual entertainment but for applying and denominated if you can, like I know who has denominated probably millions of dollars to certain of Jay's strategies. So if you can do that, that would be awesome. If it's freed up time, that's important as well. So if you have a way to have more time in your life, or more money in your business, or some other denomination, I'd like you to be able to share with that. But let me give you a rat-tat-tat of what is in the works if we have time. So we're gonna talk about real life success stories from Jay's life, proving that these things work. We're gonna talk about becoming an exponential entrepreneur. whole mindset behind it. We're going to review levers. So go over that again. Flipping your business worldview. Why 10x moonshots might not be the best. Tunnel vision versus funnel vision, a technique for producing breakthrough ideas. The alpha life who wants to outperform the stock market with their business. The quantum quadrants. And my question to you is how does everything you do relate to everything you do?

0:17:40That's kind of what we're gonna talk about in that one. Decision scientist, it all starts with a decision. If you're not making a decision, you're not in action. So we're starting early on, make a decision. Leverage your human hedge fund, the strategy of preeminence, proprietor versus entrepreneur. This one might sound familiar to some of you. only three ways to grow a business. And there's the three advanced ways. Power Parthenon, Force Multiplier Effect, 15 Power Pivot Categories, 12 Pillars of Strategic Business Growth, nine Drivers of Exponential Product Testing Variability, Access Deny the Sticking Point Solution, 20 Marketing Mistakes, Social Media, Golden Numbers, Performance Gaps, Opportunity Gaps, Assumptive Gaps, Yield Gaps, Maximize Then Multiply, Optimize Then Innovate, Strategic Optimization, the highest and best use theory, radical rebound, multiplier risk-diminisher, referral strategies, 125. Relational capital, over 100 days. The unlimited checkbook, the ultimate leverage in other people's resources, power partnering, joint ventures, strategic alignments, endorsements, why you should partner and not perish. Going beyond bartering, creating a barter profit center, triangulation, 61 points of leverage marketing,

0:19:03Consultative and advisory selling, attention deficit syndrome, tension deficit advantage, relevancy rules and rectifiers, activating absolute advantage, seven concepts that go teach you in business school, five ways to create business well, sunk cost marketing, modeling for millions, borrowing for billions, to Keto School of Marketing, mind of the market, Amazon School of Business, moat strategies, exit theory playbook, profit prism, profit pinata, types of growth, the law of infinite returns, I'm not even halfway. So de-risking your risk factors, what kind of business investor are you? There's four types, spending versus investing, private equity versus venture capital, crushing your glass ceiling, two-way licensing, low-hanging fruit. And if you're not doing many of these strategies, it's all low-hanging fruit. Edward Deming, PEQ optimization, friction factors, strategic communication, the reason why unique selling proposition storytelling, I never thought about it that way. social, emotional, and other intelligence, the ROI of big ideas, creator versus curator, strategic soft skills, over 30 plus of them, all of them making a geometric difference in your growth, thinking differently, nine forms of thinking, critical consequential thinking and Socratic interviewing,

0:20:21types of thinkers, uncovering what you don't know, pattern recognition, the Meinstein effect, how to think like Albert Einstein, trust building, greatness, Six Sigma, How you are seen, how you are heard, understanding the meaning of value to the other side, avatar of an exponential business, which includes the Maven manifesto. Social and emotional and other intelligences, CIA continuous, intelligence accumulated. Knowledge trapping, asymmetry, creative collaborations, masterminding, organized informal, mentorship and a masterful thinking partner. Perspectives, hindsight, insight, foresight, passion, purpose, possibility, loyalty, royalty, the relevance, competency, and passion system. Compete with yourself, victor or victim, the action bias, cross-training, get out of fail, you're richer than you think, profit prescription, your daily dose, and exponential entrepreneurship in all market conditions. So buckle up, take a moment to reflect on what you've gotten from this program so that when Jay comes in, you can give him kind of a sense of that. And when you've completed the top things that you've grown using the Beyond Exponential Strategies, turn to your partner after they finish writing and get to know someone in this room

0:21:55and see how you might be able to collaborate as well. So thank you all for being here. I'm excited for your journey, and I can't wait to see what I'm gonna learn from this and be as coachable as I can so that I can help all of you in any way that I can. And by the way, this is Michelle, Scott, John, Desray, greeted you, this is Ben over here on camera, and all of us wanna contribute to your best experience here. If you have any question, ask any of us, we truly want this to be transformative. All right, so I do this thing every time I come and I meet with Jay. I open up a document and I start writing questions. So about two o'clock in the morning, I wake up last night and I'm like, I've got questions for Jay. I've got questions for Jay. So I'm up for 30 minutes writing questions in my phone. So I'm kind of curious, who here has a question for Jay? Do you have it written down? You know, okay. I would encourage everybody to write it down, because there might be a point where he says, hey, does anybody have any questions? So, you know, if you ask something specific, so does anybody wanna know what I would ask him? All right, let me pull this up. Jay, what's a lesson you wish you would have learned recently that you would have known 30 years ago?

0:23:23I woke up at two o'clock in the morning thinking that. Jay, when you counsel entrepreneurs, what's one of two things that they get hung up on that really don't matter and hold them back? I'm like, I just want to go to sleep, and then I'm like, no, I want to write more questions. What's a relationship that most people are missing out on today? What relationship should I be trying to foster right now? How can small companies combat the massive fortunes of private equity and still get ahead? Like, that's a big question right now in a lot of industries. So who has a question they need help formulating? So you're like, hmm, I like what Scott said, but I don't know how to ask it, because I got a program J to ask a question. I would challenge you over the next day to come up with at least one or two. You're in the presence of being able to ask if it comes up, I would be like, I'm ready. But it took me 30 minutes to come up with four questions. I've got a running document on my laptop, don't get me wrong, I probably have another 100. But those were the four that I woke up when I was like, man, I should probably be sleeping. No, I'm gonna be seeing J tomorrow. Let me come up with a couple. So of those four, which one really caught your attention?

0:24:36And I'm curious, the first one, let me look that up. Hold on a second, let me do this the right way. Mic runner, mic runner. I think that's your first question. Your first question was very general but broad. And so it wasn't, I think, as I was saying, a lot of people here, I think are individuals looking at how they're gonna grow their own business, where you're looking at it from a global point of view and how does things change based upon, not my business, but just in general? I'm almost curious of like a 50 year view of business. Like I turned 47 last month, right? I've got a short view of business compared to Jay. So I'm always like, what's the history? What's the background? What's something that I'm not seeing? How can I pull that out? Because I don't want to make those mistakes. Those mistakes are costly. If I can bypass those mistakes, I'm like looking at other people like, You know you made a mistake, you didn't have to. Who else had a like, hey, that was a pretty cool question. Thank you, Robert Anderson. Thanks, sir. What was the question about funding, about VCs? The question about private equity is how can small companies combat the massive fortunes of private equity and still get ahead? That's a fantastic question because a lot of small businesses

0:26:01can attract that kind of investment, that kind of funding. So my question would be, how does a small business position itself to attract the kind of funding that's available out there in these big funds, at a micro level. We could take and mutate that question pretty easily and say, how could companies team up with each other and combat private equity? Like, I've got a couple of ideas of things that I'm working on, doesn't mean that they're gonna work, no, but they're, you know, something that I'm gonna work on implementing. Who else had one? I'll get you a microphone, I promise. Is that a hand up? About the relationship. Which kind of relationship should I be focusing on, which other entrepreneurs are not focusing? Yeah, what kind of relationship should I be working on? That is what I would like to have said that what type of relationship should we be focusing on as an entrepreneur? Yeah, yeah, cool. So going through this process, does anybody come up with a question now that can help their business? You know, I'm not saying you have to come up with one like, hey, right now, but you should really be thinking about this, and if you're on the chat, if you're watching home on Zoom, same thing, right? Let's get this going.

0:27:12I have this thing where I'm like, okay, if I'm gonna meet with somebody, I'm gonna come up with at least 10 questions. Cause at some point it might happen and it might not. So there's gotta be something that brought you here today that is like one issue that you're having with your business. Brian, can you grab that mic? There's probably one issue that you're having with your business. And if I just went around the room real quick and you're like, there's one thing that I'm struggling with, would you mind sharing it? Can you guys do that? Would that be all right? Can I start right here? Struggling with rapid boos. Struggling with focusing on one project at a time, very specifically. Focusing on one industry. Getting really micro. I'm struggling on human resources. What was the question? Yeah, there's just so many possibilities that's, no, but the struggle is to see all these possibilities and act upon the first and then the second. So it's mainly focusing, I think. Keep in employees, you know, how to retain them.

0:28:54I would say that focusing on how to keep competitors from copying what I do. And Matt here is struggling to scale marketing and lead generation beyond into a new market. Alex, human resources, just signed up a new joint venture. Cool. I'm struggling with focusing on new business ventures while running my current businesses. I would say growth while optimizing. Currently I'm struggling on a specific risk reversal process. Bringing on new staff and figuring out how to train them. Yeah, kind of similar. We just had some new, had some team members leave trying to bring new people on and getting them trained while also still trying to grow the business. Yeah, internal stabilization and simplifying and speeding up that process of onboarding new people. Hi, good morning. Growing sales. Developing new client relationships that mirror the two that we have that drive most of our business. retaining, attracting good talent. Struggling with focusing on ideas, because so many ideas come in my mind and I want to execute all of them. So struggling with that focus.

0:30:27Which one to go first? What kind of business to pivot and acquire, how to focus efforts to create more time, to move the needle, best way to attract members of business unfamiliar with and perform sales call with no pressure on client purchase. So with that, I would like to officially welcome Jay Abraham, a man who to this group needs no introduction but still is worthy of an epic one. So Jay has been truly working with this beyond exponential curriculum for 50 years. What this evolved from was the face-to-face interaction with clients who have problems. And what he does is he creates a strategy to come up with a solution. Up until the last five years, this has all been intuitive. And what he decided to do is to codify these strategies so that he can better share them and make them available so that you can adapt and adopt these strategies so that you can become the intuitive business resource that breaks your company and the companies you work with beyond exponential. Now there's so much more I could say about Jay but we're gonna stay focused on the beyond exponential. So welcome Jay, thank you so much for being here.

0:32:00Thank you. Yeah, yeah, good, good, good. Thank you, gracious, gracious. So we have a lot to accomplish, and hopefully my voice won't give out in the beginning, and I appreciate you being here. There's a lot of people that aren't here that are watching on the link, but there's two categories of people here, and I want to acknowledge both, and then we'll set this up. I don't do large programs anymore. I used to. Is it working? Yeah it could be my voice. Pardon me what can we do? Okay why don't you move the mic a little closer. Okay is that any better? Okay good and my voice you'll see me throughout I use peppermint hope it doesn't offend you I put it grossly around my nose but it makes my my focus great but sometimes it makes my voice a a little rugged for a couple of minutes, so bear with me. So the two people categories here, a number of you honestly helped me evolve this because we've been doing iterative versions of this specific program for about three years. I conceived it as an integration of all the work I've done. I had a vision and a concern. Everybody out there, myself sometimes, but not mostly, advocates the 10x moonshot growth.

0:33:39That's a cool concept in theory. But if you execute it, what happens is, first of all, you gotta find experts who can work together and possess the ability. Most of the time, a 10x moonshot growth is driven by technology, which is great. I mean, there's so much going on. You know, Sam, the, the, the, the guy that, that, that we, that talks about, see if you can get him to do a little cameo later. This is a man who's, who's massively knowledgeable in chat. But what I was going to say was, if you try to do a 10X moonshot, and that's your goal, admirably as it is, you need to find the experts. They're expensive. They've got to work together, which they may or may not. You've got to have the right application. You gotta have the right application, project, strategy, which may or may not work. It almost always, pardon me, takes longer and costs more than you expect. Just like building your own house. Anybody built your own house? Did it come in at budget? Close? Did it come in on time? Close? Okay, the point I'm making is you got that now. You gotta run two parallel universes. the new one and the old one, which is staff, you gotta pay for all that, where's it gonna come from? It's either gonna come from cash flow, which you can't use for other things

0:35:04or clean paying yourself, or it's gonna come from borrowing, or it's gonna come from dilution, taking on investors. My thesis has been that's great, but why not first work on the bottom line? Why don't you get a 10x and 10x maybe outsized, but why don't you try to get a 10x bottom line you shot because it's safer, faster, easier. You've already got no matter the size of your business, you've already got that, you know, the momentum. It's just, it's just qualitatively demanding and commanding of the business a lot more yield by getting much more economic gain out of everything you do, every way where you do it, everyone that you interact with, every dollar you spend, and that's always been my thesis. I have never been negative to revenue growth, but I've always said revenue growth isn't as meaningful unless you're trying to sell it to somebody else who really and truly is interested in it strategically. So if you're gonna operate it for some period of time, even if you're setting it up for an exit, which we'll talk about tomorrow, why not maximize the bottom line that's always been my premise and Brian before I forget I don't know if we added to the PowerPoint the key elements of that other one the crisis one number at the end okay good so let me tell you what

0:36:38we're gonna do oh I forgot to say so the two people the majority of you have been well I hope rewarded guinea pigs for different periods through the last three years and we told you all if you would help we would let you come to this one and that's the majority a few of you are just coming for the first time and they are familiar with me but they haven't lived the methodology that you're going to learn again now I'm going to teach you today and tomorrow I am going to translate and transfer to you all knowledge that has the capacity of driving exquisite and unimaginable bottom line growth. For many of you, it is going to be repetitious, and it's going to be very expansive. So before you go, already know that, you don't know if you haven't done it, and when I did all of the interaction with the majority of people on the sessions we did, for those of you who are brand new, we did, I did in the beginning, monthly interactions with everybody. The cold hard truth is that I laid out in the beginning 30, I think we expanded it the 97 different macro categories, each one of which had the capacity of producing a 10x moonshot, certainly an exponential bottom line, each one not together. And when I queried everyone,

0:38:23and I'm not pointing fingers because you're here, almost nobody did. And that frustrated me, But the concept is predicated totally on activities, on strategies, on collaborative projects, and real world outcomes I have either engineered or my colleagues have. So we're going to review things some of you already know, but we're going to take them to sublime, and I'm going to do it in a way that interacts with you. I believe it is essential. I haven't done big trainings for years. When you did big trainings because you're gonna experience a more elite, intimate, and impressive experience with this, every time I would get it as a category, I would stop and I would clear the whole room at least in five days. We were doing $15,000 and $20,000 programs about 25 years ago, but I would ask everybody what they either were going to do with, how they were going to execute it, when, how, and why, and I can't do every one, but I'm going to do it in a minute maybe, and it's to put you on the spot, to force you to do declare in your mind, not on the echo, the thing that you've adopted, how you're going to implement it, and are you going to? And there is a little bit, or a lot of psychological correlation if you publicly affirm something,

0:39:58you've had the higher probability of doing something with it. I have been, I've traveled the world something like 80 times, not every country but around Asia, Europe and what I've seen is people get excited about breakthrough thinking. I'm tolling down later, but when they go home they tend to go right back status quo. That's one of the reasons I don't do seminars anymore. I used to do 800,000 people at between low of five and high of 30,000, and we did it all over the world. And I had 100,000 documented success stories. 100,000, more really, but that was the last week of content. And that would be very exciting to most people until you correlate that I taught my fundamentals over the years to over, I don't know, 10 million people. So I was depressed about it, and I stopped because I wanted to be connected to people who are on the front lines of capitalists. Excuse me one second, guys. Would you mind just, and it's, I'm ADD and that door being opened bothers me. And you will find I am ADD, I speak from the heart, I spend most of my life doing it, not teaching it. So I'm not gonna give you the most smooth presentation, that's not what I do. I'm gonna give you from the heart what I know to be true and what I believe you need to understand about something.

0:41:33I always over engineer what I'm gonna do because I really don't know until I get into it, engage both the audience and also how I'm delivering it. So much of the PowerPoint, I might skip through. It's not to be rude. It's because I think it'll take too long, or it's unnecessary based on how you have responded. So I like to respect the intelligence of my audience all the time. I'll tell you exactly what I'm going to do, exactly how I'm going to do, and why. And I hope you'll stay in the moment with me, trust me, and enjoy the process, but I'm not here to intellectually end today. I'm here to be a catalytic force to drive you home. Now, before I start, I'm gonna give you a suggestion. You may or may not see this, but can you see what I just did? Okay. When I used to do seminars, I told everyone, do this. Take your pad, take your journal, split it a third, two thirds. On the left side, when you get concepts that rock you, are interesting or are confusing, write the concept down on the left, and then immediately, if you can, if you can, write down the most concrete and specific implications that you are seeing in that moment.

