SUPER SEMINAR

Los Angeles
June 2013
Building excellence with global clients:

Socrates argued that,

The life which is
unexamined is not worth
living.

 You

are paid to think, add value,

solve problems for others, act

AND transact business
differently/more
EFFECTIVELY/ADVANTAGEOUSLY

than anyone ELSE.

3

As you accumulate more skills and

internalize the rules that govern your

field, your mind will want to become

more active, seeking to use this

knowledge in ways that are more suited

to your inclinations.
4

What will impede this natural creative

dynamic from flourishing is not a lack of

talent, but your attitude. Feeling anxious
and insecure, you will tend to turn
conservative with your knowledge,
preferring to fit into the group and sticking
to the procedures you have learned.
5

Instead, you must force yourself in the

opposite direction. As you emerge from
your apprenticeship, you must become

increasingly bold.

Instead of feeling complacent about

what you know, you must expand your

knowledge to related fields, giving

your mind fuel to make new

associations between different ideas.

You must experiment and look at

problems from all possible angles. As
your thinking grows more fluid your
mind will become increasingly
dimensional, seeing more and more

aspects of reality.
8

In the end, you will turn against the

very rules you have internalized,

shaping and reforming them to suit

your spirit. Such originality will bring

you to the heights of power.

 Key

is UNDERSTANDING (and

EXCERCISING) the difference

between Convergent Thinking and

Divergent Thinking.

10

The ability to deduce a single solution to

the problem; rule-following or problemsolving.

It generally means the ability to give the

"correct" answer to standard questions that

do not require significant creativity.

11

Divergent thinking typically occurs in a spontaneous,

free-flowing manner, by exploring many possible
solutions that are generated in an emergent cognitive
fashion.

Many possible solutions are explored in a short

amount of time, and unexpected connections are
drawn. After the process of divergent thinking has

been completed, ideas and information are organized

and structured.
12

13

 Traveling

outside your

industry/status quo thinking to

discover breakthroughs by

looking at your situation

differently.

14

 Top

performing companies in

virtually EVERY industry or market

are ones who engineer the greatest
quantity, quality, and consistency of
breakthroughs in

THESE high impact areas:

15

Strategy

Marketing
Innovation
Management

16

 No

matter what type of

company/enterprise you run,

what wins in business today is not

the ability to out-muscle or outresource the competition

17

 Its

the ability to out-think, out-

market, out-strategize, outcontribute, out-innovate, outsell,

out-position, and out-connect
your competition.

18

 By

using far greater, far more

penetrating brain power!

19

 You

must also learn to use

deductive/inductive reasoning to
see implications, correlations,

opportunities, threats, trends, and

dangers.

20

Deductive: The deriving of a conclusion by

reasoning; specifically: inference in which
the conclusion about particulars follows
necessarily from general or universal

premises.

Inductive: Inference of a generalized

conclusion from particular instances.

21

 You

must learn to use the 3 sites

(hindsight, insight, foresight)

through the lens of critical
thinking to displace dangerous
risks with unlimited upside.

22

 Hindsight will help you see exactly where

your organization has gone before,
highlighting successes but perhaps more

importantly, helping you to spot situations

where the organization has failed to meet
expectations.

23

 Foresight

will help you see what

changes are coming at you, in your

organization, in your market and in
the world.

24

Insight -- the understanding of where

your organization is positioned at the
moment, and the ability to plot a
route that will take you to the
destination that you have envisioned

with foresight.
25

 To exercise hindsight, insight and

foresight - and to do so accurately and
thoughtfully -- you will find that you need
to look within yourself but also beyond
yourself.

26

 People

in any organization are

always attached to the obsolete

- the things that should have

worked but did not, the things
that once were productive and
no longer are.
-Peter Drucker
27

 Once

you grasp all the forces,

factors, laws, trends, psychology

affecting/afflicting/impacting

your market or industry or

consumer

28

 Your

superior interpretation,

reasoning and strategic/proactive

thinking, formulation/calculations
will allow you to choose the

highest and best path(s) to pursue

and the least risky options for

your business
29

 Do

this and it leaves all the riskier

more speculative, diminishing,

dangerous options for everyone

else (competition-wise) to follow

not you!

30

 Follow

our/my integrative

mindset, methods and processes

and your business should grow
markedly in proportion to the rest
of the competition.

31

 If

you pursue the optimal strategy

it puts the rest of the

competition at risk naturally.

32

The reasonably probable and legal use

of vacant land or an improved
property, which is physically possible,
appropriately supported, financially
feasible, and that results in the

highest value.
33

The four criteria the highest and best

use must meet are:
1. Legal permissibility

2. Physical possibility
3. Financial feasibility

4. Maximum productivity

34

While no specific concept or strategy

is guaranteed to hurtle your
enterprise singularly into
superstardom the overall effect of
the process youll learn here this

week by definition must work

better; because of the forces, laws,

and factors it will harness

35

and the law of

mathematics/statistics youll be
employing.

36

 By

making other competitors take

more risks your business should
have

The EDGE!

37

The next 3 days, well be

approaching the concept of business

growth, performance enhancement,

competitive advantage, value

creation, and trust-building

connectivity from a decisively

distinctive point of view.

38

 Consider

THIS environment YOUR

opportunity for discovering,

evolving and actually testing-out

new economic ideas, strategic

theorems and marketplace

assumptions you may never have

embraced.
39

This experience is intended to

provide a fresh new slant on

the business of doing business.

Its purpose is to totally shift the way

you look at the problem

AND the opportunity!
40

 Well

teach you to

SEE AROUND CORNERS

41

 We

will teach you how to

PLAY TO WIN
not merely stay in the game.

42

 Well

take a more elevated

approach to connecting all the

dots, from a vantage point you

probably never considered before.

43

 No

matter the business, industry,

product or service category youre

in its a cutthroat environment
IF you play by everyone elses
rules, you could ultimately pay a
huge price!
44

 Those

who dont perform, wont

last. Anyone who approaches

things wrong will get trapped and
eviscerated.

45

 But

what does preeminent

performance, preemptive
performance, and superstar

performance even look like?

46

 If

you dont have a clue

we have strong feelings were

about to share.
So

rather than try and ride it our

with sheer bravado

47

 When

the choice is winning or

losing choose to WIN!

48

Prepare to challenge, re-evaluate,

expand and totally/utterly shift your

current thinking. Take a deep breath

going both to the 60,000 foot level
of overview then down to the
deepest depths of transactional
implementation and implication.

49

 My

focus your focus for the next

3 days:
Clearly understanding and

grasping whats really going on

here in your turbulent, ultracompetitive business world.
50

 Then,

to fully grasp all the

distinctions, discoveries and

methods to cure the common

way other competitors try and do

business in the 21st century.

51

 Get

ready to embrace the

concepts of forward thinking,

preeminent thinking, exponential
thinking, critical/preemptive
thinking, proactive thinking

52

 One

more thing: What are the

consequences if you DONT

change?
Lack of profitable growth and a
deterioration of all you and your
stakeholders have built and
created!
53

 Lets

get started NOW!

54

Seatingmusical

Action Planning

chairs

Interactive

Exercises and

Collaborative

homework

Empirically/Case

Masterminding

Lightning Rounds

Transactional

(ADOPT) Adapt &

Translatable

Study Based

Adopt
55

Tools/Techniques to Eliminate Constraints,

Bottlenecks and Logjams in Your Pathway

Making Competition Irrelevant

Shaping the Destiny of Your Business

Future

36 All New Power Principles

56

QPE = Quantum Performance Enhancers

Stratagems

How To Build Your Power Team

Adjusting Your Vision for Growth and Higher

Profits

Reverse Engineering Your Target Performance

Indicators
57

Influences You Gain/Have Access To:

Industry
Compatible Businesses
Publications
High Profile Users
Celebrities
Credibility Status
Success Stories You Create:
Testimonials
Case studies
Media
58

How to Understand Return on Assets

Ad Clinic/Copywriting Lessons

How to Get the Money for Your Startup or

Stagnant Business and What to Do if You
Cant

Ads You Run

Sales
Recruiting
59

Promotions You Do

Sales Efforts You Make

Prospecting

Initial Sale

Point of Purchase

Up-sell

Order Department

Down-sell

Customer Service

Re-sell

Appointment Setting

Cross-sell

60

Leads You Generate:

Online
Offline
Calls

E-mails
Letters
Referrals

Sales Communication/System You Use

61

Referral systems

Acquiring clients at breakeven up front and

make a profit on the back end

Guaranteeing purchases through risk

reversal

Host-beneficiary relationships

Advertising

62

Using direct mail

Running special events or information

nights

Acquiring qualified lists

Develop a Unique Selling Proposition

63

Brand Repositioning

Distribution Channels

Selling Systems

Prospecting

The difference between mediocrity and

millions is marketing/strategy.

64

Increasing the perceived value of your

product/service through better client
education

Using public relations

Delivering higher-than-expected levels of

service

Communicating frequently with your clients

to nurture them
65

Increasing sales skills levels of your staff

Improving your teams selling techniques

to up-sell and cross-sell

Using point-of-sale promotions

Packaging complementary products and

services together
66

Increasing your pricing and hence your

margins

Changing the profile of your products or

services to be more up market

Offering greater/larger units of purchase

Developing a back end of products that you

can go back to your clients with
67

Communicating personally with your clients

(by telephone, letter) to maintain a positive

relationship

Endorsing other peoples products to your

list

Running special events such as closed door

sales, limited pre-release and so on
68

Programming clients

Price inducements for frequency

Up-selling, Cross-Selling, Follow-up Selling

69

 Putting

the power of geometry to

work for/in your business.

Getting

your business working

harder for you than you work for
it.

70

 Oh

yes one more thing,

everything we cover, while

seemingly somewhat provocative
will be highly logical, wellverified/validated and

documented, totally irrefutable.

71

 Expect

it to be mind-rattling, and

more than a bit unsettling but

unsettling in the most positive,

powerful, and profitable way

possible.

72

 So

how DO you create a

competitive playing field thats

tilted decisively to your
advantage? How DO you
neutralize and then paralyze the

competition?
73

 Start

by shifting your own self

image and understand the

concept of:

Greatness VS. Mediocrity

74

75

Every human inherently wants to be

great. Theyre programmed in their
DNA to perform at optimum capacity.

Do you really want to be average?

76

Most people deep down, dont feel right.

Thats why theres dissatisfaction, thats

why theres unhappiness, thats why we
are supposed to be performing,
achieving at a much higher level, and it
doesnt feel right.

77

 If

you look at the factor, the

cause, its because we have been

allowed to operate in a world of
mediocrity.

78

STEP 1:

People dont have an idea, or a picture in their

minds eye of what greatness looks like.

You need a clear-cut picture of what it looks

like, almost as a CAT scan, three-dimensional
view. What it looks like and feels like for the
receiving side. From all impact VANTAGE points.
79

STEP 1:

80

STEP 1:

We need some kind of reference to know

what greatness is supposed to look like.