0:43:13and tell you why and tell you I'll tell you why. If you've ever taken notes and I've studied this a lot at a seminar and then you go home and you look at your notes you don't have an idea what it means and you don't remember all this brilliant ideas that came out of it and it's a waste. I don't want this to be a waste. I also will say something in laudatory acknowledgement. There were 350 of you who could have come here. There's about three of you who paid to come because they are new to me or new to my work. The rest of you you came and it's you were entitled but it's interesting that the others who are probably right this moment lamenting they want their business to grow, lamenting that they wish they were making more money, lamenting that they really wish they could have more facilities or be more but how badly do they wish it wishing isn't doing wishing is not doing okay is that a good setup okay now we built this and i haven't adjusted it fully so in the moment i might change something don't get frustrated because i'm going to give you everything i've got we're going to go probably till six o'clock maybe today and I will give you some suggestions right now before we start.

0:44:49And the fact that this is a small intimate group is even better. Every time there's a break, I would encourage you to walk up to as many people as you can, tell them who you are, what you do. Maybe you guys did that before I came. can, tell them who you are, what you do. Maybe you guys did that before I came. And depending on how many concepts or stratagems we covered in that segment before the break, tell them the one or two things you got that you're going to do and how and how. Because I wanna cover a lot of content and it's only two days, I'm not gonna have the ability to do what I would love to do, which is have all of you stand up, share what you're gonna do each time. It just burns too much time. But if you do this at every break, by the time you end dinner and lunch, by the time you go home, you will have taken in, if there's 30 of you here, and we'll try to get some of the people on the links if they wanna contribute. You'll get 30 times maybe, Well, you have probably three breaks and lunch and dinner. So that's three, four, five, five, two. In 10 interactions, if you do it right, you might get as much as six different interpretations. That's 60 expanded.

0:46:22And everything I do is about geometric growth. Everything I do is about exponentiality. So think about that. Okay, let's get started. You had the powerpoint set up? Okay, put it on. And I'm sorry, my voice is cracking right now, hopefully. All right, next. This is just a quote from me. We'll give you, some of this I'm gonna give you so you have reference. We'll give you this quote, I don't need you, but go ahead. Okay, so we're gonna start this in a fun way. And we'll start it by telling stories. I called this Bad Times Stories for Business Builders. You might've heard them, but they're designed to break open your paradigm. We call that a paradigm active. I'm gonna give you all a paradigm active. And I have to look at my notes, so I apologize. So the first point I wanna make is that ice cream was developed, I don't know, 1500 years ago, but it took almost 500 years for them to come up with an ice cream cone. toilets were created, I don't know, 800 years ago, but they didn't come up with toilet paper for about 300 years later, which is interesting. So I'm all about looking at all kinds of different industries and integrating everything together. Next slide.

0:47:53Do I need this? I can get, do we have a clicker? No? Okay, it's fine. All right, so I'm gonna tell some quick stories to show you possibilities, and then I'm going to give you the essence. And the first thing before I do this, and we're going to do it later again, there's a fabulous story about a Baron Rothschild, this wealthy, wealthy financier in Europe. They said somebody came up to him once and and wanted to borrow the equivalent of $100,000. And he said, I will not loan you a penny, but what I will do, which is amazing, is walk arm in arm with you or shoulder to shoulder, back and forth across the stock exchange. And when we're done, everybody there will lend you all the money you want. And I'm telling that story to start this so you'll think differently. and I'm all about thinking differently, but the key to this is if you understand the power of other people's credibility, access, resources, and you can devise ethical, equitable ways to mine and monetize and maximize those relationships, it can explode your business. Now, we're gonna circle back to this later, but I'm going to start with the stories because they're fun and they get your mind going. So the first story is about Colonial Pen, the insurance company.

0:49:30These are true. Colonial Pen was started, I don't know how many years ago, to be an insurance company that would do affinity groups. So associations, large groups of union members, things like that. And they were struggling and struggling and struggling. they're just having great difficulty growing until one very innovative nonlinear director suggests to them that why don't we start our own association if we can't get ones to deal with us and they started one and they developed it they found a niche which was the market they wanted and the association they started was called the American Association of retired people, AARP, those of you who are from the United States will know it to be an organization of tens of millions of people. But they decided if we can't get others to do it, we'll create it ourselves. And the message there is think differently. The problem can turn into the opportunity if you have the right mindset. Carnival Cruises, when they started, everyone knows carnival cruises they're multi-billion dollars i think they have five different brands that they own now a public company you know covid wasn't good to them but they're they're a huge company when they started i happen to have known he's deceased now the man who was

0:50:59their marketing guy true story when they started the man that started had so little money he brought a secondhand cruise ship that was not painted on one side. When they were at port, they had to bring it in on the on the paint side, backward, sometimes forward, whatever was appropriate. True story. And they would go out half filled. That meant, let's take a hypothetical, let's say they had 800, let's use an easier one, 1,000 rooms, and they only have 500 sold. And so they went out weekly, 500 rooms unsold. Now, you could think, OK, let's figure out how to market, and sell, and spend money. But my friend was very inventive, and he was my mentor, so it was really interesting. He said, 500 rooms worth less hypothetical. It's a little less than probably 10, but let's use an easy analogy. At $1,000 a week means that $500,000 of buying power is going out and literally down the drain every week. He said, let's go to radio stations, television stations, publication, media, back then it was newspapers too, and let's exchange, trade barter with them, our unsold time, excuse me, our unsold rooms for time and space. And they did that with one very astute strategic caveat. They told everybody, and everybody took it

0:52:29was great and people would use it for their staff themselves gifts bonuses gives away every incentive to their salespeople so they loved it but Carnival Cruise was even more astute my friend my mentor he gave everybody two years to use the the credit and they were dollar denominated so what happened was most of them didn't use it right away but they ran the advertising right right away, so they've got cash people right away. When they finally used it, if you understand time value of money, $1,000 today isn't worth the same as the $1,000 in two. Plus, they put a little provision on. They said, if, whenever you use it, the only stipulation is there's a $95 service charge, which covered all the incremental costs of the maids and the food, and they got all the ancillaries. They got the gambling, they got the excursions. But that's the true story of how they started. They used a very non-linear way. Home shopping, which is huge, I think, I don't watch the cable channels, started with another friend of mine. He was a little radio station in Florida who couldn't sell much of his advertising. But local merchants would give him stuff. And my friend said one time he had 100 electric can that he traded for, and he didn't know what to do with it.

0:54:01So he started on weekends instead of running programming because he couldn't sell advertising. He ran what started as auctions where you could bid on all the stuff he was sitting with that he couldn't sell. And then they just put very attractive prices on it and everything would sell out. And then he would buy time on other stations in Florida. And after a while, he was able to create his own network. But when he bought, excuse me, he didn't buy time, he would acquire time on other stations in exchange for a share of the revenue. And that's how he built it, true story. The Porsche story that I'm looking at, I'm assuming you're looking at the same thing on your screen that's just from my memory. True story, a man in Northern California loved Porsche automobiles. happen to have amongst a lot of them I have a 2002 Porsche and it's really a giggle and I used to have three turbos so I like Porsches too. And this man could never afford it but he lusted after Porsches. And it turned out a small Porsche dealer in Northern California became available for acquisition. This existed. This man didn't have a pot to piss in but he really loved Porsches and he was very inventive. He thought okay I'm going to just see what the deal

0:55:20And so he asked for the perspectives and he saw all the rules and regs at that time. I don't know if it's so true that a dealership had the provisions they had to comply with and he was looking not for loopholes, but for underutilized aspects. I always teach people, you're looking for overlooked opportunities, hidden assets, It's underperforming revenue activities, underutilized relationships, distribution channels. And that's what we're opportunizing in your own business or others. Others you acquire, others you partner with, others you just look at to get ideas. So this man saw in this dealer, okay? In this dealer, and if I can do it myself, I can do it too, but if you keep changing, it's fine. saw that there was one provision. You could give demo cars to somebody to drive back then for up to three months or 3,000 miles and it could still be sold new. And they would just sell it at somewhat of a discount. Porsche's had a big markup. And with that single piece of realization, he created one of the most inventive and amazing concepts. He ran ads all over that said, drive a brand new Porsche every year for life for a one-time investment of $75,000. And his concept was, hey, I can get all the Porsches I want, you drive it, I can sell them at a discount,

0:56:56which I'll be very competitively advantageous. He got some number, I wanna say 200 people to take them up on. So let's say he was in that range. So a million and a half dollars comes in. He didn't give away one iota of equity, He didn't give away one piece of interest. He was able to buy the dealership. He had excess capital to run it. He was, you know, he had a finance, and he didn't buy the whole thing for that, but it was the down payment and operating capital. He also got all these people to be his referral sources, and that's just by thinking differently. Can I see the next one, please? Thank you. So I personally did the next one. It's pretty cool. Everyone here in the United States, some of you from outside wouldn't know that. There's a product called, actually, I should buy a jar of it to show you. It's an LG's bomb. It's for arthritis, for cytos, and it's actually wonderful. I was involved in the very beginning, and we bought an old company that was only doing $20,000 a year, not a month. And we got it to about 25 million in the first year without spending almost anything. And the way we did it was looking at lifetime value. You all should know lifetime value, it's also called marginal net worth. And we found out that every time somebody bought a jar of it

0:58:28and it was a mail order product at the time for $3, 80% would buy a jar every month for life till they died or somebody came up with a cure for arthritis, bursitis, rheumachism, and of the eight out of 10, half would buy something else from the catalog, and, and this is averaging, I'm just trying to make this simple because I can give you specifics, but it won't give you anything. Of the four that bought something else, half of those twice a year would buy in bulk to give away. And the bottom line was, every time we got 10 people in for $3, we made $50 on average profit a year, even on the two that never bought anything else just to have them take it out. And when we figured that out, we had no marketing budget, but my job, and it was odorous, but I did it, was to call as many radio stations, television stations, newspapers, and magazines as I could, and persuade them when they had an unsold time or advertising to take our ads and run them for our $3 product. And we offered them $3.45, 115% of the money. If they would do it, we told them we were fine if they kept it, because they were always worried about getting taken advantage of. And I had everything covered. People were worried that if they did a joint venture

0:59:53with you like that, maybe you wouldn't ship your product. So we would give everybody two dozen jars to have there in case anybody had any problem. And the only stipulation we ever had get the name to us right away so we can ship it because one of the lessons I am going to teach you right now is the sooner you get the first sail guess what the sooner you get the second and assuming you know what you're doing make a very long story short I was able to get over a thousand media outlets to do this most of them did not produce massive and meaningful outcome and you only do five or six sales a day, but five or six sales times a thousand is five or $6,000, and every month we'd find one sleeper that would do 10 or 20,000, make a longer story short. At the end of approximately 15 months, we had 500,000 repeat buyers. We were doing millions of dollars a month, and we sold it. I didn't have equity with Bradley, got $60 million for it back in, whatever, $77, $78. That's part of the story. The other part that's even more interesting is the acquirer was a pharmaceutical company that was subsequently resold to another one. And they only understood one thing. Oh, I got to tell you this. Forgot. We've got a big piece, sorry, it's the ABD talk.

1:01:27So I got in today's dollars for no cost, about $150 million of advertising. It sold 150, as Heather said, a lot of the ads in the small markets or some of the newspapers only reached a certain number of the older people we wanted, but we got about $150 million. What happened was people would start seeing, hearing watching our ads and they'd go to their grocery or their pharmacy and ask for the product. At the time we were strictly a mail order product which on evaluation was low today and e-commerce would probably be more valuable than a consumer product but at the time it was the opposite and we accidentally became a consumer product because demand was so high and that put a zero on the end of what the company was worth. So that's the next point. But that's not the whole story. So this acquirer, which was a pharmaceutical company with a lot of money, bought it. And they didn't understand the real hidden assets. They only wanted the product and the retail distribution in the stores. And we were given a very limited non-compete in that one product category. What they didn't want, which fascinated me, was the 500,000 repeat buyers, and they didn't want the distribution channel we had to all the 1,000 media sources,

1:02:58which we just put other geriatric products through and started again. And I hope this is just getting your mind a little bit stretched. The car wash, what's, there's something on here. Do I have to hit this little button? I don't wanna lose this, but I'm not technological at all. That's why I'm gonna get somebody else to talk about Chad's PPD weekend. Good. So the car wash has many implications and I'll try to tell them as fast as I can but my goal is not to move with rapidity, it's to give you a chance to stretch your mind. So I had a car wash once that came to the program and they had figured out a methodology that would produce an average of about five times more people buying the upgrade, the $29, whatever it is. And that's cool. And they were making an extra $20,000 a month, which is really cool. But their total accessible market was maybe five miles. No one's gonna come from here. I'm not gonna come from here to Hollywood to get my car washed. So I said, well, it's great you've done that, but that's not the real opportunity. The real opportunity is taking the methodology and either selling or licensing it to as many other car dealers outside of that limited five, and we did. And he ended up getting something like 2,000 car washes

1:04:25to pay him $100 a month to use that methodology. He was making 20,000 himself, but he was making 200,000 doing it. I had a dry cleaner that in Chicago had three facilities and he had marketing and advertising methodology that was about three times more effective in sales than the average dry cleaner, but he had no goal of expanding. He didn't want more than that. He was able to take that and license it to about a thousand other dry cleaners outside of Chicago for approximately $200 a month. We have a guy that was a, I still is, but he's not real active and he's retired. He was one of the biggest trust and estate attorneys in Los Angeles for the middle market. And he realized he heard me talking about this and he decided to take all his methodology and he's got something like 500 trust and estate attorneys paying him 10 grand a month, excuse me, a year to use it. But the point is methodology, I'll tell you one more true story. This is the one that really I love, but I like them all. I had a lumber mill that came to one of our programs when I was talking about this. And he realized he was a fanatic about kiln drying. Do you know what kiln drying is? Okay, if you have a lumber mill, you start with great big green logs

1:05:52and then they cut it and they're soft inside. How do you get a soft inside to be a hardy sturdy, you know, two by four or four by eight or whatever they are, you have to put it through a heating process called kiln drying. It's slow, it's expensive, it's the singularly biggest expense in a number of them. This guy was a kiln-drying maniac. He had figured out how to save about 30% on energy cost, the biggest single expense, and separately he figured out how to get an average of something like twice as much double AA and almost no scrap. So he's getting much more utilization, much more productivity out of his resource. He's making a couple million dollars a year from his, you know, drying proficiency, but he could give away his lumber and about, after about a thousand miles, it's not practical for the shipping and he caused too much to get it. So we did a thousand mile circle and then we went around the world and we found every lumber mill we could and he got something like, I don't know, two, 300 level mills to be in 25 grand a year to use his Kiln Brian. Is that interesting? I'm trying not to tell you you should go into Kiln Brian. I'm not telling you you should have a car wash. I'm trying to get you to think way outside the norm.

1:07:21Oh, that was good. So a guy in Australia, I can't remember if it was Melbourne or Sydney. Again, nonlinear thinker. He came from the ad world and he realized that offices all over where there's concentrated foot traffic would be a fabulous place for signage. But there were laws that prohibited any signage on the outside of any of the building. So this guy did something outrageously inventive and he sort of did just the opposite. He went to a bunch of the offices on the first floor and ask if he could rent space on the inside of the windows facing out. And he's got tons of them and he was really amazing and he sold the relationships to a larger sign company in Australia. The flea market is a cool concept too. Friend of mine, true story, about 25 years ago, can I get a fresh coffee with somebody? Oops, sorry about that, I'll trade to you. Friend of mine, about 20 years ago, came to Los Angeles from Santa Barbara and he didn't have a business. He was very astute. He was looking for something really inventive that nobody else saw. He was looking for what I'll call marketing or opportunity arbitrage. You know what arbitrage is? It's where somebody doesn't see an advantage and you do and you're able to lock it up, capitalize on it, investing, they do it.

1:08:53And he saw what turned into be a hell of a great opportunity. The Rose Bowl, anybody who's ever watched the Rose Bowl football game is a big stadium that is used very little. It is used to play games for the UCLA football team, which is, I don't know, 13 games a year during the day, It's used for the Rose Bowl and it wasn't used for very much of anything besides that, but it had outrageous parking. It had outrageous just footprint that wasn't being used outside of the stadium. Thank you so much. And he went to the county that owned it and said, what if on all the days or the times on the weekend it's not being used, I did flea markets? And he said, I will give you, and it was a negotiated share. It was no front money, but a share of the revenue. He locked up a contract that was, I think five years with the renewal. He knew absolutely nothing about flea markets, absolutely nothing. but he had people that locked it in. He found the largest flea market management company. We got him to give him a million dollar advance against a share of his profit and they took over the operation. He had that built-in that he could have a partner and he made millions of dollars just by the arbitrage. The high-end CRM company in Australia.

1:10:28These are all true stories and they're just designed to get your mind in here for the rest of the two days. So another true story, in the very early days of CRM, there was a company that I advised at an expensive seminar, so I didn't have ongoing, but I gave them the strategy. They were selling at the time $50,000 CRMs, which was outrageously expensive for most people back then, because I go back more years than you want to know, which is actually an advantage today, but it's just a long swath of understanding. And he was having trouble. They were spending money and running ads in every trade magazine they could to try to reach people who would benefit from the CRM system. And they were making money and they were getting about a thousand leads a month and they were only closing about three or four percent. And when I talked to him, I said, well, what are you spending? And let's hypothetically, it doesn't really matter, but let's say it was $100,000. So what he's saying is he's getting 1,000 leads, which leads costing $100, right? And he's selling, let's call it 5%, let's be generous. So 95%, 950 of those leads times 100, he's wasting $95,000 a month. Does that make sense to you? I said, well, let's take a look at

1:11:54what the reality here. The CRM system is pretty boring. It's not that exciting. So anybody that's inquiring probably really wants one, but either it's too expensive, too complex, your terms are wrong. Something's wrong here because they want it. They could bet if you just don't have what they want and there is an alternative. And he said, what? And I said, why don't you go all over Australia, the United States, wherever, find somebody in the same genre who's got more of an entry level, simple one, get the rights to it, don't partner with them, just get a license, put a few bells and whistles and that will be your down sell. That will be what you offer people who either can't afford it or it's too much, or they just don't want that. And he did it and he started making about five times more from the people he originally didn't sell than the ones he did. And his main business became basically almost the back end. And it was really interesting. And it's a way of thinking. And I'm trying to just get, yes, sir. No, not yes, you can, of course. Me? You said get a license, don't go into partnership with them. Why not? What's the difference? Well, okay, let's say that you, the partnership would be that I sold it and I split profits with you.

1:13:27A license is I get the rights to use it and I'll give you 5% or 10% of sales or I'll just give you a flat fee every year, whatever it is, or maybe I'll give you a fee against an option to buy it. And the reason that you would wanna do that if you were the smaller company is that I'm spending money on every, I'm getting leads you can't. I have sales people you don't. We can do a cutout. You can say, well, I'm really big in the medical field. okay, we won't go to the medical field. We don't care. We care about finding a way to repurpose our unsold leads. Does that help? So it's just easier. It's just a- Well, no, there's just many, the key is fluidity flexibility is having, if you have more arrows in your quiver than anybody else, there's always a way to do it. If you only know one thing, there's only you do it or you don't. I've come from a world because I've been involved literally in a thousand plus industries. So I can look at something and there's always a way to do it. But you can't do that unless you get a broader context. Today, I'm going to teach you a lot of methodology. I mean, I get through everything, but a lot more than you know. I'm going to give you assignments for the rest of your life. Because my strength is very accidental, it's a true story.

1:14:45I got started, I was at 18, I had two kids at 20 and I had no education. The only way I became who I am today, standing in front of you, was totally accidental. I couldn't get a regular job. The only people that would give me anything were crazed entrepreneurs, but very qualitative ones, who gave me a piece of whatever I did, and I could eat what you killed. And so I had to learn really quickly what worked and what didn't. I had two children, ones back here, my daughter and an older son now. I had to figure out what worked, and nobody cared about time. They didn't care if I worked 19 hours a day or nine minutes. They just cared about, okay, you bring in revenue, you get a piece. So I did many things concurrently when I was younger and fortuitously, they were in totally different industries. I realized after about 10 industries that people in one industry don't have a clue what people in other industries do. They don't know the same strategies, business model, revenue circle and diffusion channel, ways they get people, convert people, sell, market, And I was able to take rather common and obvious techniques and methodologies from the industries I've been in, combine them into hybrids and industries that didn't know

1:16:01them and everything blew up and they thought I was this brilliant and I'm not stupid, but they thought I was this brilliant, wonder kind and all I was was the one I manned the land of the blind. I was just an emissary who was able to combine things. You can do the same things if you travel massively outside of your industry and that's sort of the message I'm starting this with and I'll give you one more. I, a lot of things I will say, I take, I say because of them on my mind and I'm ABD and then we'll come to that point on the PowerPoint and I'll just pass over it. I have a very strong belief there is an inherent flaw in the concept of best practices. Any of you that are really active in your industry, as my voice, know that best practices is theoretically the best operating, marketing, management practices in that industry. You can bring it in, go ahead, please, sir. And let's see if it's better. And that one was wobbly. And theoretically, it's a cool idea, but think about this. If you are an early adopter and you learn about best practices and you're the first one or ones in your industry, thank you so much, sir. Put it, you can put it right here, I'll move my chair, right where my chair is, it'd be great.

1:17:21Thank you, I appreciate it. And if you have a on, are the first one to get it and use it, still walking, it's okay. Yeah, it could be the carpet, could be the floor, it's probably not. At break, we'll get a level and see if, Anyhow, so if you are the first to get it, and you have a short term window of advantage, but if everybody starts using it, this fence practice just becomes standard operating procedures, there's no advantage. So you got to learn the next best practice. Whereas if you borrow success approaches from outside an industry, and I will advocate that 80% of the industry specific best practices aren't really the highest and best use of time effort. They're just the best ones that those very vertical minded people have observed. So I'm just a staunch believer in expansive thinking because it's generated an estimated 50 billion dollars of profit increases for to the people I've helped. Next slide, please. Okay, so our goal for today, whoa, whoa, whoa, I'm gonna go back to the question. Thank you. Our goal for today is to transform each and every one of you into what I call an exponential entrepreneur. Oh, I gotta tell one more, we'll come to it.

1:18:56I gotta tell the motorcycle story too. I got many stories that I don't have time to tell you, but I just wanna get your mind stretched. So, true story, I used to do seminars around the world and when I first went to China when we had good relationships, we had a huge seminar, like eight, 900 people at five or eight, $8,500, which was a ton of money back then. And I always, when I did seminars, in the last couple of hours, I let everybody ask Q&A, problem solving clinics, expansive discussion on what they covered. And a young man came to the mic through translation and asked me a very good question. He said, Jay, what do you do if your business is too small and the bank won't lend you money to grow? I said, okay, interesting question, tell me more. He said, I am a local motorcycle manufacturer, not only in China, where a city could be 100 million people, can you have a local motorcycle manufacturer just going in that city? He said, but if I had the money, I'd go all over Asia, create a factory. I get offices in every country. I get salespeople. I get dealers everywhere and sell my motorcycles. And through translation, I said, okay, well, what's the problem? And he got really upset. It's like, I told you, I can't get money. I said, you really don't need money.

1:20:19You really don't. There's a philosophy I learned, and it's pretty profound. Your problem is almost always the solution to somebody else's bigger problem. They just don't know. Your job is to figure out who it is, what it is, and then make the point so painfully evident that they can't wait to engage with you. And I said go all over Asia, go on a field trip, find somebody in a non-competitive but a complementary business that has a huge production capacity, that has offices, salespeople, dealers, and they can deal with it. I gave him a little more context, but that was about it. So 15 months later, Here, I came back to China for another seminar tour and there he was again, smiling like the Cheshire Cat. He said, I did what you said, Jay, and just so you all know it, I all my life spend 90% of my time solving problems, mining opportunities for people, resolving complexities. I don't remember anything I do, because I may be me. I said, well, what did I tell you? He told me, I said, well, I teach you, too. He said, I went on a trip. I went all over Asia. When I got to Malaysia in Kuala Lumpur, I found Asia's largest lawnmower manufacturing. They had a massive factory. They were underutilizing the second shift.

1:21:37We made one of the greatest deals of my life, all the greatest deals. He agreed to produce motorcycles for me. He would hire everybody. All I had to do was bring them the tools and the dyes, anybody that doesn't know. know those are the forms that make the parts of the assemblies that come together and form whatever it is you're manufacturing I had to teach them and I had to basically go he had offices in 10 countries I had to go and teach sales people how to get their lawnmower dealers excited about about selling them but also inventorying them he said in our first full year together We both made 20 million dollars. That's the power of computing, okay? So I could tell a hundred more of these, but I think that's enough to get you started. My goal is to turn you into an exponential entrepreneur. From my heart, when I look at anything, I look at it from every vantage point imaginable. Within my realm, I'm not a manager, not an operations guy. I look at how many ways, and what they're doing, who they're doing it with, how they're doing it, the resources they're deploying, monetary ones, human capital ones, methodological ones can be used better. I look at how much more they can use their brand and distribution channel, their sales force,

1:23:00their knowledge base, how many more ways they can use their relationships. And I want you to think the same way because why would you do something for ads If the same effort or less, the same time or less, the same cost or less, the same asset deployment or less, can give you 3x or 10x now and a residual x plus later. And that's the whole basis of my work and my life and if I can translate and transfer that to you today and tomorrow and you do much of anything instead of nothing with it and nothing is not, for you guys and girls. I just see the majority of people I've ever talked this to do nothing. And it's amazing because when I do it for private clients and they execute, it's amazing. For anyone who doesn't know this but another true story. A month ago I got a call from a former seminar attendee, an occasional seminar, high-end seminar attendee. He'd come in and out of our life about once every three to five years. And I hadn't seen him for five years and he called and said, I want to tell you something very profound. He took three of your concepts, three. One's got a lot more in it. They were the power parts on which you'll learn in a minute. They were the strategy of preeminence which you'll learn in a minute. And they were

1:24:29more from the geometry of the business which was sort of theoretically all in there. And he said, I took it to sublime in my business. The business, by the way, He's now the largest provisioners of ducks. He sells ducks to Oriental Chinese restaurants and high-end restaurants. He introduced us to the chef at the second top restaurant in New York two weeks ago. We went there and got in. Takes three months to get in. I don't know if I wanted to get in. We got in and our dinner was at $4,000, so it's an expensive place. But the point is he went with that knowledge applied, applied, applied. He went from 30 million to 250 million in a couple, like a decade. He literally is making tens of thousands of dollars and he's paid me 300 grand just to mentor his four children for four hours a month to teach them how to think the same way. Because they're more linear minded and he wants them to be non-linear minded. So I'm trying to give you something very profound. I'm not purporting to be a profound presenter because I spend most of my time doing it. Okay, next. Okay, to become one, you need to do a few things. You have to develop what I call the alpha mindset. I've been working for three years on a collaborative book with a gentleman named Anthony Scarver.

1:25:58She runs hedge funds and he's a persona on, person is very he's very prominent on the investment and the news TV channels because he's a character but he runs a lot of hedge funds and we've taken the concept of a hedge fund which is asymmetric upside out performing the norm outsized performance and de-risking to the extent you can the downside and we've overlaid it in all aspects of life in this book you know your business, you know, a career, your income, your savings, your health, your relationships. But you have to adapt the alpha mindset, and it's asymmetric outside, and it's be risking the doubt. And it's very achievable in probably 95% of the actions, transactions, and activities you engage in, if you understand it. Next. We are all about two parallel universes. You've all heard, everyone goes, oh, it's optimized. And everyone else goes, let's innovate. Optimization and innovation are polar opposites. You understand that. Optimization is taking everything you're doing and taking it to sublime. Innovation is taking everything you're doing and making it obsolete and replacing it with something totally different. So what we're gonna teach requires you to very astutely bridge the two. If you can do it, the results can be epic.

1:27:32But you've got to understand, they're totally different. I believe, next slide, that, I don't know where that goes, put it back. I believe, put it back to where we were before, yes. I believe you cannot optimize, and it probably is your slide somewhere, your slide deck, you've got to keep moving around because we built it and we built it and we ran out of time. I believe that you can't optimize until you have at least a broad construct in your mind and understanding of not all, but of a lot more than is possible, options, possibilities, alternatives, and you can't get that from just being linear minded and staying in one industry. So our goal is to optimize everything you're doing first. When I look at a company, we divide it into two parts. by the slide and we call it maximizing and then multiplying. Maximizing is the optimization, multiplying is the innovation. You look at whatever they're doing, even if I think it's a little screwy, frankly, but if it's driving the business before we stop it and compromise the integrity of your cash flow, we try to make whatever you're doing better. So we get more cash flow that'll let us fund the innovation, sort of like the 10x concept I introduced next. Yeah, I don't understand why that goes there.

1:28:55So we're going to talk about, OK, well, highest and best use theory is an integration and an explanation of optimization. You should want everything you do to produce the highest and the best current and future result, but you can't just denominate it economically. You have to factor in the strategic implications. You have to factor in what your personal goal is if you own and run the business. You want it to be a lifestyle. You want it to generate revenue you can use for acquiring other assets to render you independent. You wanna grow the business for an exit. If you don't know the game you're playing, you'll never win. And the game you're playing has every right to be altered anytime you want. But you gotta start with clarity and most people don't have clarity. Another point that's very important, I don't think there's a slide on it. There was some scary research that I saw many years ago and it was really troubling to me. It said something to the effect of 95 plus percent of all entrepreneurs never reach their goals. That was the trouble. And then it went on to explain why. They don't really have finite, concrete, reverse engineered goals with benchmark timelines, performance requirements to hit it, and alternative hedge strategies

1:30:23that just have big sweeping abstract aspirations. I want to make a million dollars. I want my business to be sold for five million. They don't have any committed effort to really know exactly how to achieve that and what to do if that strategy underperforms. So just give you some reality here. Next. Okay, we already talked about that. Next. Okay, this is really powerful. And I don't know if any of you watched what we call lock-in, but it was about 10 hours of Tony Robbins and I doing interactions with people. One of them really, and we do this still once a year. He and I do a day together with his platinum partners and his lions, and they're really fun. With his seventh guy, we're insuring, I'm not dressed with tie and a suit, but I'm wearing a $10,000 suit, and he uses a little bit more vulgarity than I do. He'll say the F word, I'll say Fortnicate, and it's just hilariously funny. And the point is we make really interesting collaboration as we come at problems or opportunities differently, but he's a stronger force than I am, and his voice is stronger than my checks put today. And he'll go first and start the dialogue with somebody. And about halfway through, when it's about Mike, and I'll say, let's stop for a minute,

1:31:50and let's verify the assumption that this whole track of advisory commentary is based on, because if the assumption is wrong, everything is close, then that assumption is wrong. So you've got to verify your assumptions before you trek off in a wild effort. And I'll give you a really good personal example of stupidity and hypocrisy. About eight or nine years ago, a prominent person and I got enthralled with doing a wild interview service before interviews were freely disseminated. And we were gonna take eight or 10 experts in the same area and ask them each the same five or seven questions and it was gonna be a monthly service. We thought that was cooler than hell. It turned out it was almost impossible to get every eight group we wanted on the same page, so we had to do them separately, we had to edit them, we had to put it together, make a long story short, we both spent about a million dollars in the better part of the year nourishing our vision. What we finally got it done, our expectation was, all these other newsletters and influencers would be thrilled to promote for us and the public would embrace it Nirvana would, you know, occur, and we would be hoisted on the shoulders of the world, and it would be genuflex because we were so cool.

1:33:16First of all, nobody wanted to promote it. When we finally promoted it, we had three people, swear to God, who signed up, and they only signed up for a trial that was almost free, and we realized we could have validated the assumption two million dollars ago, Nobody responded, we would have moved on to something else. So I am a hypocrite, but I'm a great reality check. Always verify throughout your assumptions, the assumptions of the people who are advising you are the people who are serving you. We have people that sell for us some contracts, and they don't believe there's opportunity sometimes, and I'll get involved and say, well, let me do it this way, and all of a sudden, a $200,000 contract, because they see it one way, and they have a rigidity, it's not their fault, but reality is a very subjective thing, isn't it? Your reality in my heart is the same. I'll tell you something wonderful and also scary. If I had time, every time I did a discussion today on anything, if I stopped and I isolated each one of you so you couldn't hear each other, then I asked you to explain what you heard. we'd be shocked if there are 30 people in this room. You'd get 29 different perspectives. We used to do something really fascinating,

1:34:42and today it might be politically incorrect, but I'll tell you anyhow. So when we did these huge seminars that were very expensive, five days, and after two days when I had the trust of the audience, I would purposely come in late. Today I could, I tend to be late here on the ABB, but it was strategically raised before. And when I came in, I would profoundly and profusely apologize for being late. But I'd say, paleontologists, I just saw the most stunning woman I think I've ever seen in the lobby that I was mesmerizing, I still apologize. Say nothing else, and I'd go on with whatever we were doing. Then about three hours later, I'd come back to it, and I'd say, you remember when I said that? I wanted you to expand it. I would go to another room, now you're going to do like 10 or 15 minutes, there was not even gonna be the North. I wanted to hear what came to your mind as a stunning woman. And I would go around the room. To some men, it was anatomically denominating. To some men, it was an ethnicity. To some men, it was an age and perkiness. And I don't mean perkiness here, I just mean a perkiness. To some, it was color of hair. To women, it was normally how they dressed. But if I had thought that everybody thought

1:35:59a stunning woman was a freckle, red-headed girl in a one-size-fits-all dress, I would have eliminated 95% of the vision. So you always have to realize that nobody necessarily has the same reality. And we're gonna get to this towards the end, but you've gotta verify what value means to other people. Because what you think might be important and exciting to somebody, and the reason they should do something isn't necessarily what they do. And see, you have all this context in your mind, they don't. And oftentimes you, through your salespeople ads, you can neutralize, diminish, or dilute the power of whatever you're thinking. The point is, it's very interesting. I hope this isn't too abstract for you. I'm just saying stages is everything that I'm talking about floats in this next. So maximum advantage, interesting concept. You don't realize this, but in all of your life and business, what you want, what you need, and what's going to define your result is how many ways can you gain maximum operative word, ethical advantage. Because if you have advantage, and it's not a manipulative word, it just means you've got more appeal, you've got more value, you've got more benefit, you've got more access, you're going to win many more times than anyone else.