Not just one-dimensionally, but multidimensionally, in every implication and

application of our lives.

81

STEP 1:

The greatest determinant of greatness,

ironically and success in the 21st century, is
going to be our ability to collaborate,
creatively and cooperatively with others who

have pieces of the puzzle we dont.

82

STEP 1:

Greatness is relative. Were not one size of

greatness fits all.

We just need to figure out what greatness is

within us.

Remember, youre programmed for

greatness.
83

STEP 2:

You have to figure out what path will get

you to a better place.

There are lots of ways to get an outcome,

but theres almost always going to be one

way (and its going to be different for each

person) thats faster, safer and more

fulfilling.
84

STEP 2:

Example: We want to go on vacation.

What path is going to get me there?
A lot of people thwart themselves.
They choose a path thats ahead of
them.
oExample: Olympic pole vaulter
85

STEP 2:

What path is going to get you there,

not just the quickest, but the safest
and most enjoyable? If its painful,
everything is stretching, and the
growing is a little bit painful.
Optimum isnt just the highest and
best. Its the highest and best path,
for you.
86

STEP 2:

The wonderful thing about the world

today, about the human being is that
we have a lot of paths to get us to our
greatest outcome.

87

STEP 3:

The third step is having enough confidence

and giving yourself permission to start
walking down the path to your greatness in

as many different categories as you can

pursue.

Dont try to do everything concurrently,

because it will diffuse.
88

STEP 4:

Few people have someone whos willing to

intervene and help get them back on track
and course-correct.
People need someone to believe in them and
advocate a champion long enough to where
the momentum, velocity and the force going
forward will take over and propel you to your
greatness.
89

STEP 4:

Even if they have enough fortitude, courage,

desire or perception of whats on the other
side of the mountain, to get started, what
frequently happens in every form of human
endeavor is: the first time you try something

and it doesnt execute very well, you get

derailed.
90

STEP 4:

Important: You want somebody who has an

extraordinary hopefulness for you because
he or she knows how much more is
possible.

Somebody whos been there and done that.

91

STEP 4:

You want somebody whos got an

understanding clinically, critically,
transactionally and empirically.

They have to be able to be PREEMINENT.

Preeminence is another way of articulating
greatness.
92

STEP 4:
A

really great mentor has the

ability to really see within you,

what you can be, and what you

can be in many dimensions.

93

1.

What is greatness supposed to look like?

2.

How can you get there? What path do you need to take?

3.

Have enough confidence and give yourself permission to

start walking down the path to your greatness in as many
different categories as you can pursue.

4.

People need someone to believe in them and advocate a

champion long enough to where the momentum, velocity

and the force going forward will take over and propel you
to your greatness.
94

The real beauty is, giving back. The more you

help others, the clearer it becomes to you, the
more you see the dynamic work.
What life is all about is the process.
Any time you get the chance to spend any time
with anyone, you come together for any reason,
for any amount of time, make the other side
better off because you were in their life, whether
it be a moment or not. Our job is to add value.

95

96

 So

starting your paradigm reset

switch, the question becomes:

Greatness OR Mediocrity?
The choice IS yours!

97

 Okay,

so I presume you want to

perform at the upper strata of

greatness!

98

 So

first, in order to be great,

you need to identify

99

 The

most significant shifts in

business affecting, afflicting,

impacting your business.
They include:

100

The ROA Performance Gap between

winners and losers has increased

over time, with the winners barely

maintaining previous performance

levels, while losers experience rapid

deterioration in performance.
101

The topple rate, the rate at which

successful companies lose their

leadership positions, has more than

doubled -- indicating that winners

are in precarious positions even as

they seemingly prevail.

102

Competitive Intensity in the

United States has more than

doubled during the last 40
years. Now doubling every

year.
103

 The

performance of U.S. firms is

deteriorating, yet the benefits of

productivity improvements
appear to be captured in part by

few creative talent.

104

Customers and clients are

gaining and using their market

power by increasing both

Consumer Power Downward

Pricing Pressure and Brand

Disloyalty.
105

The exponentially advancing

price/performance capability of

computing, storage, and bandwidth

is driving an adoption rate for our

new digital infrastructure that is

two to five times faster than
previous infrastructures.

106

Firms have untapped

opportunities to reverse their
negative performance but they
have to embrace pull.

107

 This

can only happen if

companies encourage

passionate/purposeful workers
at every level.

108

Separately, businesses must tap into

knowledge flows and expand the use
of power/leverage tools such as
social software to solve problems
more efficiently and connect more
effectively as they discover emerging
fraternities.
109

 Digital

technology has totally

changed the business landscape.

110

The key drivers of performance in

our business world today are hugely

shaped by digital infrastructure.

The flows of knowledge, capital, and

talent provide greater advantage or

disadvantage and amplify the impact

of both ways.
111

 Emerging

markets increase

their competitive level and

global power.
Finding

skilled workers is the

top problem in 2013.

112

 It

is certain competition will be

more aggressive: thus

optimization performance and
talent management will be key to
thrive and survive.
113

 Most

organizations are not

investing enough developing their

talent they are developing only

operational/tactical not strategic

skills in their team.

114

BRICS: An acronym for the combined

economies of Brazil, Russia, India, China

and South Africa that are distinguished as

emerging-market powerhouses with the
potential of being the most influential
economies in the 21st century.

BRICS markets will continue to drive global

growth and power.
115

Emerging markets will not only be a source

of significant revenue growth for your
business but also a source of new talent,
true innovation and groundbreaking
approaches to business which they will
leverage on a global scale.

Emmanuel Roman global consumer products

market leader, Ernst and Young
116

The answer - as with most threats is

to get out in front of it and harness it.

The foreign company will learn your

market eventually. Why not be the one to
teach them in other words shift your
way of thinking from competitor to
partner. You might just find a wealth of

opportunity awaits you.

117

 Skepticism

and denial are,

unfortunately blinding many to

those new realities.

118

 Turning

challenges into

opportunities through a new

mindset.

119

With every challenge there are

multiple solutions and different

definitions of problems, resulting in
differing attitudes, some proactive
some passive. The proactive, accurate
thinker CEO/entrepreneur sees
difficulties as challenges,
opportunities and even games.
120

 Challenging

economic times today

present extraordinary
opportunities for proactive

organizations to grow and be

successful

121

 The

1st one gets you the oyster,

the 2nd one gets the shell.
Andrew Carnegie

Be 1st. Get the oyster. Better still,

get the pearl.

Carlos Dias
122

 You

must learn to become an

accurate, strategic thinker and

become able to apply new

concepts/new rules that can be

confusing and intimidating to the

competition.
123

Accurate thinking strategists are willing to

see the fundamental truth in business today

that a Big Shift is occurring; a New Normal
is emerging.

An accurate thinking strategist CEO thinks of

his or her organization as existing within an
ecosystem.
124

Tacticians ask: How can we dig faster?

By contrast, accurate thinking strategists
think longer-term, using foresight. Their
focus is on effectiveness - figuring out what
change is coming, so you can do the right
things.

Accurate Thinking Strategists ask:

How can we be sure we are digging in the

right place?

125

 Most

books and instruction

programs fail to show the

entrepreneur how to take the
incidents of success and apply
them directly to your business in
todays decisively turbulent
environment.
126

Knowing how to manage the amount

of information that is now available is

daunting dealing with information

overload and understanding how to

select appropriate information for

your unique business situation is the

critical distinction you must MASTER.

127

 Most

entrepreneurs and CEOs do

not possess common sense and

self-awareness.

128

 They

dont understand the role of

emotional intelligence in the life

the a successful leader.
They

dont grasp social

intelligence or return on assets.

129

 Playing

to WIN means:

130

 Putting

the power of geometry to

work for/in your business.

Getting

your business working

harder for you than you work for
it.

131

 Two

kinds, good and bad (like

cholesterol)

Costs

you the same no matter

what the result
132

Buying trends
Educational options
Competitive choices
Value determination
Alternative means/choices
Industry Outlook
Necessity/Luxury
Inertia Factors (Rich Schefren)
133

General economic situations

Price competition
Need to continually innovate
Attracting/affording the right skill set
Market conditions
Competition
Price of marketing/selling/raw
material/familiar goods
Cash-flow/controlling costs
134

 2%

of all occurrences common

outcomes in your business life are

acts of God.

135

98% are the result of actions or

inactions you takeof factors,
forces, elements that you either
proactively control or you let

control you and your business - jet

stream/multiply diminisher

(example tests)
136

 Think

more like an entrepreneur

than a proprietor.

(Peter Drucker defines proprietor as a

business owner who adds nothing meaningful
to the market.)

137

****

138

 This

defines entrepreneur and

entrepreneurship - the

entrepreneur ALWAYS searches

for change, responds to it, and
exploits it as an opportunity.
-Peter Drucker

139

140

141

Build: To form by ordering and

uniting materials by gradual

means into a composite whole.
(construct, piece, set up, assemble,
fabricate, make, make up, put up, raise,
put together)

142

 Construct:

To make or form by

combining or arranging parts or

elements
(concoct, contrive, invent, devise,
manufacture, drum up, excogitate,
fabricate, make up, think (up), trump up,
vamp (up))
143

 Evolve:

Develop gradually,

especially from a simple to a

more complex form
(elaborate, develop, unfold)

144

145

 Derived

from Greek word -

stratgia,
High-level

plan to achieve one or

more goals under conditions of

uncertainty.
146

plan of action or policy

designed to achieve a major or

overall aim.
An

idea or a plan of how a specific

goal can be accomplished.

147

 War

definition -- The art of

planning and directing overall

military operations and
movements in a war or battle.

148

 The

science and art of disposing

and maneuvering forces in

combat.
A

conceptual action implemented

as one or more specific tasks.

149

Isolated actions or events that take

advantage of opportunities offered
by the gaps within a given strategic
system.

An action you take to carryout your

strategy.
150

Strategy
An adaptation or complex of adaptations that serves
as an important function in achieving evolutionary
success.

In contrast to tactics, strategy's components include

a long-range view, the preparation of resources, and
planning for the use of those resources before,
during, and after an action.

151

Strategy

In warfare - coordinated application of all the

forces of a nation to achieve a goal.
The utilization during both peace and war,
of all of the nation's forces, through large
scale, long-range planning and

development, to ensure security and victory

152

A business strategy is different from a tactic in

that different tactics may be deployed as part of
a single strategy.
Tactics are the actual means used to gain an
objective.
Strategy is the overall campaign plan, which may
involve complex operational patterns, activity, and
decision-making that lead to tactical execution.
153

 A constant rate of growth

applied to a continuously
growing base over a period of
time.

154

EXAMPLE:

A = Pert, where "A" is the ending amount

of money you have, "P" is the beginning

amount of money you have, e is the

mathematical constant, "r" is the growth

or decay rate, and "t" is time.