1:37:23And that's in everything from love, relationships, eternal relationships, business, motivating people. But you have to understand what advantage defines that because it's dynamic, it's different and all kinds of different areas. Next, I just said that next. So one of the things I'm a fanatic on is called revenue system optimization. Proprietary concept is one of the pretty cool ones. What it means in a nutshell is that you look at every facet of your revenue system. Everyone has a revenue system even if it's a dysfunctional one and you break it into its granular or its nuclear parts. If you do things on Facebook or Instagram or any of the other social media, they have an optimizing algorithm. But what they don't look at is the last mile after the lead or the prospect comes to you. And what they don't look at is before the first mile, what you do to target this, what you do to understand your market. But in between, there's lots of sub-elements, each one of which you can improve 10, 10, 10. Now those of you who are new, raise your hand. Those of you who are new to me so I know who you are. Okay, so those of you who are new to me, you don't know yet, we're gonna get into it. Anybody here that's new to me, are you a Tony Robbins person by any chance?

1:38:57Nope, nope. So Tony took one of my techniques to learn that it's called the three ways to grow a business and he calls it 10, 10, 10. It's all about getting geometry to work for you and how small improvements in a lot of drivers within a process can be huge. Let me give you an example. I'm ahead of myself, but it's just pretty profound. So I have helped in my career over 300 A-list experts. None of them came to me for help with their expertise, they came for help to make the expertise more valuable to the market, command more distinction, differentiation, price enhancement, realization of the value performance-wise, savings-wise, productivity-wise, and more tangibility. But I had to first get a summary compressed education. So what resides here in the form of passive knowledge, not just expert knowledge, that experiential knowledge is profound. One of the people I helped with is the Denning organization. Those of you who are my age, who are not many of you, would know that Denning was the father of process improvement optimization. He was a brilliant Ph.D. double mathematician who had a lot of strategies based on what I'm going to tell you and I'm going to distill it. And he was laughed at by General Motors and all the other auto companies here,

1:40:21I went to Japan and he helped create the Toyotas and the Nusons and the Chubishis and the Sonys. Because Japan used to be a manufacturing world of crap and then they became, for many years, the majority of the source through this concept. He would say, look, if you have a factory and you have a hundred people doing this, in the factory, you're not just doing this. There may be 10 sub-elements in this. Throughput, how fast and how many things come through in a day. Downtime caused by problems, how often and how long did it happen. Variation, tolerances, if you know anything about making parts. There's a certain allowable tolerance that's acceptable and will still work. And then there's a secondary tolerance that turns into scrap. And then there's preventative maintenance downtime. and he would look at the eight or 10 function, and he would do the 80-20. You'd see in each category, who's 80% better at eliminating problematic downtime? Who's 80% better at keeping tolerances? Who's 80% better at reducing scrap? And it would usually be a 20 rule, if there's a hundred people on the line, 20 were better at this, 20 were better at this, not the same 20. And he analyzed, what do they do differently? How do they do it?

1:41:41What's the process, mindset? What do they do? And when he isolated it, You would teach each of those enhanced integrated observations to everybody else who was not. But if you increased eight processes, 10% each, it's not 10%, it's 10% each. It's well-found. That's how you explode things, and I took that and translated it to the revenue side, and that's what revenue system optimization is all about. It's about looking at all the drivers in your revenue system you never look at, making each one 5, 10, 15 percent better because the combination is the hundreds of percent. We have demonstrations for this next week. Are we talking about it? Next. It's just a reiteration of what I'm saying. So done right, the results will continually compound, multiply, and after a while you'll go off the charts. And if people hear my track record, they don't believe I'm real. Nobody can do that. Well, the truth is, anybody and everybody could do that if they really understand this because it's not smoke and mirrors. It's the most logical, the most, the most, what would I call it, result-certain, the most forgiving way you can grow any business safely and without really risking much of any more capital investment or risk.

1:43:19Next, next, please. So you already talked about that. Some of these will all get rid of next. Okay, go ahead. Okay, so everybody, I'll be the only talk. So I go out of, out of order, so please bear with me, let's go up next. Oh, I like this. There's this phrase that I love, and when I first heard it, I had to think about it, but it's true. The phrase is, it's yours to lose. It's yours to lose. being if I give you the keys to the kingdom, if I give you the knowledge, the connectivity, the examples, the elements, and I give you the safest, easiest ways to grow whatever business you have or whatever business you go into or acquire or collaborate with, it's yours to lose. You can do everything with it and nothing with it. Most people, frankly, do the latter, which just befuddles me. I'm hoping the fact that you got yourself on an airplane or your car and you came here from wherever, some of you from overseas, you're gonna do a lot. By the way, who am I going to? Copenhagen. I'm keynoting with, and I'm not the only one with the guy that created TED Talks in this thing called the CEO Summit. You know what that is? It's supposed to be huge. And it's in Copenhagen with 4,000 people at the end of May or June. I'll tell you that if we break.

1:44:51Okay, next. We already talked about this. Well, not really. Hyperopera, so yeah, Brian, the next time you do this, I wanna take the hyperoperas. I wanna do the slides we started with at times because I think it's an easier integration. So I started looking at the concept of exponential growth many years ago and I was fascinated I was shocked, stunned, in fact, by the fact that there are five gradients above exponentiation. So exponential is this concept everyone's obsessed with, but believe it or not, there are five, I can't remember them all, it's, do you remember the brand? Hexation, pentation, octation is the last one, what's the other one? There's two of them. I can't I can't remember it, but Brad's gonna follow, is it here? Well, that's all right, don't worry about it, we'll come up with a delay, but there's five above it. It's called hyper-operationalizing and it's a mathematically proven truth. And the point is, if you know that mathematically, don't worry about it, Brian, we'll come to it. If you know that mathematically, there are literally five gradients above exponential which you could perform at, why would you ever, ever, ever want to operate in the incremental zone, when you can always operate in the exponential. Okay, go to the

1:46:21next one. That's all right. Remind me next time we build this. Is this the next slide? So I believe I was influenced dramatically by Socrates dramatically. And Socrates had this quote, a life unexamined is a life not worth living. I believe the following is my Yes, okay we'll open it up next time too. A business where you're not constantly examining and measuring all the areas of performance, all the impact points, all the opportunities, all the arbitrage plays isn't a business worth owning. Now I come from a world that's much more intense and the stakes are much higher. That's one of the reasons I don't do a lot of seminars. I don't really enjoy usually theoretical conversation. I'm thrilled with a small intimate group because I've had my experiences with 3,000, 5,000 people and it's egotistically very fun. You know for three or five days you're godlike and they genuflect but then everybody goes home and they don't do anything and I just can't tolerate that. So I'm hoping that I'm investing in all of you for a yield that will be quite profound next. So what do you examine? Did you know how to list here what you examine? So I'll have to get into it. Okay, it's okay. So there's all kinds of things you examine. You examine how you target your market. You examine

1:47:59how you express your message. You examine what you're doing to evoke a response. You examine what you do when that response occurs. You examine what you do if what you do when that response occurs doesn't produce the result you want. You examine what happens if it produces the result you want. You say, should I have done something more? You examine what else you can do with that person. You examine what else you could do with the expertise you've got. You examine what you can do with all the people that didn't buy. You examine what you could do with all the relationships you have not monetized, and I can go on and on and on. Next. Okay, so we're gonna look at all the multipliers, the accelerators, the maximizing catalysts, the enhancers, the de-riskers, the profit boosters, the rest of the day, and take a lot of notes, but don't make the notes that much. So, and this is just my philosophy, you don't have to embrace it, I think you should. So either you keep working harder and harder for your business or business, or you figure out how to get your business to work harder and harder for you, it's that simple. It's just that simple. So you have to decide, do I wanna just push or do I wanna be pulled and buy the business?

1:49:25I mean, it's just one or two things. And in the same time, effort depends on what you wanna do. Years to lose, next. Okay, so everything we're going to do, Everything I live by is how do you work on the geometry? So it's all about levers and focus. Think about this, in your life, not here, in your life, your life has been enhanced as has probably, you know, five, six, seven, 10, 10 generations in your family, if it goes back, that's right, by levers and focus. Everything from, you got the pictures? They make everything easier. They give you the access to a lot more performance for a lot less effort. You know, small shifts make it. So you've got scissors are a lever, chopsticks are a lever, and hinges are a lever, staplers are a lever, bicycle gears are a lever, light switch is a lever, car door opener is a lever, wheelbarrow is a lever, pop-top cans is a lever. I can go on and on, But levers make life easier in the personal realm, and levers also make business and give you a higher performance for far less effort. We are gonna look at all of the levers now. Okay, and an example, you change your headline or your equivalent, you change your results. People don't realize that in almost everything you do, you have a headline equivalent.

1:51:00If you mark it a mass, might be the headline in an ad. It's also the opening part they see on your website. Believe it or not, it's the signage that you would have at a trade show. No one cares about the Abraham group, but they would care about learning how to multiply their revenue, increase their profit by orders of magnitude, do it all for no investment or risk, wouldn't it? They would be interested in finding hidden assets, overlook opportunities, but they don't care about what the other hand says we have tested by the way 33 different ways of treating somebody at the front door of a very large and very successful furniture group we found one phrase that tripled conversion we have tested headline changes or the equivalent and the equivalent means it could be the subject line in the media it can be the first paragraph that somebody reads in a letter it could be the first phrase is Paragraph Minute that a salesman, a woman, talks about in person on the phone, that's what he calls them, and they call out. And if you aren't testing and you aren't basing things on strategic knowledge, you're probably underperforming because the differential, and a headline can be as much as 21, and the differential, if you run any kind of

1:52:21readable, and it's translatable to video, of having the wrong positioning, can be three or four times the difference in having more proof that is validating more credibility whether it's testimonials endorsements data can be doubling results that the the value of having a stronger risk reversal can be 50 to 100 percent the value of adding a bonus can be as much as double each one of those is separate that's why i get so excited about the bottom line because Most people don't test quite. And if you do, and you find winners, and the winners give you one more transaction, or they give you a whole new realm of profitability, you can take that newfound money, and it can be a lot more that you can spend on the front end to get the first sale. They give you that absolute advantage that I talked about originally, yes. So thinking differently than anybody else is a lever. and we're going to talk about strategy versus tactics because almost everybody in your field, unless you're in a field that's over 50 or 100 million, more or two of them, right? Who's got a large business for this thing? Who's got a business doing at least, I don't know, 10 million dollars? Who's got one doing at least five? Well, if you're in a business where people are thinking

1:53:55tactical and you're thinking strategic. So many years ago, and I'm gonna get I'm just thinking I like some of the historic ones, not to show how dated I am, but to really demonstrate the majesty of the differential between tactics and strategy. So true story Everything I tell is a true story that I even did myself or somebody close to me. There's nothing it's theoretical. I had two friends. Both of them were marketers. One was a copywriting genius who's very well known. He was deceased. The other was a strategic genius who's not well known, but he started entrepreneur management and went on to do many other things. The, they both got excited many years ago when they discovered cubic cerakonian, which is an artificial diamond. And then they came out with it, it was almost as spectacular looking as a real diamond, some jewelers couldn't even tell, but you could, you could buy them for almost nothing. And both of these, these very interesting differing perspective people wanted to be in that business. The first one that went in it was the tactical but brilliant copyright. He wrote a fabulous full-page ad. He came up with a name for a company called the Beverly Hills Diamond Company. He created the Beverly Hills Diamond. It was a

1:55:31one carat loose stone for $39. His copy was outrageous. He bought a, I mean good, outrageously good, not not not ludicrous. He bought a full-page ad back when the newspapers were the key on on the front of the Los Angeles Times for $25,000. And his ad pulled about $43,000 in revenue. And after all expenses, refunds, credit card discounts, he made about $7,500 and quick because that wasn't enough for him. This was frustrating because he's attacked the thinker. Friend two, who was totally strategic and was a good but not a great copywriter, watched what friend one did and he decided to go at it much different. He wrote a full page ad, which was eminently readable, but not as compelling. He created a laughably fun name of his company, Van Pliss Antisany, which was the take on, take on Van Cleef and Artella and Tiffany's. He created the Van Pliss Diner, same $39 restart, and he sold, he ran the same $25,000 ad on the front of the section, Los Angeles Times on a weekend, I was looking back then, but I don't remember when it was, doing things with it. And it pulled about $30,000 gross and after everything you lost about $6,000. Now I could stop the story there and you'd go, oh wow, so the tactical guy who was pre-tactical

1:57:03The strategy to keep a guy lost $4,000 or $5,000, well, what's the lesson, but it doesn't stop that. So let's go back to the tactical person. When he sold his loose stone, he just threw it in a chintzy little envelope and sent it out with a chintzy little note. They just say, here's your Beverly Hills diamond. We hope you enjoy it. You know, when you have someone said, it'll be beautiful, and that was it, that was it. I mean, it paraphrased, it might have been a little different. That was yesterday. Friend two, who was massively strategic, did it totally differently. He put his stone in a velvet jeweler's bag, put that in a simulated little wooden box, it was cardboard, it looked like wood, put that in a very well-protected bubble envelope with two documents, operative word here, it's the two documents. One was a letter from Bellarmine as the CEO of the president of Benpliss and Tissney, thanking the recipient for having an trust to buy the stone, telling him that before they took the stone out of the jeweler's case, the one who alerted them that it was going to be even more brilliant, fiery, alive, dazzling, and unimaginably sparkling than they even imagined. But it might look less in size than they imagined, and it wasn't imagined, and it wasn't that they had taken advantage of it,

1:58:36is that in order to get that kind of amazing beauty, they had to make it denser. It actually weighed more for the volume. And he told the story that because of that a lot of the people who bought would contact him after and ask if they could buy a larger 5, 10, 20 karat stones to take to the jeweler and get set in rings and tendons and necklaces and bracelets etc. and he said he started doing that but he got reports that it caused a nominal age when they took it to the jeweler to get it set and the letter went on to say and we're actually manufacturing jewelers and because of that we've taken a little bit of taking some of our largest those beautiful stones and set it in absolutely gorgeous 14 and 18 karat whiten and and uh and gold uh settings and we are able to offer them the prices we are told is about half of what a reputable jeweler would would charge and as a courtesy we have included a catalog that has some of the most magnificent pieces in it and we'd love to invite you to try any of them out at our risk not yours. If you buy any of them we will let you go to any reputable dealer and ask them what it would cost to replace the stone and the piece by them and if their court isn't at least twice what you paid we don't even deserve to keep

2:00:04and we would ask you to send it back for a refund. Also, in grateful appreciation for you having headline trust in the beginning, we'd love to give you double credit if you wish to send back the loose note. And to make it easier, we've included a prepaid envelope to protect it that you can put the stone in along with your jewelry tryout request. And go back, friend one made $7,500, he was very tactical, but he thought he'd quit. Friend two lost approximately $5,000 on his tax and made $25 million in his first year in profit. That is the difference between being tactical and strategic. What time is it? Let's take a 10-minute break. Are you enjoying this? Okay, I'll see you in 10 minutes. I'll see you in 10 minutes, thank you. Tell everybody, if you got an insight, who you are, what you do, and what you got. What it does, we do, others don't, and you can use that reclamation of new profits to fund more expenditure or investment to bring the first prospect or buyer in when you have that massive sustainable advantage, and that's what I personally think everybody should want from that.