155

The equation reflects the extraordinary

power of exponential growth by showing
that even though the rate at which your

money grows is still constant at different

times, a change in time grows your initial

value of money significantly.

156

For example, an increase in time from 1

year to 2 years would make your initial
money simply double in linear growth.

However, in exponential growth, your

money increases by more than double

due to the exponential form.

157

 Strategy

vs. Tactics

Understanding

value/lifetime value of client

Understanding

difference between enduring

sustaining creator of recurring income and

value
Understanding

value creation for others

Understanding

Optimization and all forms

158

Understanding psychology of market

Understanding all facets of leverage

Understanding how a real business is

grown

Difference between lifestyle business

and asset/wealth creating enterprise
159

Understanding true value creation for

yourself/stakeholders

Understanding process implications

and implementation

Understanding the difference between

breakdowns and breakthroughs
160

Thinking more like an empire builder than a

cliffhanger/spectator in the strands whos

merely watching not playing the game.

Acquiring businesses

Penetrating new markets

Penetrating resources

161

Expanding business model

Constant, never-ending improvement

Acquiring/introducing new products

services

Making growth a natural part of everyday

thinking

Starting with the end in mind

162

163

Profit

vs. earnings

Sales

vs. Revenues

Systems
Business

vs. Ad Hoc

worth more when you

sell it than it ever earned you as

the operator.

164

 Self-image

165

 95%

of all small business owners

never realize their goals.

Why?

166

 They

dont have highly

integrative, budget-formulated,

highly defined/reverse engineered

goals.
They

have abstract macro-

theoretical hopes and dreams.

167

168

Liquid Assets
vs.
Pre-Liquid Asset Management

T.O.

169

Where does business wealth come

from? Most liquid assets originated
from pre-liquid assets operating
businesses.

Yet, discipline that people applied to

liquid asset management is usually

not applied to business pre-liquid

asset management.

T.O.
170

Example: Residential real estate,

landscaping companies, training
companies, furniture stores.

But to strategically maximize value of

the asset, you must look at the big

picture.
Weak points, fulcrum points.
Spend money that would drive the
maximum value.
T.O.
171

 It

is insane how much money is

left on the table when the average

person sells their business, and
these professional investors.
Acquire

it or it doesnt sell and

gets closed down.

T.O.
172

Why own Private Companies if

youre not going to maximize all
full aspects of its wealth creation
value?

T.O.
173

 Most

people dont even know

what sort of rate of return is

getting. Theres a difference
between a typical manger of
business and the wealth manager
of asset portfolios.
T.O.
174

The amount of sales generated for

every dollar's worth of assets. So,
it measures a firm's efficiency at

using the assets in generating sales

or revenue the higher the number

the better.
175

For most entrepreneurs, 100% of what

they have is just the failure or success

of their business.

For that reason, your business

absolutely deserves more of a

methodological approach than youre

giving.
T.O.
176

Flexible lifestyle

Strategic control

Product passion

Employee loyalty

Family continuity
T.O.
177

 Non-economic

and economic
reasons

T.O.
178

 Flexible

lifestyle, the controlled

feeling in control, might be

passionate about the business or
product service for people.

T.O.
179

 From

an economic standpoint

really only one reason to own a

business. It has to beat your next
best alternative for that
deployment of that capital.
T.O.
180

 Theres

only one reason for you to

keep doing it from a pure

investment standpoint: because

its a better return than your next,

best alternatives.
T.O.
181

 Reality

is that most businesses do

not meet the market.

To beat the market

T.O.
182

 There

needs to be whats called a

knowledge symmetry
(Tom ONeill) you can take that

knowledge is asymmetry and

decimates the playing field.
T.O.
183

 If

your business was a mutual

fund...would YOU buy?

T.O.
184

 Most

entrepreneurs typically dont

think of their business as an

investment.

T.O.
185

 If

you had 3 mutual friends (one

producing 5%, one producing

15%, and one producing 20% year

in and year out), would you
allocate the same capital to all

three?
T.O.
186

Average small business owners never

sell either close down or goes

bankrupt.

Yet average larger companies 10

million+ sells once every 9 years usually to a private equity firm or

strategic investors.
T.O.
187

 Why

own your business if youre

not going to maximize all 5

aspects of its wealth creation

value?

T.O.
188

1.

Multiply current income.

2.

Create far greater future income.

3.

Ethically exploit windfall income opportunities

internally and externally.

4.

Achieve monster-size psychic emotional

wealth.

5.

Position your business for future sale at the

maximum value and worth possible.
189

1.

Current Income Constantly

increasing current income and

profits is the first determinate of

business wealth creation.

190

2.

Future Income: If your business

doesnt have highly predictable,

strategic, long term revenue-generating
programming in place, that assures
continuous flow of profits and sales well
into the upcoming years --- you DONT

have a business at all.

191

3. Windfall Income There is no

business out there I know that cannot

uncover a five to seven figure profit

windfall within six months.

192

4. Psychic/Emotional Wealth Unless you

have the certainty, confidence, peace of mind,

vision, low stress, control, power, persistence,
perceptiveness, high ethical standards and
unstoppable drive, you cant possibly pilot the
strata of unstoppable business growth and

income youre after.

193

5.

Asset Wealth Few business owners

ever build a business they can sell for a lot

more money than they take out of it in a

year. Yet a business asset value should be

one of the major wealth creations you
achieve from your business efforts.

194

 When

you look at things you can

in fact (in multiple elements in a

business), you can categorize

them in 2 ways:
1.

Out of your control

2.

Within Your Control

.T.O.
195

Industry factors

Stock market

Capital markets

Local economy

Regulatory changes

Interest rates

T.O.
196

 Growth

rate

Balance

sheet

Quality

of earnings

Predictability

of earnings
T.O.
197

 All

things being equal, the more

earnings you have from the more

broad/diversified buyer base, the

less risky your business is.
T.O.
198

 Increase

your sales and growth

rate and

T.O.
199

 You

can increase the predictability

and sustainability of earnings.

(If you are a strategic thinker.)

T.O.
200

 You

can decide to concentrate or

spread your risks.

T.O.
201

People Risks and Talent Risks

Market Risks

Marketing Risks

Positioning Risks

Competitive Risks

Technology Risks

Alternative Means Risk

Etc.

T.O.
202

 Key

point is you have to be

beating the market or you

shouldnt be in the business.

T.O.
203

Either re-think your strategy and make

the asset produce what it should or
liquidate it and give the resource to
someone who can get you a rate of
return that youre not getting.

Outsource the capital essentially to an

investment fund.
T.O.
204

 Its

a very simple concept (Tom

ONeill) but how many people

actually apply this thinking to

their business?

T.O.
205

 Apply

the same methodology that

professional investors apply to

their investments to YOUR
enterprise/business/
actions/activities.
T.O.
206

 Understand

your micro-

investment portfolio

T.O.
207

What that means is youre the investment

and business. An investment within the
business. Must look at cost of acquisition

vs. lifetime value. What is the implied yield?

Thats an investment! Its not expense.

These are all things that you either pull risk

out of the business or put risk into the

business.
T.O.
208

 Proprietors

think in terms of
revenues and expenses.

Professionals

think in terms of
yield three-dimensional/value
creation.

209

Not just revenues and expenses:

3rd dimension is your

relationship between

expenses really the

investment youre making

and payout.
T.O.
210

You never write a check in business if

you dont believe itll produce some
kind of return do you?

As an investor, that would be insane!

T.O.
211

 You

never hire anyone if you think

you can make you money.

T.O.
212

 Two

ways to enhance returns

1.

Make new investments

2.

Maximize return on existing

investments
T.O.
213

 Deploy

new risk capital (increase

my principal)
Find

ways to maximize the yield

on the capital that Ive already

deployed.
T.O.
214

 Example:

You can add 20 more

salespeople
OR

You

can find ways to get more

productivity out of the people you
already hired.
T.O.
215

 Thats

really where most of this

process and program will focus

leveraging the geometry of your

business.

T.O.
216

 Its

very simple to understand

intellectually that putting into

practice in your business takes a

discipline
operating/implementation/

execution strategy.
T.O.
217

 Find

it in 3 ways/forms

1.

Capital reallocation gains

2.

Process improvements

3.

Multiple expansion
T.O.
218

1.

When you reallocate capital, you have

to measure relative performance of

the current process there.

2.

The higher yielding processes

pragmatically get more capital to
allocation.
T.O.
219

1.

Customer/Client Lifetime Value

a) I.e.: Average order size/frequency/gross

profit
2.

Customer acquisition cost

T.O.
220

 Remember,

higher-yielding

processes get more capital.

Lower-yielding processes dont
unless

T.O.
221

 They

have a different strategic

purpose and value.

T.O.
222

Critical

1. Product Development

a) Creating or Originating products and services

for which the expected revenue significantly
exceeds the cost of fulfillment. This should be a

continuous process as it directly feeds into

Customer LTV Maximization.
b) If this process is sick no amount of sales,
marketing, or process optimization will cure it.
T.O.
223

 2. Customer Acquisition
a) Lead Generation
b) Conversion
c) Sustaining
d) Utilization

e) Redeployment
T.O.
224

Important
1.

Customer LTV Maximization

a) Transaction Maximization

(1) Up-selling
(2) Cross-selling
T.O.
225

a) Elimination (Dont do it) - getting rid of

non-productive products, processes,
functions, etc.

b) Automation (Have a machine do it) - using

tools or software to automate as many

functions as possible, thereby reducing the

cost per transaction.

T.O.
226

c) Outsource (If people must do it) chances are good that someone has
already created an efficient costeffective system for performing your
desired function. Find it, and use it.
T.O.
227

d) Systematization (If you must have people

do it, and cant effectively outsource it) -

create and document a system for it.

(1) Create IP here when you can to preclude

competitive duplication
(2) Offer this as a service to monetize your

overhead where applicable and desirable.

T.O.
228

Strategic

1. KPI/Yield Analysis
a) This function is critical to ensure mid and longterm health, and ultimately exit value of your
business.
b) Indication of the health of your business and
effectiveness of your strategies.

T.O.
229

(1) New Customers Acquired

(2) Customer LTV

(a) Average Order Size
(b) Average Order Frequency
(c) Average Length of Relationship

T.O.
230

Most entrepreneurs have the wrong

skills to succeed in turbulent times

your old skills are unsuited to the

challenges of the new world.

231

Hindsight is the understanding of a situation

only after it has happened and that means we

would have done things differently.

So "hindsight benchmarking was a great way

to do in a static world. Not anymore. In a
dynamic non-linear world the future is
different to the past. Thus, practicing

"hindsight benchmarking" become risky and

suicidal today!
232

 But

the New World asks for

insight based on foresight and

accurate thinking.

233

The Hidden Art of Foresight

Greatness cannot be achieved by looking in the

rear view mirror.
And you certainly will not get there by standing
still, and waiting for outside events to decide
your fate.
To achieve CEO greatness - you need to build a
new skill set: You need to master the art of
foresight!