2:03:17am I making sense to all of you? Cool. All right, so next. Oh, I can do it myself, can't I? Let's see if I, I think I got it backwards. Let's see, they're giving me away. Hold on, technological change. Good, is that the next one? Good. So what we're about is flipping your worldview, putting it on its side, changing the way you look, expanding and then giving you what I call a CAT scan, MRI perspective on business, your business and business internal. Okay, I told you about that. I told you about that. I get out of order. Yeah, this is, and Tony says this about me. If you compete and do the same thing everybody else does, but a little bit better, all you can expect is an incremental advantage. But if you do things no one else does because you understand optionality, alternatives, different combinations, different ways to monetize, save, expand. You have graded there. I talked about that, I talked about this. Okay, we have just, we've got 97 categories, not just techniques for giving you exponential bottom line. We're gonna go through as many as we can the ones we can't, you'll still get the list of but I'm going to give you the ones that are the most relevant. I use when I'm working privately with people, I just sort of I inherently do

2:05:02combinations, but there's certain ones that are going to be the primaries and then there's second areas, but there are 97. What am I doing? I did it. Did you disengage me? Okay, turn it in. Okay, I already talked about that. Come on. I already talked about hyperoperation. What was it? I got out of it. Ah, titration, vindation, hexation, heptation, octation. There you go. Those are the five gradients above things, Brian. I didn't know it was there. Okay, we talked about that. So it's not just possible. It's probably, you can at least get to exponential in everything. So I told you about this, I'll give you my phraseology. I realize that most people in the business, if you're in your competitors and there's two key elements you gotta realize, direct competition and alternative. Let me give you an example. If you were in the, and maybe you are, because I don't know, I don't have time right now, we'll find out maybe at the breaks. If you're in the supplement business for weight loss, your competitors, you could argue, or other supplement companies. However, they're not. The same people have other alternatives. Portion control through, like a Jenny Craig or Weight Watchers, exercise equipment, gyms, trainers, virtual group trainers.

2:06:33Pretty interesting. Recipes, you're competing against all those. I will teach you later why compete if you can own all those, which is an interesting concept, people that are taking your supplement probably concurrently do other things and when they're done with your supplement because they didn't really do anything else, they go to somebody else's supplement or some alternative that you're competing. So you understand that most people in your industry only understand your industry or a few related ones. If you understand a hell of a a lot more. Who's got a game? The game you're playing is evident. You don't have advantage where you have this. It's interesting. We used to say you want to make irresistible offers and unbeatable propositions all the time. Everyone to your prospects to your team members to your vendors to your loved ones, because if you don't make irresistible offers and unbeatable propositions what are you making resistible and beatable aren't you think about it i've got a very logical thinker but people think i'm a non-linear thinker i think i'm a super logical thinker i don't think most people look at it the right way okay so this is a slide we put in there from tony's people tony's already

2:08:02taught everyone the 10, 10, 10. What we're doing in the categories, we're going to teach you the 10, 10, 10, but everything else is 10, 10, 10, 10, 10. And if you want to do the math, 10 plus 10 plus 10 is 30. 10 times 10 times 10 is 1,000. Big difference, okay? So we're just borrowing the success approach is why you like to change it, Brian, so I don't screw it up. Next. I already did that. See, I'm out of context, okay. So, producing breakthrough ideas on a regular basis is very, very simple. Does it have any slides supporting it? Let's see. Yeah, okay. So, I'm gonna tell you a shortcut for this. This is explaining it, but I'm gonna tell you a shortcut for producing outrageous ideas. There's an old book, it might be on the internet, it's called A Technique for Producing Ideas, and I'm all about ideation, act, and upon. Great ideas are worthless and they're not acted upon, executed, implemented, and evolved, and course-corrected, but here's how you do it. You start out trying to give, okay, let me tell you, this is so profound, and when I learned it, I was, wow, it was jaw-dropping. Your mind is designed to do two main things. It's stop, please. Your mind is designed to do two main things. Number one, solve problems.

2:09:31Number two, make opportunities possible. If you look at everything, I can't remember if I did this today or I was doing it yesterday, but everything in your life is solving a problem that becomes an opportunity, including love. Why does somebody wanna come together in a relationship? They have a problem, they're looking for a better, something that gives them satisfaction, It gives them security, it gives them joy, it gives them physical, sexual, intellectual fulfillment. That's a problem. If you solve it, you need giving them an opportunity. Everything in life is a problem. Your brain is designed to do that, but here's the real dilemma. It can't do its job if it doesn't know what it is. So the first step in creating breakthrough ideas is giving your brain a directive. And in any directive, let's say you want to come up with a better marketing approach, or you want to come up with a better business model, or you want to come up with a better way to articulate your value proposition, or whatever. So then it knows what your, what its job is. Next, is you do research galore on the subject, so you look up on everything you can on whatever it is. That's the second step. The third, which is the most important, then you study everything you can of them.

2:10:56Everything you can. Outside. And that's the hard part because you're not interested in everything. But when you do that, now your brain has this much broader context to process and distill and combine into these breakthrough concepts. Then, you let it do its job, and you make darn sure that you always have something with you to preserve and record the idea when it comes to you. comes to you because it always when talking too fast comes when you don't expect it. You're sitting on the toilet, you're in the shower, you're driving to work, you're watching a movie. So when it comes you've got to make it a prisoner forever or somewhere. Light it down completely, not abstractly like I said. Have a recorder, have you do it. And then let it just stay and look at it. They call it in the cold, gray reality of mourning morning and see if it's still that exciting. If it is, then evolve it, test it. You can pretest almost any assumption. You don't have to. I told you, but critically, I did, but you can't. I'll get into that later. So that's the key to it, but the key is not, am I echoing? Why? Okay, yeah, I'm sorry. Oh, you Zoom people, you're causing me a problem. Stop it. Also, I believe you don't have fun in business.

2:12:27You shouldn't be in business. Maybe harder if one of you has a funeral home. But the majority of you can have some joy in what you do, and laugh, and make it a fun process. And the thing you have to realize is when you get an idea, or when you get a breakthrough, When you learn something today, tomorrow, for me, you go home, the statistical probability of you executing anything you learn from me that I try heartfelt to translate and transfer to you is that you'll do a shoe job with this one. And the reason that has all these points is, think about anything you do as a hobby. I don't know what farming means. AI, if you're trying to use chat, DBT, and figure the prompts. I don't know. Oh, I can't remember. Those are my points, but I don't remember. But most people are crappy. Think about a baby. All of you have had babies either in your life, you got kids or you got friends. When they learn to walk, talk, poop, eat, ride a bike, I mean, it's terrible, they fall over, they don't know what to do, and if you don't keep nourishing them and keep advancing them and encouraging them, what happens? Nothing. So your job to yourself is not to expect greatness execution-wise the first time, and anything outside your comfort,

2:13:59because you're not used to it. Doesn't mean it's not. Everything I share with you has, does, will work But everything I teach you probably won't work the way you think it will the first time you ask. If you give up and retreat back to status quo because you don't have a wonderful outcome, you are missing out on the chance to transform your business. Next, I already talked about that. Next, let's see the Quantum Quadrants. So this is the Quantum Quadrants. It will frame what we're going to teach. teach. We're going to teach you a bunch of categories, but they sent them to fall into quadrants. We'll look at them. I mean, what they are. So does, does the other one explain the categories? Let's go back there, because it's a little confusing. So they're, they're about, these are the four quadrants in their bulletin. First is optimizing mindset. That's exactly what I'm trying to do right now. The next is pulling the growth levels. That's what we're going to teach you what they are. So you can come up with your own combination, your own integration, your own amalgam. The next is diversifying and optimizing those. And then the next is this last is constant calibrating and adjusting. I told you about Demi. He always talked about the fact that you keep

2:15:26trying to shorten the variation and what you do and raise the baseline of performance. Shorten the variation raise the baseline. Being optimal is a theoretical concept because you can always do better because the world is changing. There's new opportunities, new tools, new mindsets, new ways to add value, to add bonuses, to reach markets, to do all kinds of things. So the probability that you've taken anything, you guys got to be a little quieter over on the right, The chance that you've done anything optimally is zero. Next. So this is what, we put these in the center of the quadrants and these are all the things you're gonna learn. You don't need to see them right now. These are sort of, we'll get you this after we do it. We'll get you this slide, okay? It's a nice reference so you know where you are in this process. we've aggregated some of the categories into these different collaborates. Next. Pardon me. So I believe every one of you whether you've recognized it or not, if Dr. Alan Bernard's on tell me and we'll get him to talk a little bit later. But we believe every one of you is a decision scientist. If you think about it, everything that happens in you, okay, stop. There is about a 2% factor in our business and life that I would call Oxford God who can't control, can't control.

2:17:05And it can be economic events. I just read that they raised the interest rates a quarter point. It can be a tornado. I had the good bad fortune, bad fortune, the sadness, good fortunes I got out of Japan a week before. They had the horrible tsunami that my son wrote on the train that got swept away the week before. Couldn't control that if they wanted to. But 98% of what happens in a business, though I have a relationship, I believe are either forces, factors that you either control or let control you. The decisions you make are don't make. They're actions you take are don't take. Again, factors, forces, elements that you don't understand and that's the whole essence of my belief that you're all decision scientists. Everything that happens to you is because of a decision, isn't it? Or a lack of a decision, but you're still a decision scientist who think I'm not a what are you? I'm a decision scientist entrepreneur and you're going to learn that you're also an investor. I'll explain that a lot. Next. Are you talking about it? Next. Yeah, so most people look at the upside, but they don't understand how to mitigate the down. And I've learned, and I hypocrite myself sometimes, that I will not let a client waste money.

2:18:36I have a client that's getting ready to test, any of you have anything that's retail oriented national, I have a college that can buy radio, TV, cable networks for 80% off. one client that used that relationship to go from 30 million to 140 million in about a year and a half. However, I have many clients that want to try it and it's a very delicate concept. I've tried it and I lost money. My colleague has tried it and made a fortune. So when someone wants to try it, I insist that they only spend the minimum and I insist that they don't just pick one commercial to use because one commercial that doesn't work you don't know if it's the media or the message or I mean and I've got a guy that does it for me sometimes and I have to yell at him because they pay the cheapest to the talent and the talent is mono-dimensional and neither of those are what I want because I've trained in variability. You do something one way it's to actually do it another way, it can be 10X. So I want the best talent, I don't care what I pay, I'm doing more than they ask and a bonus if it works. I want them to do many takes, so I want to hear the different inflection. I want to test three at least. I want them to all be different

2:20:01because I don't have the, I'm not omnipotent. I don't know what the market's gonna respond to best. And I don't want to lose and not know why I've lost. If it is that the media won't work, it's great. But if it's me, and I don't know that, and I throw the baby out with the bathwater, isn't that terrible? Next. Yeah, small decisions can be very powerful. We have a little course we did called Small Moves, Big Prophets, and it's all about just little shifts in thinking, action, and this huge upside and residual upside it produces. Next. Yeah. And we hope that one of my very wonderful colleagues is the world authority on period constraints. And he looks at it the way I do. I have all these methodologies I'm going to teach you. But if I were working with you, and maybe you're big enough we might talk about that, but if I were working with you, the first thing I would do is what I call the logjam here. I would look at the whole business, but I'd find where's the one logjam I can extract that's going to make everything else flow, and where's the second, where's the third? And then I would get to a profit stasis up here and then I would start going A to Z, but I wouldn't do A to Z first myself. You should do A to Z because I don't think you're

2:21:25at that point. I can look at the whole business and say, okay, your conversion here is the most important thing. Let's get instead of 1%, let's go to 5% because that extra potential $100,000 a month will let you do all these other things for you as opposed to saying, okay, he is first, I can work. But Alan, Dr. Alan Bernard believes an idea that multitasking is a fallacy. He's got a great, great visual example that you try to do five things concurrently. The first one and the last one, they've done almost at the same time and they're extended, but also you try to summarize them during the disservice. If the first one is a big money play, but it gets done three months from now And the fifth one is not a money play, but it gets done almost at the same time. You've lost all that opportunity cost, all that revenue it could have been bringing in. So he says, you, the most important all the way, don't try to shuffle lots of things because it is suboptimal, suboptimal. And if you were operating, I mean, I've got a demonstration, I'm not gonna do it right now to get you to really think you're either in the incremental zone, are you in the extra lunches? And no one else is deciding that. There's only one person who decides that.

2:22:47And if you wanna know who it is, when you go to the restroom, look in the mirror and point. And you will see the person who has authoritative control of your business and personal data. This is designed by Dr. Openard when he was in on the last thing and I brought the flip chart. That's great. So you have project A, project B, project C. So if you're doing them all at the same time, all of these take this, they finish right here. If you do them sequentially one at a time, your project A is just bringing you revenue one third the time that it will take if you were doing them all together. Project B would be two thirds the time. And at project C, you'd be getting three times the revenue already ramped up at the same time would take you to finish one project if you're doing them like at the same time and looking back. That's great. Thank you. Also, I believe when you do that, you just do everything crappy. You're not going to do the same qualitative focused job. And if you look at relative value in that example, project C isn't going to be as valuable as project A. So why would you give it the same allocation? just because we psychologically think we have to do it. And what Alan does is look at all the things people think are important,

2:24:15and he isolates the four or five things are important. And he and I are working on a book together that is slow, because we've got to frame it, but he has a belief I totally accept. You should be focused on turning your top line into your bottom line in a four year or less process. And if you don't have a business that has that kind of relative capability, you should think about a couple of things, either turning it into that, selling it, and using it for something else. Or if it's not a seller, you don't want to sell it, get someone else to run it, so you can put your time and attention into something that has that capability, more leverage ability, and then you've got to decide again, the game you're playing. Are you building it for cashflow? Are you building it for lifestyle? Are you building it for fun? Are you wealthy? are wealthy? Are you building it because you want to sell it? Depending on your game plan is how you how you really operate that business. Next. Still on mindset, the first quadrant I believe every one of you as an individual and definitely every one of you as a business are human and a business hedge fund if you don't know it. The hedge fund if you understand it, has a portfolio of various asset classes. And it's designed to

2:25:36produce upside returns that are outside of the normal and optimally do risk the downside or minimize it. You have all these things going on in your business and in your life. And you are an investor you are investing money, time, people, opportunity cost, effort. And you don't have a clue what you getting in return and what your relative risk is. You might be spending 40% of your time on something that's giving you a 2% return and has a 50% risk and only spending 5% of your time on something that has a 20% return and a 2% risk. If you changed around, what would happen? And that does apply philosophically to your purpose in the life. So you gotta look at things, what am I risking? You are invested, whether you like it or not. Everything you do, every minute of your day in life is an investment, isn't it? You know, when you hire somebody, whether you concretely, explicitly, or implicitly get it, you're expecting an outcome. When you expand to other, when you buy a car, when you buy a company car, I bought, I have six or seven cars, and I need an SUV, like I need a hole in my head, My wife's got a G, wagon, AMG, I've got a NSX, I got a tricked out Mazarai convertible with a Ferrari engine, we have a Porsche, we got more cars than I want,

2:27:08but I needed a tax write off. So I bought a $140,000 SUV so I could pay one payment and then I got basically the rest of it deferred and I got 140,000. So it was an economic transaction. you don't think about what's the yield I'm getting and is that yield enough for the investment I am making. I'm ahead of myself and we're about to say but I need you to look at everything you do not as spending money that has an investment and what are you going to get in a return because if you don't you are going to basically unknowingly even if you're making a lot of money you're going to be profligate and I have a philosophy and I'm so sorry I'm way out of context but I like the fluidity and I'll get to probably those slides later I believe if you're very successful then you're probably successfully stuck and don't even know it. Content with whatever you're getting, whatever your income is, whether you're making a hundred thousand, a million, two million, whatever you're making, thinking it's pretty damn good. And if that is your content level it's fine but the odds are that you have so much more you can get out of it than you're doing without anymore investment or risk. If you look at it, it's only understood a lot more. That is the essence

2:28:26of my whole life career and what I did for, we did a quarter billion dollars this seminar with a large, large company when I was into that. This is the culmination of a new ideology that I've worked out over the last three years, but I'm trying to really work on mindset first because I I believe the methods are useless without the right mindset. If all I do is give you the mindset, those of you who've already been in this program and do my guinea pigs, you'll do so much more with it. Those that aren't, I've got to give you the methodologies along with the mindset, but the mindset is the key next. I already did that, I already did optimization and I gave them a big on asymmetric. Sorry about that, but I'm fanatical about this asymmetric return, outsized return, re-risking your downside. You can do it more often in more ways. You don't have to make major commitments or decisions when you can first pre-validate or invalidate it. We have a really hilarious concept. It's called pre-invalidation euphoria. And it gives the excitement you have before the test video fails. I was gonna change my life. It was gonna be worth $10 million. I'm gonna win, I'm gonna roll it all out on every social media. We're gonna basically sit back and nip money,

2:29:52and then nobody calls. That happens a lot, but if you test small, you can lose more often than win, but when you find the win, if you test enough variability, enough different approaches, it can be home runs. Okay, this is a fundamental of my belief system. It's something I'm very proud of. I developed it 20 some years ago. I haven't done this for a year, so I'm gonna be a little bit awkward at it, but you need to know it before we get into the technique part. This is the foundational philosophical strategy or strategic philosophy. You should operate your business, your culture, your marketing, your belief system, your what drives you, fuels you, and it has great potential to overlap into your personal life. I learned it from a company that applied it and was three times bigger than the closest competitor and five times more profitable, and they sold for $650 million 20 some years ago. And I was privileged to be able to interview the person that formulated this and extrapolate it and turn it into a thesis that I'm going to teach you in simplicity. Now, I think we've got a long, didn't we do, we did like three hours on it as a, and we'll take, we did a three hour little compressed program on it. I'll give you access to that

2:31:17just because I can't do it justice. But you need to know it before we go on. So let's get into it. So the strategy premise, they already said it integrates everything. I believe it's how you are seen by your market, how you are seen by your team, how you're seen by your vendors, how you're seen by your competitors, how you're seen in your own mind, and also how you are seen in your personal life. Next. So it It starts by seeing the world, as I said, seeing the world be much different than anybody else, not an alternative to you, but a pretty more enhanced, more involved, more expansive, more connected. It's all about seeing yourself in the role of leadership, leadership of your market, leadership of your team, leadership in understanding the applications, the implications of the product service and the alternative ones that are, you're involved in and that you're competing against. It's a view that everyone else doesn't. Now, I'm taking these notes from the organization I borrowed it from and built it in about. They were a foundational publishing company. They had about 50 newsletters that reached very conservative investors, and they had belief systems that were very profound, but the whole premise was, hey, there's a different view.

2:32:42We've got a view that nobody else has, going to share it. If you have the ability to evaluate if you believe in it, then we think we'll make a big difference in your economic life. If you don't, then you can unsubscribe and get a refund. The next is most people don't know what focus is until they've made it. So you got to help people get focused next. Yeah, so go back. There's a lot more points to this. Let me let me find this. I'm sorry, but this one, I think I need to, I haven't even brought it. I think, at Let me see if I have it here. I do. So just disconnect this for a minute. I'll just try it. You got it? All right, so I'm gonna give you some more because I have, this is about 80 points that I used to teach when I caught it for three hours. I'll give you the best one. I didn't know what you put in it. It's so profound. So it's all about empathy. You have to have an understanding and appreciation, not sympathy, but you have to try to understand What is your market going? What's it like to walk in those shoes? What's it like? You gotta understand, evaluate, examine, appreciate, and acknowledge in your communication and respect whatever their reality is because that's their reality and they have to deal with it.

2:34:01And that reality concept has to do with your team members, your vendors, your competitors. If you have an empathic and respectful understanding, gives you that something I tied into in the beginning, advantage, ethical advantage. You got to show people that you feel what they feel when you communicate with them in your ads, in your sales approaches, in your leadership, in your collaboration with your vendors. So back to focus. You're helping make people focus. Why? Because I'm sorry, I'm going to read something. Focus is clarity. Clarity gives people power. Power gives them clarified understanding. Understanding gives them certainty about whatever they're doing. Certainly gives them trust if you're the one that inspires them. Without trust people won't take action. With trust, if you're the one that provided it, they will take action. And as long as you fulfill on that trust, they will take continuous action. I said that. And connectivity, you got to do it in stages. It's really hard. I used to have a very successful and I helped make it gold broker and he was a very profound that the men that ran it was a profound thinker. He was an Austrian economist. It was really interesting but every time he would send marketing pieces out,

2:35:37these are the days where you could direct mail and space out, he would make declaratory statements with a directive to his prospective audience. For example, he'd say, the economy is going to hell in a hand basket, gold is going to be the most important thing to buy, you need to buy gold, call us. It never works. I would sit down and I would give them the case. I would give them, I would excerpt famous economists. I would look at trend lines. lines I would show them historically what happened and I'd let them make the decision themselves and when I did that we generated 500 million dollars. Immediately we basically got a very poor response so you know people make decisions through sequential you help them make it a little slower I mean if I just went to the tactics and didn't take the time I'm taking to do this they would be interesting to you and they would be exciting to you and then you get into your car or into your Uber and on the plane and into your car or Uber to go home and guess what nothing would happen because it wouldn't be meaningful enough to you. You need to be able, this is so optimal, you need to be able to put into words what people want on me, are trying to get close to you away from in phrases

2:37:09no one else has ever articulated so that their subconscious resonates and goes, wow, I've never heard it that way before, I've never thought about it that way before, I've never met anyone before, It made that much sense in that really as the understanding and the way to solve, resolve, fulfill what I'm looking at. That's nothing that can be said. It's not a perfectly true. You know what that that was a blood brain in the brain where you can't get through? This is like in your subconscious. You've got to penetrate that. And we have a brilliant, it is brilliant methodology. We'll teach you tomorrow for that. that we have a brilliant it is brilliant methodology will teach you tomorrow maybe later today to do it that I've got it's making you the center trap of a tangent think about this raise your hands anybody learn any kind of advertising that reaches a lot of people social media radio TV measure okay think about this when you do that it is you could say oh wow we run an ad on Facebook and it's seen by two million impressions where we run on national radio and it's listened to by five million people but it's listened to and seen by one human being. We're talking to one person. Most copywriters don't even try to understand the audience from

2:38:40Most people running ads don't think that you're reaching one human being at a time. If you think about that and you write to one person, not to the masses, and you don't like copywriters who just know how to run sensational bullets, write your copy, you're going to read that or all. It's a new attitude. I said you bring people in sequentially, so it's the difference between flash, searing food, and clock cooking. And do that as a metaphor for example. Being preeminent is based on having a hopefulness. A hopefulness that your company, your product, your servitude people can contribute and make a profound difference in the lives or the result of a business or a human being. And a hopefulness that you can create an environment for your team, culture-wise, growth and development-wise, that will make them happy and more successful. And a hopefulness that your business stands for something profound. You have a moral obligation. If you, I believe your business leader has to add a significant value that is recognized and appreciated, or you have no value, you're sucking economic oxygen out of the air. And that means you have to see that your business, your people, your product or service has a moral obligation, a responsibility and a privilege to impact people.

2:40:24or if it really does, if it provides a better outcome, result, benefit, safety than the alternatives and you don't do everything in your power and you get it in the lives, hands, businesses and everyone you can, then you are sniffing from them and that's why you have to find ways to get things to perform better. Not even for your own, you were awarded in life direct proportion to the quantity, quality, and consistency of problems you solve and opportunity unit possible for others. But this is a key to it. I'm just giving you the short portion, but we'll give you the whole thing and you should watch it a couple times. Hold on. Very important. If you want to be seen as the most trusted advisor they can turn to, the only viable choice they can make, and you want to be a trusted advisor but you call them a customer, then you are out of context and out of congruency. why. Look up customer versus client. A customer in Webster's definition is somebody buys a commodity or service. So if I call you a customer, you know what I'm saying? I am no different than anybody else. I am a commodity and please please I hope I'm lucky enough to get your choice because I don't have A client, if you look up what's your dictionary, even if you're a medical doctor, you'll normally

2:42:12look for as a patient. If you're thinking internally, a client is somebody under the care, the protection, the well-being of the mother. It's a very profound difference. Okay, your message doesn't have any value unless it makes an impact that gets them to take off. Think about it. If it doesn't, there's something here called the so what factor. You may think it's cooler than that, but so what? If it doesn't, you book action. There's a book that somebody that I used to know out so live, it's called action. Nothing happens, it's just something loose. Prospects have to recognize your advice as a solution to a huge problem. They feel emotionally as well as rationally. I'm spending, I always respect your intelligence. I don't want you to know what I'm doing, so if you need to do this internally, you get it. I'm trying to work on you emotionally, do you understand me? I'm working very hard because if I don't, you won't embrace that more linear thing, the more literal thing. You have to provide people with reassurance and the motivation to use whatever solution you pick.

2:43:44So you'll notice I keep encouraging you by saying, these are the real, they're anti-war, they're real work, there's no chance they'll work great when you start, do it, save things. trying to emulate and demonstrate exactly what I'm talking about. Is that clear? I'm doing it, yes. So what you're doing has to have, we're talking about reassurance but it's got to either produce result that is demonstrable, significant, and incomparable. It doesn't really over the chart, you just have to be positively different. And we have, you might remind me, you might put Sally Hogg's, and I need a hook, everything we've got, including the ones we're using in Japan. But I have all these videos that I'm going to play for you. But one of them is this woman who teaches people that different is better than better. Standing out in the way nobody else does, so there's no influential comparison as long as it's a positive one is very powerful. So you got to look at the purpose of what you're doing. What's your purpose? You got to ask yourself this question constantly.

2:45:39If I were on the receiving end of this communication, whether it's in advertising, What I want to take advantage, what I do, what is asked, what I respond, what I, if there are team members, what I rally, it's called the so what factor. That your proposition or presentation has to answer questions. It's already on your prospective client's mind, although they may not have verbalized it. their whole concept is what are you going to do for me? Because if you think about this today, do you have any idea how many disruptive, diffusing, distracting messages and basically callous attempts to claim somebody's mind share are going on? I mean, I don't know you, I can't, I can't go online, I can't look at my feeds, I can't look at anything without getting bombarded with distraction. You're playing a game that has to be with how do you command attention? Because if you don't command attention, guess what? You are suffering from marked attention deficit, aren't you? You really are. And my goal is to not have that happen. This is just the short of this moment. This is too powerful, but not too deeply.

2:47:13Everyone used to think, what do I have to say to people to buy? That's not the right thing. You should think, what do I have to do to benefit advantage in order for them to not be able to deny my proposition? And the focus you'd have to really focus on You matter. You really matter to me. You guys all matter to me. I won't do anything anymore unless I do it full out. And full out for me doesn't mean perfect power point. It doesn't mean perfect sequence. It means perfect impact. Perfect impact. Do you guys and girls know the story of the mosque? Who knows that? Who wants to hear it? So I get confused, but you can look it up afterwards. My recollection is Demoscules is the farmer and Pericles is a beautiful, very prominent orchard. Rome is attacking Greece. The biggest village or city is trying to rally all the population to mount a counter to join in the army and help fight the onslaught. They're in the town square or the city square trying to talk about it. The first person he talks is Pericles. He is of fabulous order. He talks for two and a half hours, and then he's done. People say that was absolutely the most powerful, brilliant, and amazing speech I've ever heard.

2:49:01the mosque is uneducated, un sophisticated, awkward, doesn't have good eye contact, doesn't have good language. The Stanley has been farmers for eons. The eels Stanley love the Greek culture, beliefs, feelings, all the wonderful things about being Greek. They love the freedom and need of the Stanley with the children to keep making free, they had that wonderful privilege. He was awkward, but he gets on the program. He talks from his honor. He's awkward, he's fearful, he's serious. Yeah, he's that much in the face. He talks for about 20 minutes, but he says how important it is for himself, his family, everyone there, to not let the Romans, his kids, just wonderment that they have been privileged But he says it in very fragmented, evasive, and straightforward ways, and then he's done. He says, let's march. That's the difference that you need to guide. I'm telling you metaphoric stories, not to bore you or burden time, but to indelibly embed them in the deepest center of your whatever, so that your catacombs in your your mind we'll just echo this to you all the time great speech let's think about the difference okay continue I'll be very quick uh so you're focusing on the fact that you need matter so look at yourself what you are besides being a decision scientist besides being

2:50:51you're an agent of change, you are a value creator, and so is everybody in the organization, everyone. And your concept should be, if it's not verbalized, it should be internalized, do this with it. Decide you don't want to be average, you don't want to have this outcome, whatever it is your product service does, this outcome, whatever it is your product service does, you know, that, that together, we can achieve, and together means your product, your service, your company, your support, whatever it is you're offering, and we'll find out later because I don't know what you're all offering. People need solution, not just strategy. They need someone to advocate for them, address for them, be their person. Who is that? Okay, are we still recording? Okay. You guys are driving us crazy there on the Zoom. What are you doing playing games? Okay, our goal is to ask and answer the question. Isn't there a better way? Isn't there a better choice? Isn't there a better choice? Isn't there a better solution? Isn't there a better alternative? Isn't there a better organization, company, product? And yes, there is a good one. The feeling in consulting is always that you have to be dazzling.

2:52:27But quite the opposite. I'm a consultant. It's true. You want to have ideas that make sense and leave people better off. If you don't, the big mistake, I believe, it won't teach us funnels. And most of the funnels are nothing but iterations of the same thing over and over and over again. And I believe in you each time you communicate with yourself, with people that go out verbally, but they keep giving you something that you never get from the audience. It's a merit need, when I talk to anybody, I always give them better off, It's like giving different perspectives, I give them different ideas, I challenge them. The devil really requests me for his next thought back. And that can be translated to anything you do. Most people focus on the tangible rewards, but most of the great rewards in life are not empty. I don't know about you, but I thought that having cool sports cars could change my life. They were fun for about two days. I was driving, I was drove by NSX It's two years old and has 2,000 miles on it. But my is going to be about my supercharged range row for a year and a half, and it's got 1,800 miles on it. It's fun for it. Well, it's going to change my life. I have Ferraris. But what changes your life are not the tangible things.

2:53:54Show me is so much more powerful than tell me. If I just tell you to do something about it, you say like, do you want to do it? Age to age? Instead of making declaratory conclusive statements, give the person you're trying to know the date, prospect, team member, vendor, family member, the ammunition that allows them to come to a conclusion. Because if they own it, If you try to shove it down their throats, it won't work. If they don't take the action themselves, there's no power. Any claim you make, I have to agree with. So if you don't support it, and I don't agree, you've lost me. Do you understand that? You've lost me. There's some part of you, or a lot of you, if you're positive, There's some part of you or a lot of you if you're a prospect, they absolutely won't go forward. You've got to be an advocate of their perspective. Remember I told you, there's lots of different realities. I mean, if you agree with it or not, you have to respect it because at this point in time, that's their reality. If you're going to try to change it, you can't change it just by fleshing a conclusive statement down even further. people inherently are tired of being controlled. They want to have control. It's happening a lot. How do you support that?

2:55:40Part of your goal and everything you do, and it's engaging people, not just selling to other people, is you reduce the hurdle rate and make it very easy to get the first step or the second step or buy into what you're advocating or if you want a vendor to support you. I've gotten vendors all over the country and the world to pay for a sales force for a while. All the business or more than all the profit on the first sales from that people. I've gotten them to pay for ads. I've gotten them to give my clients first access. I've gotten them to be the intelligence source that tells them that competitors are in trouble So they can hire new people, but I've made it easy and I've developed a way of not trying to squeeze anything out of everybody but to grow and develop so much more within everybody that note you are the only viable choice. They want to support you. I'm going to move out of this because I can do this for three hours. One of the most key things about being preeminent is you don't fall in love with your company. You don't fall in love with your product. You don't fall in love with being a fast-growing company. You fall in love with the clients you serve. You have three categories of clients.

2:57:02That is where one of the people pays. The category is two or three. The people you pay, the vendors, the team members. I mean, what does for them? Do you wanna make a difference? What people don't, and I'm not suggesting any of you or don't give this, but what people don't understand internally is your team members have the same kind of relative hopes, dreams, fears. A lot of entrepreneurs, and I'm doing all of you that mantra, and I'll tell you the industry of proprietary and entrepreneurial will later. But a lot of entrepreneurs are so obsessed and so self-consumed that they don't understand They have the same relative hope streams and you've got to try and nourish them instead of basically squeezing them. Also, this is one of the most wildly powerful elements of the enemy. If you know that somebody will be deserved by buying a lesser product or buying less quantity, quality, or combinations, or frequency, combinations or frequency, you have a moral responsibility to not let them do it. The example I use, who's got a bottle of water to tap, oh John, can I borrow your water? Thank you. I used to tell the stories, dig back to the old days when I did Cemeteries, I'm laughing at myself. Let's assume that I own Jay Abraham's Bottle Water Store and Bottle of Water Bar.