234

Foresight is the ability to predict what is likely

to happen - and use this information to prepare

for the future.
Strongly believe that foresight is the most
important skill for a CEO today.
In our fast-moving world, foresight empowers a
CEO to take advantage of opportunities that
present themselves - and to avoid problems that
will trap organizations that are still looking
backwards.

235

The Foresight Myth

Your competitors would like you to believe that

foresight is an innate gift, akin to biblical prophecy.
Either you were born with it, or you are out of luck.
Actually, foresight is more like athletic talent. Some
of us were born with more athletic talent, and some
with less. But all of us - no matter what level we
began at - can improve with practice.

The highest achieving athletes are the ones who are

most dedicated to refining and improving their skills.

236

The same is true with foresight. Its a skill set

that can be acquired. You can build your
foresight muscles - and become that
strategic, accurate thinking CEO who can see
around corners and prepare your
organization for what is coming at you.
But, just as in athletics, it will take work. It
will take dedication.

237

The Need for Accurate Thinking

But work and dedication wont be enough! For

you -to develop your foresight to its fullest
potential, it will also take careful, consistent,
guided practice with an accurate-thinker mentor
not a tactician.
Why? Because tacticians, almost by definition, do
not look forward. They tend to reason from
hindsight, to make short-term decisions based
either on what worked for them in the past.
238

Tacticians ask: How can we dig faster?

As a result, tacticians ask the wrong questions.

By contrast, accurate thinking strategists think

longer-term, using foresight. Their focus is on
effectiveness - figuring out what change is coming,
so you can do the right things.
Accurate Thinking Strategists ask:

How can we be sure we are digging in the right

place?

239

 The

Concept of

Leverage Marketing
taken through its totality

240

Give

me a lever long enough and

a fulcrum on which to place it,

and I shall move the world.

-Archimedes

241

Its all about leverage: Working on the

geometry of your business

Two kinds, good and bad (like cholesterol)

Costs you the same no matter what the result

242

****

243

 The

concept of optimization,

explained, explored, evaluated.

(Highest and Best Use)

244

Websters Dictionary Definition of

Optimization:

An act, process, or methodology of making

something (as a design, system, or decision)
as fully perfect, functional, or effective as
possible.
Synonyms: improve, enhance, correct, remedy,
improve on, boost, enrich, revitalize, maximize

245

 You

cant optimize until/unless

you understand recognize all the

best options, approaches, paths,
strategies, tactics, possibilities
available.
246

247

1.

Ideology

In your marketing you have the greatest upside

leverage environment imaginable.

First thing you do is an internal marketing

audit and inventory.
1. Look within your organization and see who
else does what you want to do better.
2. Go outside your company.
3. Go outside your industry, to related
industries, and look at their best practices.
248

2. Strategy

The easiest and fastest way to instantly transform

your business results is to change the strategy you
follow.

Most companies, are not even strategic. They are

tactical.

Changing your strategy will make huge differences in

your results and outcome.

249

3. Capital

Includes human capital, intellectual capital

and financial capital.

If you can get everybody performing higher

youve got incredible leverage. How do you

do it?

250

 3. Capital (continued)
Do you train your selling people in formal professional
consultative selling?
What about your own capital expenditures?
Question the capital expenditures youre making and the ROI
(Return on Investment), the ROE (Return on Effort), the ROP
(Return on People), the ROA (Return on Activity), and the
ROO (Return on Opportunity)
Youve got a responsibility to get the highest and best yield.
251

4. Your Business Model

The business model is different from strategy. Its basically

the means youre using to affect or achieve your strategy.
Its different than tactics.

The model is the whole integrated approach. I.e.: In the

Halcyon days of the Internet, the business model was the
first-mover-advantage and buy-critical-mass, then

figure out how to monetize or profit from them later.

252

4. Your Business Model (continued)

The business model you follow can make

all the difference in your profitability and

theres enormous leverage here because
you can change one element and it could

change everything.
253

5. Relationships

What are the various leverage relationships

you have? The business relationships you
have, the professional relationships you
have, the collegial relationships you have,
the mastermind relationships you have - all

these offer you incredible upside leverage

potential.
254

6.

Distribution Channels and Markets

You have a number of unrecognized distribution

channels you dont fully maximize and theres
enormous leverage in them.

There are so many areas of distribution that you

have unknowingly created that you dont really
think about (I.e.: suppliers, clients clients). Its
figuring out where your best leverage lies and
maximizing it.
255

7. Your Products and/or Services -

Current/Additions

Two other enormously effective ways to

transform the performance, the results and
the corresponding profits and wealth creation
your business can generate for you are to
create new markets and/or new products.
256

7. Your Products and/or Services Current/Additions (Continued)

How many other places could you take your

existing product, service or combinations or

variations of them and apply it to other
fields or other regions or buying groups. Or
could you license other people to use it?
257

8.

YOUR PROCESSES, YOUR PROCEDURES,

YOUR SYSTEMS

Every business mechanism can be broken

down into its driving processes and sub

processes. Once you figure out what the

processes driving an activity are, they can
be measured, they can be quantified, and
they can be vastly improved.
258

9. Your Ideology

What is the belief system that drives you?

If your belief system is youre only going to

work from 8 to 5, 5-days a week, youre
not going to be able to embrace things
that take more time and effort.

259

 Wrestle

the bear to the

ground.

- Fran Tarkenton

260

PART I: Cognitive Intelligence

The Accurate, Creative Thinker

Strategic acuity is the most important

competency for a 21st Century leader

261

To succeed in a turbulent world, CEOs

and senior executives require strategic

acuity the ability to evaluate

information and re-conceptualize your
business in response to that
information. The only way to develop
strategic acuity is through continuous

learning.

262

To achieve Strategic Acuity, you must commit

to an ongoing learning process:

-Acquiring information through a

program of serious reading of books and
materials from trusted sources

-Evaluating new information by filtering it

through an internal crap detector

263

-Transforming information into

knowledge by applying a context to it.
Think of this as mentally putting your
new information into the appropriate
file folder.

264

Transferring the knowledge into

a skill, that you can apply as you

craft or execute a strategy.

265

 Your

knowledge is becoming

obsolete but you probably do not

know it.
Your

experience can trap and

mislead you.
266

 If

you are operational driven, as

most organizations are today,

you cannot rely on your
organizations training programs
to build strategic acuity.
267

To develop your own strategic acuity,

you must:
Reprioritize your time so you are investing a
minimum of 8-10 hours per week to educate
yourself in fields adjacent to your industry.
Refuse to rely on sources that are not credible.
Resist the temptation to multi-task.
268

PART II: Emotional Intelligence

The Self-Aware Leader in a Fast-Moving World

Who you are as a person will directly impact

your business progress.

Do not let cognitive dissonance distort your

ability to see reality.

269

Self-awareness is your best weapon

against denial.

To be successful in growing your

business, you must first grow your

Leadership Mindset.
270

 You

must master your own mind

before you can master your

business.

271

 Values Navigator
Thought Control
Avoidance of Denial and Normalcy Bias

Refusal to React with Fear, Anxiety or

Anger

Repudiation of Greed and Pride

272

The Value of Social Intelligence

Your Social Intelligence -- how well

you are able to relate to others -- will

determine your success as a leader.

273

You can build your Social Intelligence

through these practices:

Whole brain listening

Personality types
Empathy
Resilience
Enthusiasm
Tact
274

Whole brain listening:

Whole brain approach requires you to use

both your right side of the brain and the left
side of the brain. With the right brain learning

to relax, gain confidence and become aware

of your own communications and with the left
brain, learn to become better in-tune with the
emotions of those you communicate with.
275

Personality types:
Personality types can be grouped into
four classifications: analytical, driver,
amiable, and expressive. Once you are
able to identify an individuals
personality type, you can adjust your
means of discourse and activity to fit
each individuals personality type.
276

Empathy:

Empathy is about understanding the

views and experiences of those
around youemotionally as well as
intellectually.

277

 Resilience:
The

ability to recover from

setbacks and pivot to new goals

278

Enthusiasm:

Enthusiasm is about giving your colleagues

and direct reports feedback and support
and embracing the progress theyve made.
It is also about your presence and focus on

other peoples work and careers.

279

Tact:

Tact is the ability to deal with people

without causing friction or giving
offense, while still communicating
truthfully and with clarity.

280

PART III: Business Intelligence

The Principles of Business Intelligence

In business as in other complex social and

economic situations, a set of principles operates

that can be difficult to discern in our day-to-day
lives. Effective CEOs must grasp that these

principles are as immutable as the laws of

science, economics or physics.
281

Principle 1: Profit isnt enough to sustain

business progress
Focus on optimizing these variables:

Actual net sales and assets velocity.

Predictable revenue streams.
Reduced variability in performance.
Unique perceived customer value.
282

Principle 2: Foresight IQ is mandatory

for business.

Foresight is the rare ability to predict what is

likely to happen and to use this to prepare for
the future. Only 5 out 100 global executives

have this like gold dust ability.

283

 Principle

3: Momentum is a three-

dimensional force.

284

Principle 4: A trained Internal Advisory

Group Board is the key to 21st century
success.

Principle 5: Every business is an

ecosystem and every change makes a
difference.
285

In chaos theory, the butterfly effect is

the sensitive dependence on initial

conditions, where a small change at

one place in a deterministic nonlinear
system can result in large differences

to a later state.
286

The name of the effect, coined by

Edward Lorenz, is derived from the

theoretical example of a hurricane's

formation being contingent on whether

or not a distant butterfly had flapped its
wings several weeks before.

287

 Seeing

Correlations,

Implications, Aberrations, and

Permutations

288

 Adjusting the business vision

Creating and delivering a unique
client value proposition
Creating and executing a winning
strategy

289

 Developing, implementing and

evaluating powerful sales and

marketing strategies
Continuously creating new and unique
products and services
Leveraging the power of human

alignment
290

Talent Intelligence
Six

foundational competencies for

achieving self-actualization as a
leader:

291

1.

Decision making

2.

Communication

3.

Goal attainment

4.

Business life management

5.

Applied emotional intelligence

6.

People development

292

Intellectual capital:

Collective knowledge (whether or not documented)

of the individuals in an organization or society.
This knowledge can be used to produce wealth,

multiply output of physical assets, gain competitive

advantage, and/or to enhance value of
other types of capital.

293

Leveraging Intellectual Capital

This is the best opportunity to

increase return on assets, which are
too low in most organizations.
As a CEO, you can achieve greatness
by building a Preeminent business
294

The concepts are designed to help you

get rid of outdated mental models

that were designed for yesterdays

more linear world, and instead adopt a

Strategy of Preeminence that is

optimized for success in todays

turbulent, complex reality.
295

 How?

296

Your organization contains a

multitude of unexploited resources
that represent a mother load of
wealth for your organization but you
require strategic acuity to see and

exploit this hidden wealth.

297

Carlos Dias

Jay Abraham
298

There is a price, one that many CEOs fail to

recognize
The price you pay in lost opportunity.
Because not every business has allowed itself
to get stuck.
Not every business is wallowing in inertia.

They are finding new ways to engage with

customers - your customers.
299

They are finding innovative new products to

bring to market - your market.
They are accumulating cash - cash that could
have been yours - and they will soon be
investing it to grow their businesses.
They are gaining on you - and if you continue
to stand still, you can be sure they will
overtake you!

300

Were living through turbulent times.

Turbulent times are scary, because they
disrupt the normal, familiar status quo.
But there are two sides to that coin. Because
an environment that is disrupted is an
environment full of opportunity.

301

So why should you benchmark best practices

from leading companies when before you
master them, they become obsolete?
Financial Times, December 23, 2010
In a fast-moving non-linear market, benchmarking
and traditional operational management planning
models no longer work.

302

Opportunity Costs in the Real World

A Case Study

What is the opportunity cost of

accepting old, obsolete assumptions
and paradigms?

303

The choice is frighteningly clear.

Accept the status quo - the seemingly
safe but mediocre path that he is on
now. But in a turbulent world, that
safety is an illusion. The mediocre
path is actually the riskier one,
because it eventually leads to a dead
end.
304

As long as you stay on the mediocre

path, competitors are going to keep
gaining.

Or, look for a different path - a new

direction that is free from the limits of
outdated assumptions and selfdoubts. The potential opportunity of a
different path is limitless.
305

But not every new path leads to

greatness. Before traveling outside of his
comfort zone, need a way to reduce the

risk. Need certainty. Need to be sure that

the business is on the right road, and

avoid any hidden dangers along the way.

306

So that is the challenge. How to find

that new path in order to reach the
CEO greatness - and unearth the
hidden wealth potential in business.

307

And what processes are you following

to be certain you are finding the
opportunities and mining the hidden
wealth that is lying dormant in your
business?
Well explore a different pathway - a
new, proven leadership paradigm for
creating wealth in turbulent times.
308

The Hidden Art of Foresight

Greatness cannot be achieved by looking in

the rear view mirror.

And you certainly will not get there by

standing still, and waiting for outside
events to decide your fate.
To achieve CEO greatness - you need to
build a new skill set: You need to master
the art of foresight!

309

Foresight is the ability to predict what is likely to

happen - and use this information to prepare for
the future.
Strongly believe that foresight is the most
important skill for a CEO today.
In our fast-moving world, foresight empowers a
CEO to take advantage of opportunities that
present themselves - and to avoid problems that
will trap organizations that are still looking
backwards.

310

The Foresight Myth

Your competitors would like you to believe that

foresight is an innate gift, akin to biblical prophecy.
Either you were born with it, or you are out of luck.
Actually, foresight is more like athletic talent. Some
of us were born with more athletic talent, and some
with less. But all of us - no matter what level we
began at - can improve with practice.

The highest achieving athletes are the ones who are

most dedicated to refining and improving their skills.

311

The same is true with foresight. Its a

skill set that can be acquired. You can
build your foresight muscles - and
become that strategic, accurate thinking
CEO who can see around corners and
prepare your organization for what is
coming at you.

But, just as in athletics, it will take work.

It will take dedication.
312

The Need for Accurate Thinking

But work and dedication wont be enough! For

you -to develop your foresight to its fullest
potential, it will also take careful, consistent,
guided practice with an accurate-thinker mentor
not a tactician.
Why? Because tacticians, almost by definition, do
not look forward. They tend to reason from
hindsight, to make short-term decisions based
either on what worked for them in the past.
313

Tacticians ask: How can we dig faster?

As a result, tacticians ask the wrong questions.

By contrast, accurate thinking strategists think

longer-term, using foresight. Their focus is on
effectiveness - figuring out what change is coming,
so you can do the right things.

Accurate Thinking Strategists ask:

How can we be sure we are digging in the right

place?

314

Resources are always constrained

more so than ever in turbulent times.
When change is constant and fastpaced, can you see why CEOs must
learn how to focus accurately and
strategically on the 20% of activities
that will propel their organizations
forward ?

Focus on Creating and Capturing Value

315

While conventional wisdom would suggest a

greater focus on efficiency and investments
in a time of growing economic pressure, the
findings of the Big Shift suggest a longer
term view ... Todays business environment
requires a focus on value creation and
capture. Knowledge flows are the key to
surviving and thriving through these tough
times and beyond.
Source:The 2011 Shift Index: Measuring the forces of long-term change,

Deloitte Center for the Edge, 2011

316

Accurate thinking strategists are

willing to see the fundamental truth in
business today that a Big Shift is
occurring; a New Normal is
emerging.
The tactical orientation that worked in
the 20th century will undermine your
business in the 21st century, and
eventually topple it.
317

Today, your focus must be on creating

and capturing value. And your tools
for creating and capturing value are
the knowledge and know-how that
you and your organization bring to the
table.
318

 CEOs

who are struggling today -

some of them whose businesses

are stuck and they dont even
know it, others who are stuck but

dont know what is causing it.

319

Luxury of standing back and taking a longer

view of the situation. Here is the nature of the
changes he is facing, based on research from
the Shift Index:
The performance gap between winners and losers
continues to increase, with the winners barely
maintaining previous performance levels, while
losers experience rapid deterioration in
performance.

320

The Cognizant diagram illustrates how social,

mobile, analytics and cloud IT architecture the

SMAC Stack will lead to the unbundling of
tightly coupled, industrial age value-chains,
transforming key processes and, in some cases,
entire industry structures.

321

Different industries like substances in

nature have different melting points at

which this disruption will impact them. No

natural substance is immune to heat and no

industry structure.

322

No wonder business is underperforming, no

matter how hard you work!
Pushing on levers that are no longer connected to
current economic reality.

How To Get Back On Course?

323

Trained to do a job in a simpler world - a world

that does not exist anymore ..
By trying to manage by looking backward like
most executives today is wasting effort,
wasting time, and burning through cash that
could be used to get the business back on track.
Allowed business to get out of balance, R eturn
on Assets (ROA) is well below cost of capital.
Shift paradigm.
324

As CEO, what is your actual job

description today, in turbulent times?

W hat duties and tasks do you
consider to be your unique
responsibilities as the CEO of your

organization?
325

The CEO's Job Description in Turbulent

Times

The CEO is responsible for the

organizations success or failure.
Without a clear job description in their
own mind, CEOs can easily get distracted
- and neglect the core issues.
326

CEOs 1st Duty: Set Strategic Direction

Many leaders get confused about the

difference between strategy and tactics.
Strategy is deciding what your
organization should do. A CEO is paid to
think - and strategy is all about accurate
thinking.

327

Need to accurately assess the realities in your

business.
Need to evaluate the opportunities available
to you, and select the best ones to focus on in other words, where you want your business
to play.

Strategy is about effectiveness - making sure

the organization is doing the right things.
328

Tactics are NOT the CEOs job!

By contrast, tactics are what happens below
the shoulders. Its about efficiency - doing
things well. Its focus is doing rather than
thinking.
Your people are paid to do. You are paid to
think.

329

An accurate thinking strategist CEO thinks of

his or her organization as existing within an
ecosystem.
Your organization is the internal portion of
the ecosystem. It co-exists in an external
ecosystem with other players - like suppliers
or customers, for example.

330

At one time, there were static hierarchies

and roles within the ecosystem. For
example, your office equipment vendor

was the supplier, and you were the

customer - your roles in relation to each

other did not change.

331

Remember, the CEOs first duty is to set

strategic direction for the organization. So

an important task under that duty is to

define and interpret that critical

meaningful outside that Peter Drucker
describes.

332

Determine the Business Backbone

333

The next critical CEO task is determining vision,

purpose and strategic position - what Carlos calls the
business backbone of the organization.

What game to play, and where to play it?

Which markets and clients should we select - and which should

we stay out of?

Against which competitors?

In which locations?

With what product or service lines?

And, vitally important in a fast-moving world, in what

timeframes?
334

Just as it is important for the CEO to

determine where and when to play, it is
equally important to decide what the
organization will not do.

Why? Because especially in fast-changing

times, there are never enough resources so
focus will be key to succeed in leveraging the
key opportunities available for creating
business wealth in a turbulent world.
335

So the second task under your duty to

set strategic direction is to clearly
determine and establish a strong
business backbone!

336

You Need Foresight in Turbulent Times!

In turbulent times, you need the foresight to

recognize new competitors coming your way.
There could be new direct competitors in your
field, or there could be indirect competition.
And you need to know how to change your
paradigm and mental models, before you can
either change the rules of game, or better yet
create a new game where your organization is
the leader.
337

Traditional CEOs wrongly rely on their gut

instinct - or on costly traditional market
research. But both of those are backward-looking
indicators. It isnt possible for them to turn up
indirect trends before they happen.
That is why CEOs with foresight have developed
new ways of spotting oncoming trends - ways
that are more forward-looking than listening to
what you gut tells you - ways that are more
applicable in a new, fast-moving world.
338

Peter Drucker said it best:

"The greatest danger in times of

turbulence is not the turbulence itself.
It is acting with yesterdays logic,
basing your actions only on past
experiences."
339

Two scarcest resources are talented humans

with proven capacity to understand where the
market is headed - and financial capital that
allows you to invest in pursuing the

opportunities in your business.

What is the best way to put our most talented

people to work for us?
340

To sum up, the CEOs first duty is to set

strategic direction. That includes:

Defining and interpret the meaningful outside
Determining What business are we in? Should be
in? Should not be in? In what timeframes?
Determining concentration of human and

financial resources

341

The person who figures out how to harness

the collective genius of his or her
organization is going to blow the
competition away.
Walter Wriston

Citibank CEO (1967 1984)

Only 20% of the knowledge available to an
organization is actually used.
Source: Gottlieb Duttweiler Foundation
342

Intellectual capital in most organizations is

being wasted.

Knowledge, wisdom and understanding can

be an invaluable resource for competitive
advantage.

343

Barriers to Greatness
1.

You need a vision of what greatness is for

YOU

2.

You need a PATH to take you there

3.

You need COMMITMENT

4.

You need a COURAGE and SELF-CONFIDENCE

CEO greatness leads also to Peace of Mind

344

Philosophy

Strategy

Revenue model

Competitive advantage

Goals

345

Assessing changing market factors

Marketing/selling approach

Research on market

talking/commentary

Alternative means

Trends

Technology
346

On your industry

On new needs

On your

On new

competitors

applications

On new markets

On R&D

On new services

On alternative
markets
347

Knowing where youre headed and

why

Maximizing before multiplying

Quantifying, measuring, comparing

Correlations/implications

348

 Knowing

your current strengths

and weaknesses. Maximizing

former competition latter.
Know

where to gain/get strengths

youre missing.
349

1. Increase the number of clients (clients)

2. Increase the average transaction value

3. Increase the frequency of repurchase

Get more residual value out of each client

350

 The

purpose of business is to

create and keep a customer.