2:58:40And what is your news? So Illich, I know who you are, but I want to see if you do. So Illich basically comes in and he says, I want to buy a half a glass of water. If I just, okay, let me get it and sell it to you, knowing that he needs to get seven and a half more views every day for his cellular structure to be nourished, for his brain to operate, for his body to eliminate, for him to be the healthiest, the happiest, the most focused, the most creative, the most powerful. And I don't go out of my way to make sure he knows that and not try to sell him the other seven and a half because I want the money, but I want him to have the best outcome. And I wanna know if he doesn't get it from me, he gets it somewhere. As long as I do that, if he opts still to get this, it's my ability to do it, but I can't do it without that. that conversely, if he buys eight glasses today and no glasses tomorrow, and I don't do everything in my power, everything to get him to buy that eight every, or drink that eight, whether it's from me or anyone else, I am not preeminent. I am not the most trusted advisor. Does that make sense? So you just, if somebody will just say, okay, I don't I don't want the best for me, I want the least.

3:00:09You're doing them in disservice. Your salespeople are doing them in disservice. Your website is doing them in disservice. You really are. I'll never forget when big screen TVs came out, I bought, because I went and I was in a hurry, the guy convinced me to buy the promotional brand. And I got home and it didn't have half of the functions that would have made the experience so much better so much better than if I bought one that was twice as easy. I got afforded, but I go, okay, fine, just a bit. I trust you. Well, he wasn't trustworthy, but he just wanted to sell him. They probably had a bigger condition on that product. It wasn't in my best interest. I ended up giving it to somebody and buying one that was, I don't know, 75, 85. It was like four or five grand as opposed to the $1,000 one that I bought because it didn't give me the best outcome. your moral responsibility. And I mean, if you're an ice cream vendor, and you know that if you get an extra scoop, they're gonna have a better experience, you might price it better, but you say, hey, I think you're gonna love this ice cream so much, you're gonna want two scoops, not one. Why don't I give you a great deal of the second scoop? And you don't eat it, you don't eat it,

3:01:21but I think you will, or whatever. Is this helping you? It's very profound, actually. I mean, I may not be delivering it that way, it's quite profound. You know, you don't have very profound jazz. It's first, when was the last time I did a seminar this time? How many years ago? So this is the first time, and I love this little intimate group. Okay, a couple more points. You might remember this. Everybody worries about whether they stand out, whether they're willing, whether they're making a stupid decision. You've got to comfort and make sure they don't. They're skipping new things every day too long. So revelation occurs in people's brains who solve problems they've never been able to resolve or even articulate. Okay, that's a good start. You are, hold on one second. This is the conclusion. I wrote this so many years ago. Hold on. You've got to realize this in your heart and in your mind and your culture. Most people spend their lifetime getting a fraction of the yield they can from their pets. That's why I do what that I do for you, for my other clients. That's what you need to do for your clients, all three completely team members, if you have that moral responsibility.

3:02:59I'll get back to this slide. And keep in mind, for visit one, I've got a break for life. So, what time is it, 12, 15? Okay, good. So, I ask people, and it's very, talk about profound, it's very provocative, profound, and it's really scary. I ask people when I'm starting a consult, or any interaction, even just when I'm having a really fascinating dialogue, what do you stand for, personally and company, right? Oh, by the way, I forgot the biggest part. Sorry, I haven't done this for a long time. When you believe in preeminent as a entrepreneur, and an advocate for your doctor, you want everybody in your, in your, I don't even call it, team, a bigger, higher, more auspicious word. But you wanted to be on a crusade and a mission. It didn't matter what they did, if they'd enter the phone, if they're in service, they'd have to feed over to your party and bring in a great award. I guess I had been years ago. I had a client in Mexico, a home builder, first time then. There was a government program that was the government would provide the down payment and organize the mortgage to conform with the income. A great program. This company I worked for had 80 and 90 developments all over Mexico. And my job was to help them get more utilization, optimization, and impact on their safety.

3:04:37And I went out there, I actually threw out, and everybody knows everything about Mexico It was scary because they were included kind of, they were included kind of, it's like the center of just in a little drug cartel. So I go there, there'd be all these people on the plane, women that looked very dangerous and weird in their anatomical design, and then that, you know, tat-tats all over them. I didn't talk to the women, I talked to them like, hmm, hmm, hmm, hmm. I kept my Rolex at home too. But when I got there, this was a little genuine company that would trade on the New York And I said, okay, cool. Let me understand the advantage, the benefit. What, what, what, what is the totality broken down into elements of what this means to somebody? And they never looked at it. We found out that they were not going to be able to do that. And I said, okay, cool. Let me understand the advantage, the benefit. What, what, what, what is the We found out, first of all, that the fact that they can get the government to create this for them means that rather than living in, which happened in dude the married ones, in a crappy apartment in a bad part of their city, where it would be very non-conducive for a great field relationship for the wife to have friends or the kids to have a successful environment.

3:06:00environment. They became very low problematic of a successful outcome. Number two, they lived with their parents, which one of them did. The parents were micromanaged. They were the kids and family. They couldn't have infancy. It was very, very awkward. Number three, when they had their own house, there was no new development. So quality people, the wives and kids were in a fitting environment. The school system had teachers that weren't So the education would be good. The husband had a feeling of self-worth leaving every morning, knowing he would really provide. At the end of whatever it was, 20 years, they would have an asset that was paid for. So if he retired, he would have a lot more security income if he couldn't afford right now, but he could get the house. Somebody could rent it and pay for it for him. If he inherited his parent's house, he could sell the house and put his kids through a great education anywhere in the world. And I went through the whole litany of the lawnmower. So when I pointed that out, I said, you don't understand, you're not selling a home, you're transforming lives and the lives that we vote for. And I got to see their role with much more purpose. It was very auspicious.

3:07:18It was very, it just felt a part of the city. And every morning I got the salesman of these to say with absolute certainty and resolve, how many lives are we going to transform today? And I'm telling you the story not to waste your opportunity costing time, but to make the point. There's a big difference thing that we sell home. Are we transform lives? And if you don't say it to, but you could say it to your audience, if you explain it, but if you don't explain it, you know internally what is it they know. I go, what do you mean, his homes? But if you believe it in your heart and everyone is on a mission, that they cannot not help these people because they're the people that they need to sell to and people they need to move into these homes, the families, the children are denied a greater life. So, it's about seeing the purpose behind what you do at the point, okay, that's, oh, so back to the ranch, if you don't know what you stand for, what your company stands for, who you stand for, why you stand for, what standing for it means, and how that needs to be manifested in your advertising, in your communication, in your action, external, internal, then you suboptimal. And also it makes life a lot more stressful and we have a great life. We don't always get the outcomes we want from everybody. But we know what we stand for. We know who we stand for. We know what standing for his first man look like.

3:08:56And if you see anything I do, I don't do it just to make money. I don't do it to hustle people. I do it because we are a committee to impact on communities and business owners around the world. And instilling and instilling in them the ability to believe the understanding and the commitment to do more for themselves by doing more for others and knowing what that means. It's not just rhetoric, so you need to meet the need for your market, and that's how you get there. So, real quickly, a proprietor versus an entrepreneur. You need to decide which of those you are. Everyone calls themselves entrepreneur, a piece of my niche. I was part of entrepreneur magazine at first start. It wasn't even a magazine. I can tell the story because it's quite profound, but I don't want to take time away from this thing. When we sent out our promotion, is in the era of direct mail, we had to actually explain how to pronounce the word entrepreneurial. Nobody knew it. But entrepreneurial. Today everyone says they're not entrepreneurial. Really understand that there's two kinds of business owners proprietary entrepreneurial. Peter Drucker, they're great great great deceased, but brilliant business strategist, he was a consultant, he was an advisor, he had two definitions. He said,

3:10:30think of it as a delicatest deli. There's two guys. The majority of people are actually proprietors. They're not adding value, they're taking oxygen, economic oxygen, out of commerce. He said, a proprietor, you go to a place that has a lot of other, a lot of people, of food things and it would open a clean nice deli that you go into and it would have it'd be clean it would have nice clean tables if you see it would have uh you know people uh behind the counter that were pleasant and very nice it would have on the wall you know uh you know a list of the items you could get you'd have paper ones that hopefully were clean could be And you could look into your deli counter and there'd be mutants and blue shoes and it would be very nice, it would be very nice. It would be just very nice like any other very nice commodity. An entrepreneur is all about the experience, the benefit, the outcome that's achieved. Not just by his product, but by the experience between him and supporting the product. He or she, first of all, understand that before you even approach it, there's leverage, there's variability in the way it's set up, the signage. You might have wonderful fragrances from the deli pumped outside. When you walk in, people would be addressed in a very memorable and unique

3:12:06way. The sign would probably have names that were very memorable in finding connoted something more animated when you look in the counter you'd see meat and cheese set up differently and you'd have you'd spend extra money for bread that was so delectable and incantable and if you sat at the tables you would have the people dress so nicely but fun and they'd have a really cool way of engaging you and it would be so memorable that you couldn't wait to come back and you couldn't wait to tell other people, because that owner-manner wouldn't add so much more value to you. That's what a real entrepreneur does. A proprietor basically sets up an enterprise to suck commoditized oxygen, economic oxygen out of the market. They don't add any great value. But they don't take anything away. They're average, and they're mediocre, and that's not what I hope you ever because it's a horribly unsatisfying life. There's no joy in it. You're not really doing anything that you should be proud of. You're going to make some money, but it's nothing that you really, it doesn't rock your intellectual or your emotional boat. Next. I already said that, thank you. Next. Okay, now, getting into the good stuff. So, years and years and years ago, people would ask me,

3:13:35Jay, there must be a trillion ways to go to business. And I'd say, well, not really. There's only three main ways and three advanced ways. Within them, there might be a trillion topics. There are only three ways. What are they? Number one, increase the number of clients, buyers. Number two, increase the average transaction value, the size or the combination or the quality of the transaction. Number three is increase the frequency of repurchases or utility value. If you only have one thing to sell one time, how much more can you add ethically and beneficially that will cause them to transact business with your company in a way that the value added yields a satisfying profit. Those are the only three ways. Next. That's okay. So we have our visual now we're getting into real stuff so engage me please. So this is a hypothetical of a company we're going to call your company. Okay, it's your company. And most people are going to know these points. It's pretty amazing. We have a 200-page assessment, which I'll send you that we use for private clients. And we ask all these questions. And when people see the video, I can't answer it. But they show you correlations, implications. You should be aware of them. So this is called the Free Ways to Grow Business Model.

3:15:00It's pretty simplistic. We take a hypothetical company. We ask, how many active buyers do you have? OK, I don't know, but I got 1,000. What's the average worst case transaction you do with it? Not the best, the worst. I don't know, I'll find out, I don't know. How often on average in a year to day five? I don't know, find out. Okay, oh wow, it's two. What's it worth? 100,000 people spending $100,000 two times is $200,000 or other, next slide. What happens, sir, if we increase each of those categories I don't know. Well, let's find out. So we take a thousand buyers, and we turn them into 1,100. How many ways do we use it? It's all about three. We increase the average year of sale, the average purchase, by 10% or later. How many ways do we use it? All 10 or 15. All ethical. All beneficial. All noble. All preeminent. Okay. What about a frequency Well, since most people in a multi-product or a multi-re-purchase business only purchase at intervals that are subjective and they don't understand what will optimize their result or outcome, you have that moral obligation nevertheless to get them to buy at the frequency they're going to get the best outcome, like my water example every day with these glasses, What happens if we increase that just a little bit?

3:16:3810%, so you look at the numbers. So 1,000 becomes 1,100, 100 becomes 110, two becomes 2.2, 10%, but oh my God, what happens when you extend it? It's actually 31st. So a mere 10% gives you 33% increase in revenue. If you're a business that's just that break even, that can be so much more profit because it goes right to the bottom line. By the way, when people fill out my 200-question assessment, somewhere in there we ask what's the cost to service, what's the cost of fulfilling a sale? And it will give me an answer, but the answer is not a true answer. It might be what their accountant is in, but they'll take the number of sales by category and they'll give you the revenue and then expense, and that's the answer. And then I'll say, well, that covers your overhead, but what does it cost to add one more step? It's not the same. Incrementally, it might be three times more profitable. So you have to understand that there's a lot more profit in, oh my God, I'm putting this all in my hand. Look at that. You should have told me. Why didn't you tell me that? Yeah, you in codes with the people that are on the links of the Zoom trying to make me look bad? Jesus. Okay, so 10% across the board is a third, let's look at the next slide

3:18:04and see what it really is. So this one, we've been a little more aggressive than I've said, we've got, maybe we have on the slide maybe now, I'm gonna go through, we've got all these ways to do it. If you increase the number of buyers by just a third and half the way to do it is reactivate inactive buyers, you'll elevate your referral, we'll get a new referral in a minute, actually get into now. How many people in this room get at least 20% of their business from referral word of mouth, raise your hand. In fact, stand up. And a couple of you have helped. So this is going to be a little bit of your winners and not good winners. You're going to be the opposite of what the point. Okay, so I just curious, how much of the business comes from your bills? And would you mind what would that, what would that average in annual revenue? How much is 35% of your revenue? revenue. 35% of revenue would be around, you can say, $5 million. Next, how much percent is in dollars? 50%. How much in dollars? A million dollars. Okay. We're probably about 80%. And that's the last year we're at 12 million. Okay. You sitting down? Why are you sitting down? Same answer. You can lie and go, oh, it's 90%, 25 million dollars. How much is it?

3:19:32About 60% in this year, it's probably close to about 650,000. Okay. I would say probably 50% and that'd be about 4 million. Okay, pass the mic. 40% and then 4 million. Okay. For me, it'll be about 60% and it'll be about 2 million. Okay. almost done with the first stage of my almost 25% and that's about 2 million. Okay, now say remain standing if you have in place right now in your business, at least one systematic strategic referral generating strategy that you need here to all the time. And every one of your employees that you have at least one women's family, if not sit down. That's impressive. We have two. Two different strategies. That's The lesson is most people, you guys have been exposed to me, so you're ringers. When I do this, I used to do this in Tony's program, and he had, I don't know, 3,000 people. Half the audience stood up, and the moment I said one, they all sit down. And I used to do this at Tony's program and he had, I don't know, 3,000 people, half the audience stood up, and the moment I said one, they'd all sit down. And my point would be, if 80, 20, 40, if millions of dollars comes from that, and that's a referral generated buyer, buys quicker, negotiates less, buys more, Buys more often, stays longer, refers people, costs nothing, is more enjoyable to feel more, and trust people.

3:21:28And yet the same people that had no, most of them had no referral gering systems or strategies, but as we have 125, and there's no way you can use 125, but if you have one or two and you double and triple that, It's pretty significant, I did, because you look at 40 new people, 40 into 80, and that 80 wasn't just 80% of what your X was, it was 80% of X plus whatever you grew to. But the same people that didn't have any or many referrals, guys used to spend a ton of money on external marketing, advertising, cold calling, mailing, emailing, and I'd say, And I'd say, well, do you understand that that is, if you get respondents from that, that's the outer periphery of trust. You gotta work so much harder to take that kind of person to the first sale, and even to make the first sale, they don't totally trust you, whereas the referral-generated person is ready to buy right now. They trust you, they want to buy, and if you take a leadership role, you can have a hit. So I encourage you to use logic. should you put more time and effort in referral generation or an external very low yielding very low trust building you should first say how many more referral approaches and they're all a lot of them and we'll circle back time allowing because we have tons of them but i gotta give you the big

3:22:55thought next oh excuse me so we can go back go back i i got it i don't want to because I'm just talking about one way to get more of the funding. So we increased this just as a demonstration. We increased the top line and said, okay, you're gonna get 33, not just 10%, more of the new buyers. We're gonna get 25% more sale because we're gonna pack it better. We're gonna advocate better. We're going to find other combinations if we don't have them. Third, we're gonna increase the frequency, the number of sales of the year by just one more sale, 50%. Well, look at what that does. It's 250% more fee than revenue. Is that the last slide? Are you gonna lower it? Well, we actually, if you double it, you double those numbers, doubling those 8% difference. So that's the power of geometry at work. So let me go through quickly just a few of the ideas. What is referral system? When is acquiring your first sale at a break-even meeting? You're not trying to make money out of it. trying to start a relationship and if your product is single then you have another lower price entry product to get more people to start a relationship in the beginning and spend all the profit on either advertising or commission or buying products that you can package into

3:24:21making the first sale irresistible to guarantee the purchase the outcome they have something like five or seven categories of risk reversal, and we've seen a powerful risk reversal outperform a general one or none by sometimes five to eight times. Postbatteries cheering me to get partners, we'll get into that later. Advertising, if you don't advertise at, again, if you just add and we're going to show you the power, because we're going to show you the next level called the power but if you just added advertising you don't even direct mail works and if you're not trying to make money you're just trying to start Relationships and then some other things telemarking behind works really well But you have to be masterful at it not just do somebody Outsource that doesn't really have a personality or impact. It's really doesn't understand it from his head run special events that attract you information If you don't really have a clear-cut expression of what your advantage is, you're not going to get the most result from anything you do, whether it's referral. If a referred client can't tell people why they should need to, you're not going to do it. They should be able to say, wow, we were at a peak and I was doing my proposition because we used to be performance only and no front end.