-Peter Drucker

351

352

353

354

355

1.

Penetrate a new MARKETS every year.

2.

Introduce a new PRODUCTS/SERVICES

every year.

3.

Purchasing your competitors

BUSINESS or assets every year.
356

357

Referral systems

Acquiring clients at breakeven up front and

make a profit on the back end

Guaranteeing purchases through risk reversal

Host-beneficiary relationships

Advertising
358

Using direct mail

Using telemarketing

Running special events or information nights

Acquiring qualified lists

Develop a Unique Selling Proposition

Increasing the perceived value of your

product/service through better client education

Using public relations

359

Delivering higher-than-expected levels of service

Communicating frequently with your clients to

nurture them

Increasing sales skills levels of your staff

Improving your teams selling techniques to upsell and cross-sell

Using point-of-sale promotions

360

Packaging complementary products and services

together

Increasing your pricing and hence your margins

Changing the profile of your products or services

to be more up market

Offering greater/larger units of purchase

Developing a back end of products that you can

go back to your clients with

361

Communicating personally with your clients (by

telephone, letter) to maintain a positive

relationship

Endorsing other peoples products to your list

Running special events such as closed door

sales, limited pre-release and so on

Programming clients

Price inducements for frequency

362

Up-selling, Cross-Selling, Follow-up Selling

Host/Beneficiary Relationships

The process of identifying who else in the cycle of

business life has established strong relationships

and earned the trust of people in the same categories

as the ones youre trying to target.

Calculating Lifetime Value, Marginal Net Worth,

Allowable Cost

363

Whats the Marginal Net Worth of a Client?

Re-Investing / Parlaying
Your Current Levels of Success to Loftier

Heights

Reinvestment Multiplier Table

364

365

Revenue
Most businesses continuously rely on
one marketing approach to grow and
sustain their business

(The Diving Board Philosophy)

What happens when that one

approach becomes less effective?
Your business stream diminishes
and you begin to lose market share.
366

Revenue
Joint Ventures

All it takes is

ONE

BIG
IDEA
Which one will you pick for this?!

What would happen to the stability of your business as you begin the
process of formalizing your marketing profit centers?
367

Revenue
Joint Ventures

Referral Systems

Developing a
Back End

What would happen to your revenue level and profitability if you

combined a wide array of marketing approaches?
(The Parthenon Philosophy)

368

369

370

The Top Three Reasons for

Stagnation,

In My Experience, Are The

Following:

371

1.

Not incorporating growth thinking into

everything a business owner does.

2.

Not measuring, monitoring, comparing, or

quantifying results.
3.

Not having the detailed, strategic

marketing plan with specific performance
growth expectations.
372

1. Are You Stuck Losing Out to the

Competition?

2. Are You Stuck Not Selling Enough?

3. Are You Stuck with Erratic Business

Volume?
373

4. Are You Stuck Failing to Strategize?

5. Are You Stuck with Costs Eating Up All

Your Profits?

6. Are You Stuck Still Doing Whats Not

Working?
374

7. Are You Stuck Being Marginalized by

the Marketplace?

8. Are You Stuck with Mediocre

Marketing?

9. Are You Stuck Still Saying I Can Do It

Myself?
375

You are stuck in Poor Leadership.

You are stuck in a Poor Business Model.

You are stuck with Poor Marketing.

You are stuck with Too Small A Market.

You are stuck with a Me Too Product.

You are stuck with Poor Distribution.

376

377

Dont Keep Your Clients From Buying

1.

2. Use Test Marketing to Maximize Your

Sales Results (Science Not Art)

3. Build and Profit From a USP

Preemptive, preeminent only viable
solution
378

4. Grow Leverage Through

Endorsements
(The Power of Others)

Tom Sawyer School of Business

5. Reverse Risk to Put Your Sales in

Forward Drive
379

6. Make Top Quality A Top Priority

(Know what it and value mean to your

client.)

7. Link Your Business to Strong Partner

8. Pay Only For Results

380

9. Manage Your Assets Wisely

Tangible and Intangible First
Know what they are

10. Borrowing Winning Strategies

- Funnel vs. Tunnel Vision

381

11. Be Proactive to Outsell the

Reactive Always think ahead

- The Championship Billiard

Concept

12. Use Non-Ad Ads

382

13. Turn One-Time Clients Into Life-time

Buyers
- Annuitized, programmed buying

14. Find and Use All Your Hidden Assets

Windfall Profits, Cash Flow Bonanzas

383

15. Seven Ways to a Winning Sales

Pitch/Presentation

1.

First, say something that gets the

2.

Second, tell the reader/listener/viewer

prospects attention. (Self serving to

them)
why he or she should be interested in
what you have to say. (Benefit/ reason
why

384

3.

Third, tell them why they should

4.

Fourth, prove that its true.

believe that what you say is true.

385

4.

Fifth, list all the benefits of your

5.

Sixth, tell the reader/listener/viewer

6.

Seventh, ask them to order right

product or service.
how to order.

away. People buy benefits,

advantages, protection, enrichment.
Features are merely the pathway,
bridge to get them.
386

16. Preemptive Advantage (Only viable

solution)

17. Work With Other Peoples Money,

OPE, OPI, OPR

18. Get Twice as Much Done in Half the

Time (John Dudeck)
387

19. Use Direct Mail/Sequential

Marketing But

Use It Right

PEQ/MMT Experience PEQ/MMT

20. Develop Multiple Income Sources

21. Know Your Niche

388

389

1.

Continuously identifying and discovering

hidden assets and over-looked

opportunities in your business
2.

Mining cash windfalls each and every

month of your business

3.

Engineering success into every action you

take or decision you make

390

4.

Building your business on multiple profit

sources instead of depending on one single
revenue generating source

5.

Being different, special and advantageous in

the eyes of your clients

6.

Creating real value for your clients and

employees for maximum loyalty and results

391

7.

Gaining the maximum personal leverage from

every action, investment, time or energy
commitment you ever make.

8.

Networking, Masterminding, Brain-Storming with

like minded, success driven people who share real

like experiences and shortcuts with you
9.

Turning yourself into an idea generator and

recognized innovator within your industry, field or
market
392

10.

Making growth-thinking a natural part of your

everyday business philosophy.

11.

Reversing the risk for both you and your clients in

everything you do (so the downside is almost zero, and
the upside potential nearly infinite).

12.

Using small, safe tests to eliminate dangerous risks

and adopting funnel vision instead of tunnel vision in
your thinking.

393

394

Mistake #1: Not Testing All Of Your Marketing Ideas

Corollary: Test all your marketing

Mistake #2: Running Institutional Advertising

Corollary: Run only direct response advertising

Mistake #3: Not Articulating And Differentiating Your

Business Preeminence/Preemptiveness

Corollary: Develop a USP and use it in all your

marketing
395

Mistake #4: Not Having Back-End Product Or

Service
Corollary: Create a profitable and systematic
back-end

Mistake #5: Not Understanding Your Clients,

Their Needs, And Desires

Corollary: Always determine and address the

real needs of your clients and prospects
396

Mistake #6: You Must Educate Your Way Out Of

Business ProblemsYou Cant Just Cut The Price
Corollary: Always recognize that you must
educate your clients as a part of the marketing
and sales process

Mistake #7: Not Making Doing Business With Your

Company Easy, Appealing And Fun
Corollary: Make doing business with your
business easy, appealing and fun.
397

Mistake #8: Not Telling Your Clients The Reason Why

Corollary: Always tell your client the reason why

Mistake #9: Terminating Marketing Campaigns That Are

Still Working
Corollary: When you prepare your marketing, focus on

the

intended prospect and no one else.

Mistake #10: Not Specifically Targeting Your Marketing

Corollary: When you prepare your marketing, focus on

the

intended prospect and no one else.

Qualifying Prospects

398

Mistake #11: Not Capturing Prospects Mailing Addresses, E-mail

Addresses As Well As Pertinent Contact Information

Corollary: Capture everything on a prospect or client that you

can in an organized, retrievable system

Mistake #12:Being Tactical Not Being Strategic

Corollary: Always having a strategy which tactical actions and
methods are integrated into

Mistake #13: Not Having An Integrated Marketing Or Sales System

Corollary: Having a marketing and sales system in place and
refine it continuously ---using letter/call/letter/call or email/
letter/call strategies

399

Mistake #14: Not Taking Advantage and Integrating

The Internet Into Every Aspect Of Your Marketing

And Sales Efforts
Corollary: Integrating the Internet into all your

marketing and sales activities

Mistake #15:In Sales Situations, Shooting From the

Hip (Ready, Fire, Aim!)

Mistake #16: Being Stuck Doing What Works

Corollary: Always be willing to change
400

Mistake #17: Not Reinvesting Your Profits

Corollary: Always parlay your success and
momentum into greater achievement

Mistake #18: Not Knowing And Leveraging

The Lifetime Value Of A Client
Corollary: Always understand the lifetime
value of your clients
401

Mistake #19: Not Maximizing Your Assets,

Relationships, Opportunities, Resources, Etc.

Corollary: Always explore and maximize your
resources, assets and opportunities

Mistake #20: Treating Marketing and Sales As

Operations Silos

402

403

1.

Hidden Assets that Transcend

Revenue

2.

Overlooked Opportunities, Products

or Services
3.

Underperforming Activities

4.

Undervalued Relationships
404

5.

Underutilized Distribution Channels,

Strategic Expansions

6.

Untapped Selling Systems

7.

Little Known Marketing Approaches

405

406

1.

People are silently begging to be led. They

are crying out to know more about a
business product or service.

2.

Tell people what specific action to take.

3.

Marketing is the ultimate financial

leverage.
407

4.

Advertising is nothing more than

salesmanship.
5.

People don't appreciate what a business

has done for them -- or will do for
them -- unless they are educated to

appreciate it.
408

5.

Bonuses can make a profound

contribution to the overall sales
proposition.

6.

Take on the purchasing risk for

the customer when making a
sales proposition.
409

410

1.

Advertising/Direct Marketing/
Copywriting

2.

Selling/Consultative Advisory
Communication

3.

Lead Generating/Targeting Qualifying

4.

Offering/Closing
411

5.

Upsell

6.

Resell

7.

Cross-sell

8.

Repurpose/Reclamation Monetizing

9.

Referral

412

1.

2.
3.
4.
5.

6.
7.

Maximize what you already do

Multiply the opportunities available to you
Monetize unprofitable areas of your business
Create new products/services
Profit from your competition
Reclaim past expenditures
Become strategic instead of tactical

BONUS:
1.
Penetrate new markets and create NEW revenue sources
2.
Acquire one new business or asset

413

Business-minded
goals/aspirations/possibilities

Wealth/empire creation

Strategy-minded

Marketing-minded

Talent-minded
414

Infrastructure-minded

Culture-minded

Growth-plan minded

Knowledge minded

Effectiveness/productivity-minded
(Dudeck)
415

Access/market/source

Advantage minded
Credibility
preemptively

Access
Calue creation proposition
Migration
Irresistabiltiy proposal
Unbeatable offer
416

Advantage minded continued

Filling needs
Relevance
Counterprogramming

Leveraging resources, assets, access

Revenue process
Migration sourcing

Advanced/enhance
Purpose redeployment
417

418

 Strategy

is always a means to a

major goal that can be boiled

down to one simple objective:
more significantly/continually
meeting/exceeding client needs.
419

Strategy is a high level plan to achieve one

or more goals under conditions of

uncertainty.

Strategy is important because the resources

available to achieve these goals are usually
limited.
420

Strategy is also about attaining and

maintaining a position of advantage over

adversaries through the successive

exploitation of known or emergent

possibilities rather than committing to any
specific fixed plan designed at the outset.

421

 52%

of CEOs/entrepreneurs dont

feel that their current strategy will

lead to success long term.

422

A tactic is a conceptual action

implemented as one or more specific
tasks.

Tactics are the actual means, specific

actions, used to reach the desired

state for the company.

423

 Your

first goal, then is to define

reality, then crafting a vision and

superior competitive strategy to
make that vision your true/new
reality!
424

 As

business grows,

entrepreneurs/CEOs/leaders need
to have a wider skill set and

foresight to succeed.

425

 Foresight

will help you see what

changes are coming at you, in your

organization, in your market and in
the world.

426

A special report on leadership

development. What should it entail?

CEOs/leaders need to have a wider

skill set to succeed.

427

 You

need to reinvent yourself

to meet the large scale and

scope of your industry

alternatives and market

education.
428

 This

requires complex yet

malleable skills sets.

Strategic

planning is a top

leadership skill you must master.

429

Strategic planning is an organization's process

of defining its strategy, or direction, and

making decisions on allocating its resources to
pursue this strategy. In order to determine the
direction of the organization, it is necessary to
understand its current position and the
possible avenues through which it can pursue a
particular course of action.
430

Generally, strategic planning deals

with at least one of three key
questions:

"What do we do?"

"For whom do we do it?"

"How do we excel?"
431

 You

must develop a fresh mindset

and framework to evaluate and

lead your business. How?
Critical

thinking is a priority skill

to master.
432

Critical thinking is reflective reasoning about

beliefs and actions.

It is a way of deciding whether a claim is always

true, sometimes true, partly true, or false.

Critical thinking can be traced in Western

thought to the Socratic method of Ancient

Greece.

433

Critical thinking is an important component

of most professions. It is a part of formal

education and is increasingly significant as
students progress through university to
graduate education, although there is debate
among educators about its precise meaning

and scope.

434

You must have an acute sense of how

complex layers of issues, activities,
events relate together and be able to
assimilate your business strategy
across al these factors.

435

 You

need the ability to

understand how to best present a

clear and tactful message to
internally team and external stake
holders across all these factors.
436

Dont argue with others by actively avoiding

it and instead showing respect for other
peoples opinions. Try to see things from
the other persons point of view.

Dont criticize people and instead give them

honest appreciation.
437

Be genuinely interested in people and make others

feel important by being a good listener and most

importantly, smiling.

Encourage people to talk about themselves and talk

in terms of other peoples interest.

A persons name is the most important sound in

any language to them.
438

Start in a friendly matter and ask questions in the

beginning to which the person will answer yes.

Let people do a great deal of talking and make

them feel like an idea is his or hers while being

compassionate towards the other peoples ideas
and desires. Dramatize your ideas, throw down a
challenge, and appeal to the nobler motives.

439

Always begin with praise and honest

appreciation, ask questions instead of

giving direct order and give the other

person a fine reputation to live up to.

Talk about your own mistakes before

criticizing the other person and try to call
attention to peoples mistakes indirectly
440

Be "hearty in your approbation and lavish in

your praise."

Make their fault seem easy to correct and

make the other person happy about doing

what you suggest and let the other person
save face.

441

 The

ability to execute strategy

through communication is one of

the most important skills.

Monitor

your environment.
442

There is need today more than ever

for fresh thinking and new ideas

Must expand way of thinking, tap

capabilities from around the glove and
collaborate to get things done instead.

443

You need to focus on growth, which in turn

requires three distinct skills:

1.

Innovation understanding customers and

creating new ways of offering them value

2.

Globalization working across diverse markets

and institutions to establish supply chains to

deliver that value effectively

444

3.

Change responding flexibly to the rapid

evolution of markets and competition.

-David Newkirk, CEO of Darden Executive
Education,
University of Virginia Darden School of

Business

445

Here are a few ideas from the

Skillsoft Leadership Research Report
in Creative Age Assessment to help

make measurable change in this

turbulent economy and competitive

advantage.
446

 Act

despite anxiety and chaos

Understand

you have more

control than you think

447

Chip Conley, CEO of Joie, turning negative

stress into positive challenge:

Think of a project, task of effort in which you are
involved.
Write down all of the things over which you have
control.
Now write down the things over which you think
you have little or no control.
448

Understand where you spend your

time and why and whether its
pragmatic

Take action

449

Recognize the #1 Motivational Factor

in the World:

Make meaningful progress in what you

do and your team does.

450

 You

always accomplish more

through movement than

through meditation.
Gary Halbert
451

 Recognize
Focus

the velocity of learning

on doing something

different, developing new

behaviors while your actuating.
452

 Case

study 250% increase/five-

minute intervention fundraising

-college.

453

3 Most Important Things You

Do For Your Company
1.

2.

Relevancy

Competency
3.

Passion

454

Are you getting a good ROI on your

money, your effort and most
importantly your time?

Use your time and everything else you

invest to produce the greatest

strategic long-term pay-off?

455

Most Precious Intangible Assets

Time
Opportunity Cost
Effort

456

 Practice

the concept of highest

and best use

Which

tasks within your business

qualifies as your highest and

best?
457

Give each task different values based

on:
Their relevancy
Is it pertinent to the future success of your
business?
Your Competency
Are you adequately qualified to complete
the task?
Your True Passion for Doing Them
Does it evoke a strong emotion Do you
enjoy doing this?
458

 This

exercise will put you in a

geometric power position that

brings the greatest yield.

459

Delegate to Others if:

It isnt Relevant
Youre not competent in it
Youre not completely passionate about it

This will free you up to focus your most

precious intangible assets on things that
matter the most.
460

Do ONLY the things that you do best and

delegate everything else

Find the tasks that you are gifted at and that
youre passionate about and do those things

This will give you the best possible return

on your investment of time in your
business.
461

Causes: Confusion, paralysis,

procrastination, and a lack of focus.

Growth happens in spurts but there

comes a point where growth is no
longer possible.

462

 Our existing knowledge and skills are

simply inadequate to carry ourselves

beyond where we are now.

This creates a web a state of paralysis

that inhibits one from growing beyond
where we are now.

463

The web is made up of 4 things:

1. Relationships
2. Habit Patterns
3. Support Structure

4. Knowledge

This web is what prevents people from getting to

the next level. It creates a place of temporary or
permanent paralysis and confusion. Makes one
ineffective.
464

1.

Wisdom

2.

Knowledge

Both

Wisdom and knowledge are

acquired through the growth

spurts
465

3.

Experience
These habits formed of experience really impede
our ability to perform, much less generate the

kind of results that we want.

It affects the way we look at problems and
solutions.
Doing things the same way becomes counter
productive.
466

All growth stages come from setting goals.

Constantly set and review goals.

Be sure the goals are more challenging goals so

that it forces you to pursue a new set of
relationships.

This leads us to greater opportunity, better

habits and much improved support systems and
expanded knowledge.
467

Focus on the approximate values

Assess in what areas you are

Gifted
Excellent
Average

Incompetent

468

Focus on all the areas that you are Gifted or

Excellent.

Hire someone to do the tasks in which you

are average or incompetent.

To achieve optimum performance, one needs

to focus on the strengths and not abandon

the weaknesses, but manage them.

469

Roadmap for Success

Builds consensus around strategies, time frames,
priorities, goals, measurements, assignment, and
accountability.
Provides a method of implementing and following up
on critical operational and strategic priorities.
Simplifies and de-mystifies the complexities and
constraints of the existing business model.
Produces practical, implementable solutions that are
customized for the industry, culture, and competitive
circumstances.

470

Executive and Organizational

Effectiveness

Defines executive roles, responsibilities, and day-to-day priorities and

improves ability to manage effectively in the long and short term.

Solidifies the right values as displayed by key executives and the

organization.

Increases shared sense of urgency and improves commitment to

teamwork.

Fosters executives who think strategically, execute purposefully, avoid

reactive behaviors, manage with clarity, minimize second-guessing, and
praise confidently .

471

Functional Excellence and Employee

Productivity

Assists in finding, attracting, and retaining the right people.

Shifts operating culture from a defensive to an offensive mindset.

Minimizes distractions, wasted time, and resources by enhancing the

individual and collective focus of the executive team and ultimately, the
organization.

Creates a tight framework and system for accelerating growth and

measuring progress for CEO and executive team use.

Enhances the revenue stream and profit margins by increasing quality

and quantity of productive output.
472

Revenues, Profitability, and Growth

Improves the revenue stream and profit margins

through focused energy on key objectives.

Allows the organization to capture and act on the

best ideas ... low hanging fruit.

Identifies gaps or deficiencies in the service

delivery process, organizational structure,

business model, and strategies.
473

47
4

 An

accurate thinking CEO/leader

realizes that value of your

business, product or service

offering is determined almost

totally by the marketplace.

475

Before you can even solve a problem, you need to

understand a problem and the market at the

seminal granular level.

You must study everyone else out there in the

same field who is more successful or as
successful as you especially in terms of their
approaches, their marketing, and their
communications.
476

You look at everything you can find out

there about everyone else in the same field

whether it is positive or negative. Positive

because you want to learn exactly what

people find satisfaction in and negative
because you want to learn where the gap is.

477

You can't have emphatic respect and

connectivity with your market if you're not

willing to dive deep into your market to

gain valuable information helping you

understand the mindset of the heartfelt
consumer, the buyer, and perspective
buyer.
478

Amazon.com is one of the greatest resources that you

can use to learn about your market since you can go
to any category that your business falls under and find
books on them.

Since people who write reviews on books are driven by

their own passion, you can use those reviews, either
positive or negative, to understand exactly how to
playback to your target market.

479

You need to be able to really care; get

connected, get compassionate, get
empathic, get excited, and get
passionate about your marketplace.

480

Most people dont know how

exhilarating it is when you allow your
mind to do what it was designed to do
which is think deeply and expansively
and discover and understand instead

of being out of control.

481

Two ways to go about getting your marketplace

wanting what you feel they need:

1.

By brutally/mercifully challenging their

precepts.

2.

OR by affirming their precepts long enough to

have them trust you and then moving them to

a different direction.

482

Most entrepreneurs fall in love with the

wrong thing. You cant fake caring and
connecting with your market.