3:26:08Now we get a front end. We do it one time and then we get three or four years of profit participation. It used to be I find hidden assets overlooked opportunities under performing revenue under yielding Whatever's I turn them into need sound Windfall profits then I convert them to ongoing permanent Sustainable income streams that you didn't have and I do it all with no investment. No risk. I only get paid on the result. It's pretty clear, isn't it? If you are clear on what your advantage is to your audience, your market, you can't Expect the optimal result and not going to build all the buyers you should from whatever you do. Does that make sense? Including when they walk in the store, you know, you don't. Everything you do should be strategic and integrated. And just so you know, Jay is an expert on abbreviology. So, if there is a three-letter something somewhere in these slides or he mentions and you want a definition. Yeah. Say, what does that mean? So, USP is unique selling proposition. Yeah, and there's a couple of other days, so thank you, Brian, that's very useful. I appreciate it. I have no pride of authorship. You guys can stop me, but do it politely. I already know this shit. I want you guys to learn it.

3:27:25Well, I'm just serious. You must, I have fun in my life. I'm older than most of you, and I've been through a lot on world wide races, and when I do something like this, there's no labor of love. It's not me trying to impress you, it would be a perfect percentor. It's me trying to leave you better off never ever having you think the same way again. That should be your intention. Increase and receive value of what you do through education. If I tell you that everything here is hard, you want to react. It took 45 years. I've traveled around the world and experimented over 80 times. I've spent over 100,000 hours. I've spent years trying to define what I know. I have tested probably more strategies, business models, ads, combinations. I have tried it out in cross-pollinating in over a thousand industries. You probably will appreciate it a lot more than I say is. This is pretty cool stuff. I don't give you any context to background, wouldn't you? Well, if that works for me, do you think it might work and translate it away for you? Probably. PR, improving your sales skills. I mean, there's easy training, there's a whole flock. I don't know who they are. We know some of them are consultative advisory sales people who can and will, for very little money,

3:28:55turn anybody in the organization into a better advisory salesperson. Even if you don't have what you would call a salesman and a woman, what was that? Even if you don't have a salesperson, everybody in your organization that has any facing with your market is really an advocate, aren't they? So they're a better advisor, and it costs me a couple thousand dollars for someone to do a day with you, you can buy a book or training, but everyone who's trained in conservative sales usually performs 10 to 50% better. And it's really also performed happier because they don't see themselves as a sales person, they see themselves as an advisor, which is very congruent. Next, qualifying leads up. I mean, a lot of people waste a lot of time on people that aren't quality, you get no leads, you get too many. How many people ever do anything at a trade show. Let me ask you about this. Flock of people come if you're lucky and you get the cards, you try to talk to everybody, you don't know who's who, do you? Then you get the cards and then you get home and then you're overwhelmed and you don't probably follow up or you follow up and you don't hear from them or you call and they don't remember who you are. You think that maybe some of those people are more

3:30:20valuable than others? Yeah, but if you don't know that, we have situation right now that we just did something for Rob and nobody has time to follow up and we got about 30 leads it could be worth you know millions of dollars to me and you don't have time for anybody to follow up on them and we don't know who's who and they don't know who's what and I spent money on them and I'm really frustrated but I'm giving you real life examples uh make irresistible offers remember I said make irresistible or resistible and particularly to start a relationship. You don't want to make it hard for them to buy. You don't want to make it imperceivable of why. You want to make it so evident. I like this setting when you walk out you'll see it's very beautiful. The hotel is okay but the setting is so nice and it sets up. We were going to do it in a huge place but the 350 people that were entitled to come didn't choose because they're too busy working harder for the business and dreaming and lamenting and actually doing which is really interesting isn't it? Do I sound cynical? I'm not, I'm clinical. There's a business who is cynical and clinical. I don't know what it is, I gotta look it up. Okay, communicate more to get referrals.

3:31:46The more you connect, think about it, How many people in this room have a best friend or somebody significant that you really enjoy and you're very connected to each other? How many of you have talked to that person at some point in some business? There's a correlation between frequency as long as you're meaningful and the richness of the relationship. If it works personally, we could think maybe it works in business too, most of the communication that we send this time. It is useless, it has no great value. One of the things that I have learned is that if you want to stand out, first of all, any communication you need has no matter whether it's phone, email, easy, text, that's it. Be provocative and provocative, it has to be different. It can be differently and I hope you take a match. You also have to realize if you're having a conversation with somebody, if it's valuable, they're reading it, they're listening. If you see, and maybe I'll show you more like you read it, my texts with people, right now I'm in dialogue. I'm doing something with Tony Robbins. I'm doing something with a gentleman that runs a $6 billion, the highest-wielding PE firm. I did something with a guy that was a strategic advisor to the third law interest to me for

3:33:17and then I send anything anything. I'm using busy people. My email, my texts are this long and because I know nobody reads their emails. Do you read your email by the way? Who doesn't read their emails by the way, engineer? Most of you. And at first they probably go, what the F? I want to hear them say yes or no. But my email, my texts are so fascinating interesting and always leave them better off. So they never, no one's ever said anything to me. Many people make fun of it in training because I have a lot of expert friends, but I make sure that they're so valued as they go. They tolerate it. And they don't say, don't send me those. I only want a little one. They laugh at me, but I mean, and there are people that I start a relationship and then they don't respond. I just keep assuming you're reading it or listening to the audio messages. I keep advancing and enhancing. But so many people send crap out there just a reiteration of the same thing. It's very self-serving. One of the things that's very interesting and I've been just many times Most people in an industry will just send out the same message about their product or service concept. If you want to really do what I call the change-up pitch, you'll know what that means in baseball.

3:34:42In baseball, if somebody's throwing fastballs in fastballs and they think he's going to go, And he goes, I'm going to show it to my little coach. I'm going to throw a slow ball. And they're ready for the fastball. He catches them off guard. You want to do a change-up pitch? Think about this. Every person you meet is the obvious people of all. They're a man or a woman. They are a husband or a wife or a child. or a wife, or a significant other, or a friend, or a parent, or a son, and they have hopes and dreams and fears and issues far beyond your American property. So if one of your children pays people a similar role, you say, oh, by the way, I want to tell you about the stress-reducing, technical book I read. Oh, by the way, I don't know about you, but I gained 15 pounds and I've been working to lose it and I found a book or a process that's cool. Oh by the way I don't know if you have children that our college found but we found this oh by the way you're a human being with a lot more issues maybe I should show that I am empathic to the totality of your human being as opposed to just my reiterative boring commentary. Am I rocking your intellectual both or my boy you can tell me because I don't I I calibrate it for you are you

3:36:21enjoying this is it different than you used to yes and that's the whole premise but if you say you wouldn't be moved to action delivering higher than expected I look forward for a book called over to live it's about marketing it's about doing totally different things and one of the things, is really, you know, being the investor in the relationship. Part of it, I forgot something to hear that, I'm so sorry. In being preeminent, there's another factor. You do not wait for money to change then before you invest value in the other side. Because if you've chosen wisely, and if your product or service provides a profoundly significant impact or outcome, And it's only a matter of time before the people want to do business with Will. So you don't wait until that three to add value. You start adding so much value, and they go, okay, submit. Anybody ever see the movie The Wizard of Oz? Make sure you know. You may remember that in that, the Wicked Witch is flying, and she's got Smoke writing out of her, writing, not writing, writing out of her broom. And it says submit, Dorothy, submit, do you remember that? Your job, you like the good witch writing your boom, saying submit, client, submit. You go to submit, oh, I'm adding so much value.

3:37:50I'm investing in you first before you have to invest in me. Better reasons why. Somewhere in this, there's another take on this. But you know how in medicine and in the alternative world, there are wonder drugs or the equivalent aspirin. so in garlic, mushrooms, whatever. But I mean, they have very profound supposedly that penicillin changed the world. Some of these aspirin deals with a lot of things. In marketing, the wonder drug is the concept of the reason why. because everything, when we're talking about problem-solving an opportunity, we'll overlay it with this. Everything is predicated on providing the reason why. What is the reason why I should be paying attention? What is the reason why I should buy you a product over another? What is the reason why your product will do this? What is the reason why? And that goes to your team member. What is the reason why they should do things different? They should collaborate. They should try different approaches. they should want to be trained, they should do this, they should do that. Same thing with your personal life. The more you understand the power of qualitative reason why integrated communication will be very, very powerful.

3:39:29So let me see here again. Is this, did you do this one? Did you grant this one? Okay, back to back. By the way, I'm not gonna do this on everything, But I want you to see that you have a lot of optionality you probably never thought about, don't you? And this is just one category. We have this kind of depth on everything. I don't use this myself anymore because I just use it, you know, intellectually and it's already ingrained. But for you to think about, wow, do I do any of these? Could I do a lot of these? Can I do combinations of these? Can I get blue on my thumb? So you train your team on advanced sub-cell techniques, cross-sells, and you increase the area of value, using point-of-sale promotion. Do you ever notice? Do you think, do you wonder why there's all this stuff on the counter to set all of that? Because that's a euphemism. At the point of purchase, you've already decided to buy and you trust the transaction. So if they say, oh, by the way, you should, you know, you're buying this coffee, this is the best cream. Would you use creamer? No? Oh, this is the best. Oh, you don't use creamer? Wow. This is the best additive to turn your coffee into a flavor. You use flavor coffee? Oh, what? That could double the profit.

3:40:48You don't have to double the sale, you double the profit. Particularly if you have an embedded cost to get them. So think about that. This is, so point is there. building complementary products and services. Think about this question, what else do they buy before, during, after, instead, even instead? You need to be against yourself. You need to be against yourself. I've had many clients who've bought or started every competition, every competitive alternative. We want to just own the buyer. I'm selling water, but if you prefer sparkling water, Should I not sell to you, or should I have sparkling water? If you like flavoring water, maybe I'll do that. But I wanna own you as long as I do it with integrity, preeminence, and being in the day. You just increase prices. We originally, and some of you either were or have been approached in the past to be a client. We used to charge 100,000. Now I charge 200,000. I get people discount if they prepay and that's against profit share. We didn't ask for profit share, we didn't ask for a lot in the beginning because I was experimenting. We went to 200,000 against that for three or four years and it was easier to sell for the right people because it had more value perception.

3:42:14So what has more value perception? If you're the price of everybody else, I mean, you can go under and you can be preeminent with low price, but you can also be preeminent with high price. I get, I don't do a lot of it, we get $120,000 a day. I get that, but I don't want that, I'd rather have a participation in the upside, but we use it as a contrast to it. Why would you pay $120,000 a day? If you could get access two to four hours a month plus upside for a fraction of that. So we do that, so there's lots of ways to do that. Changing the profile of your products from more upmarket, offering larger units of purchase. That's what a Costco or any of the clubs or Walmart or Sam's Club. Instead of saying, I'm gonna buy a jar of peanut butter, they'd say, oh, don't you wanna buy a six jar of this? You know, it's a better price. And yeah, you're gonna use these gallon jars, I'm sure. You and your family are gonna love peanut butter. You're gonna be at a party, right? If you're like, uh-oh, uh-oh, I said the wrong word. We get the ability to do it. He loves it. We bring a jar with his phone. Okay, thank you. Let me continue next day. This is increasing the frequency. We develop back end products that people buy if you don't handle it.

3:43:37You communicate personally. If you set the stage, being preeminent is establishing at the beginning the reason why they should buy more frequently because they're going to get a better outcome. and you've got to be able to program them ethically. Communicating person with clients to maintain the positive relationship. It is so amazing, and we have a lot of examples of some internal ones ourselves. People, well, either the selves, the marketing, the sales people work their ass to get the sales and then they'll walk away and look for the next sale. Now realize it's much easier to resell somebody you've dealt with than to sell somebody new, and the cost of doing it is a fraction. It is a fraction, endorsing other people's products. There's lots of other products and services. A lot of people realize there's products that are logical extensions or prefaces. There's a lot of products they buy at the same time, but there's lots of other things that decision-maker who's mind-sharing you now own would buy too. And if they trust you and you give them a good reason why they should buy it from you, I've worked out, how many of you here, because I don't know what you, how many here are experts at some time? Is there an expert?

3:44:55Expert, okay. So I've, if you think about most experts, maybe you end yourself, I don't know what you do. You have an expertise. You work hard to find clients. You render that expertise. Some of your expertise is ongoing, but a lot of expertise is one shot. You sort of pop your cork, maybe you don't, but you pop your cork when you render it. And if it's really qualitative, it makes an impact, whether it's saving or productive or profitable, whatever. And you have a good relationship with the decision maker, but you have nothing else to sell, so you want to find another one. We've done enormous successful work making alliances with one-shot experts whose methodology is very, very high-performing, and we got them to contact their decision-making my clients and say, you know, I did all of this for you in your supply chain. We saved you two million dollars. I wanted an issue of somebody who can make you five million dollars on the website and that credibility gets assigned to the other person. She's running special events. She can run special events, special sales, and it is two products first. That's what we did with most of the year. I wanted to work this thing through before it was ready for prime time and

3:46:18now we're going to start promoting it probably in the next three months to the outside market at a very high price. But I made it available to people in my list who I wanted to begin with. So I got them to buy something that they weren't going to buy before. I gave them a great advantage because I want to be the results of me and the empirical documentation more than I wanted to maximize the cost, but you can do all that. Pre-framing is when you program them and you're paying for the benefit to them, they're doing it, and pricing distance for frequency. If, you know, if, if you buy one time and it's ads, but if you buy five times a year, you're gonna be better off anyhow you're going to pay an average of only 85% but you're going to get four more sales than you ever had and you're going to make aggregate five times or three times the plot but you have to think in terms of that. Is that the last slide on that? We do this and then we'll break for lunch. We don't have to break for lunch. Desiree will get mad but we don't have to eat. Do we? I think we should try being, what are you living on water? Let's see if we can live on water for for the next month, you want it? Does that mean we could give them all basically Red Bull?

3:47:39All right, Desiree, I'm just making fun. So the last thing for this session is there's three advanced works. Don't go to here until, don't try this at home until you've done the first three ways, but this is cool too. Very cool, I'm not gonna get deep. First one is you kind of create a new market or a new media or a new something every year. The second is you introduce at least one or two new products or services every year. And to appreciate how profound this is, it has three implications. The new product can be a lesser price entry level to get you a lot more starts, please. And the product can be something you add to the first sale, so it doubles or redoubles your profit. And your product can be something you offer after the sale, so that it gives you more resale. The new product can be something you that as an upsell after they buy. You have multiple uses for it. But if you, for example, add a lesser product or a more fueling product in the front end that gets you a ton more people at a lesser acquisition cost, then you can have a lot more profit on what you sell right now because it's not the first sale, it's the second. Is that too confused? What if it makes sense? Sense? We're gonna stop it a minute. I'm a book that I just completed with full and frazier.

3:49:06It's all about why I started business when there's a one in 20 success rate, five percent. When you can acquire businesses that are underperforming, and there's a multitude of people in my age that either are going to retire or stop. They're worn out, they're tired, it's too competitive, and they don't know what to do with their business. The kids don't want it. They don't know what to do with their business. The kids don't want it. You can get an underperforming business. There's about 200 ways you can acquire it. There's very little downside or investment on your part. Not just going to carry, but lots of alternatives. And then I've got 97 ways to blow up even with very little extra investment or cost. So now you can flip it in what we call an epic exit or if you're a company you can keep, You can acquire complimentary products that add. You can acquire competitive products, consolidate. You'll have duplicated, unduplicated buyers. You have new product services. You can acquire sales forces. You can acquire companies that had a good reputation but couldn't make the grade, went out of business, their URL, their phone numbers. Interesting, isn't it? And we're gonna stop there. But please be ready to come back in.

3:50:18How long do you need? 10 minutes for lunch? No more than an hour, because for me, because if you do 45 minutes, I'm all for that. How fast can they eat? Is it already set up? Mightn't we drive for 45, and if you can't make it, I'll be back in 45. Okay, thank you. Awesome. Just make sure you learn how awesome everybody in this room is. I mean there are people here with international backgrounds or people here who want more leads. Some people want to raise their prices some people want to create clients for life. Couple people want to buy a staffing company. Pardon. Jay just said some of them are in the wrong room. Some of you write amazing copy. Some of you need great copy. So make sure you're meeting and asking these questions and you guys are all awesome. So dive in, find out some of the backgrounds of the people that are in this room because you're all amazing.