Understand your market, harness it, and

express your understanding authentically

from within.

483

 Help

people become better

Critical Thinkers.

484

A proprietor add nothing meaningful to

the market but an entrepreneur, on the
other hand, creates their enterprise to

add more value, to be more engaging,

and to stimulate either the senses or the

experience of others.

485

No matter what type of business

youre in, you want to have valuable
content that impacts your

marketplace.
You

either take value or youre

adding value.
486

Youre in business for one reason and

one reason only: add more value to
the market than your competitors. You
can lead a new revolution in whatever
area of business youre in.

487

 Concentrate

on finding an original

approach to satisfying the unmet

needs of the buyers. Value starts
with acknowledgement.

488

Put into words for people the various

hopes, dreams, goals, fears, and
desires they have and then show them
why they want them and how their
lives can be transformed by gaining

them.
489

"A concept approach as common as

dirt in one industry can have the
impact of an atom bomb in yours,
if

49
0

youre the first and only

company in your industry using
it."

49
1

 Client

focused

Amazon.com

School
Social

research

commentary

492

 Whats

the pain or pleasure in

your product, service, company

proposition?

493

 Derived

from the word fascinare

Means to bewitch or hold captive so

people are powerless to resist.
Fascination is an intense emotional
focus.

494

Use the following 7 triggers to persuade and

captivate the attention of your audience:
1.

2.

3.

Power- If you effectively trigger power you

will control others
Lust If you trigger lust you will draw
others closer

Mystique Triggering this encourages

others to learn more about your message
Sally Hogshead
495

4.

5.
6.

7.

Alarm With Alarm you compel others to

behave more urgently
Prestige This will elevate you above others
Vice This will tempt others to deviate from
their usual code of conduct
Trust This message will comfort others,
relax them and bind them more closely to
you
Sally Hogshead

496

 Select

the triggers depending on

your audience and your intended

result.

Sally Hogshead

497

Marketing

Strategy

Innovation

Management

498

Learning To Become Unbeatable

Make Irresistible Propositions And

Offers

Out Advantage/Benefit Competition

Irresistible vs. resistible

Unbeatable vs. beatable

499

What you know about your buyer?

What do you know about your

competitors buyers?

500

What do you know about competitors

local, national, international?

What do you know about the market?

501

What do you know about alternatives?

Why would someone have inertia

equivocation or product

procrastination?
502

 What

does your market want

more than anything else?

How do they define value?

503

504

Do you increase and multiply the passion,

the performance, the communication,
the collaboration and developmental
skills of your team
OR do you tear them down?
R.H.
505

A Multiplier can start with a staff or

team of just average people and yet,

with the right mind set, with the right

strategy, they could do something

truly extraordinary with the business.

R.H.
506

ADiminisher not a multiplier- can

start with great people all of them

passionate and committed and end up

with really- almost NOTHING.
R.H.
507

 Your

goal is to have your team

members be raving fans but

raving fans of 3 different groups:

R.H.
508

1. Respected client whose life theyre going

to transform.
2. Of one another so they will collaborate
and synergistically cooperate.
3. Of you, so that they will follow your lead
because they know youll have their best

interest always at heart.

R.H.
509

1.

Do you regularly look outside your business, to

other businesses and other reference examples
for new ideas, fresh approaches, innovative ways
to motivate, to maximize and to really grow and
develop yourself, your people and your

relationship with your clients/marketplace?

510

2.

How/where/what do you do
with those observations/
insights?

511

3.

Are you recognizing and

understanding completely the
exciting new possibilities to

develop and grow and support the

ability and the effectiveness of

each one of your team members

(as well as yourself)?
512

4. Are you open minded and humble enough and

able to take breakthrough ideas and concepts
from other people/businesses/team members,

from other coordinators, from other outside

areas and utilize them to your maximum
advantage to let your business grow and
prosper?
513

5.

Do you make everyone around you feel

smarter or appreciated or more

capable by that I mean have you
giving up to be the smartest man or
woman (and realize that your greatest
ability is to make others feel

competent, respected and capable)?

514

6.

Are you able to take a group of talented,

passionate people and make them capable

to work collaboratively in a way that allows

them to accomplish extraordinary things

(for the market) together that couldve

never before reached individually?

515

7.

Do the people working with/for you

say youre the best boss, best leader,
teaches that you are helping them

grow and develop and that together

they feel like theyre accomplishing

something meaningful?
516

8.

Have you demonstrated through your

leadership, through your preeminent

advisory conduct that you really DO have
the capacity to take your people, to take
your business, to take your market place,
to take your value proposition and grow

and multiply all their success?

517

If the answer to any of those questions is

No, then all you have to do is sit down

and figure out who you need to be and

what you need to do differently to be a
Multiplier, and NOT a Diminisher.

518

A Multiplier who can grow your

business by leaps and bounds, to
distinguish yourself as the most

powerful creator of value, of

greatness, of contribution for all the

people you ever work with/for.

519

1. Iconoclasts Who Live Life on Their Own

Terms

2. Entrepreneurs with Passion, Patience, and

Hustle

3. Outrageous Growth Ambition

R.H.

520

4. Disruptors who are Absolutely

Intolerant of the Status Quo

5. Creative Synthesizers (Connecting

the Dots)
R.H.

521

6. Observers

7. Networkers

8. Questioners

9. Monsters of Execution

10. Be a Multiplier vs. Diminisher with

Employees

R.H.

522

1.

Entrepreneurial attitude of learning, the

willingness to be coached.

2.

Target a high growth market where customers are

frustrated with all generic competitors.

3.

Come up with a breakthrough value proposition

that disrupts the market and transforms

customers lives.
R.H.

523

4.

Employ customer collaboration and

rapid prototyping of products and
services to create a problem solution fit.

5.

Design best class processes that deliver

on your value proposition at a profit.
R.H.

524

6.

Rapid prototyping to create a great problem

solution fit.

7.

Build teams that ship faster that the

competition.
8.

Make your marketing revolutionary and

subversive. Break into new markets with a big

brother partnership.

R.H.

525

9.

Everyone in the organization is in

sales.

10. Reinvest

in growth by being cash

flow positive.
R.H.

526

1.

How to Multiply current income.

2.

Guarantee far greater future income.

3.

Ethically exploit windfall income opportunities

internally and externally.

4.

How to achieve monster-size psychic emotional

wealth .

5.

Position your business for future sale at the

maximum value and worth possible.
527

1. Current Income Constantly

increasing current income and profits

is the first determinate of business

wealth creation.

528

2. Future Income: If your business doesnt

have highly predictable, strategic, long term

revenue-generating programming in place,

that assures continuous flow of profits and

sales well into the upcoming years --- you
DONT have a business at all.

529

3. Windfall Income There is no

business out there I know that cannot

uncover a five to seven figure profit

windfall within six months.

530

4.

Psychic/Emotional Wealth Unless you

have the certainty, confidence, peace of

mind, vision, low stress, control, power,
persistence, perceptiveness, high ethical
standards and unstoppable drive, you cant
possibly pilot the strata of unstoppable

business growth and income youre after.

531

5.

Asset Wealth Few business owners

ever build a business they can sell for a lot

more money than they take out of it in a

year. Yet a business asset value should be

one of the major wealth creations you
achieve from your business efforts.

532

533

The process of solving a problem:

First open your mind and then focus on your

problem or opportunity.
If you cant find an answer, simply step away from
the problem. You will, sooner or later, have a

revelation and come up with the solution. You will

need to re-examine it before you implement it.
Finally, take time to appreciate what you have done

and get ready to repeat the process for another

problem or opportunity
534

People, no matter the age or gender,

are innately creative and all a person
needs to find the creative genius
within them is to gain some direction
to tap into it.

535

If there is any one secret of success,

it lies in the ability to get to other
person's point of view and see things
from that person's angle as well as
from your own.

-Henry Ford
536

 Creative

people think they are

creative, and uncreative people

dont. When you start using your
creativity, you will realize there
are no limits.
537

Have the right attitude and altitude by

getting above your problem and
viewing it from different angles,
acknowledge you have an infinite level
of creative intelligence, and be actively

curious and interested.

538

The key behind developing a creative

process is to get rid of the herd
mentality, which simply means you
avoid human inclinations to focus on
the obvious solutions or obvious

opportunities.
539

 Start

thinking divergently,

because the greatest ideas are

essentially simple, but creative
solutions such as the famous
shampoo line: Rinse and Repeat.
540

 Look

at problems through different

point of views to find the most

creative and effective solutions.

541

 Use

funnel vision: take all the

different perspectives and

approaches of others (360 degree
CAT Scan) and use them all to
create a new approach.
542

 Everything

you accomplish in life

is the byproduct of you solving a

problem or closing in on an
opportunity.

543

Every disappointment, lack of

enrichment, and lack of happiness in
your life can be traced down merely
to a problem you are not solving or
an opportunity that you are avoiding.

544

A genius can be applied to anyone

since it can be defined as somebody
who influences somebody for good or
bad, who has a strong learning or
inclination.

545

 The

key to accessing your creative

genius is seeing life in a different

perspective and in a different way
that it is organized to you.

546

Create variations in your daily

schedule and interactions with
people (even the way you greet them)

to see life through different point of

views and examine the difference in

how people respond to you.

547

If there is any one secret of success,

it lies in the ability to get the other
persons point of view and see things
from this angle as well as from your
own.

-Henry Ford
548

Dont start out by looking for the

solution, look instead for the
problem through questions,

examinations, observations, and

evaluations from different vantage

pointsout of the norm for you.

549

Humor is absolutely the bedrock of

creativity and it is the fastest, best,
and easiest spigot to turn on your
creativity. Rediscover and unleash the
creativity that you were born with.

550

Humor helps people realign

themselves, take out the seriousness
from life, and most importantly,
stimulates their creative side along
with others around them.

551

 Your

goals in life can be broken

down into a few things:

You want to be interested in others
You want to be respectful of others
You want to be incredibly hopeful for
others.
552

 Start

being mindful and noticing

your environment and start

verbalizing what you feel
broaden your mind and ultimately
grow your creative genius.
553

Open up and look outside your

current self with both comfort and
certainty that you will find answers,

passion, purpose, and possibilities

that you have never even thought of

before.
554

 If

you let your creative genius

flow, and connect, and really

make it continuously be a part of
your being, you will discover
greater passion in everything.
555

Your creative genius is the fastest,

easiest, most powerful path for you
to solve or resolve almost every

problem or opportunity in your

business or personal/relationship

life.
556

Do something you dont ordinarily do

in a way you dont ordinarily do it in
your personal life. You need to
challenge yourself to experience life
from a different dynamic.

557

Try changing the way you act around the

important people in your life such as your

significant other.

Kids think differently than adults as can be

seen by their carefree always-optimistic
attitude and in their lack of selfconsciousness.
558

The key to all areas of your life is the

process. Its enjoying everything
youre going through including the
interactions, the time, and the
experience and enjoying it all to the

nth degree possible.

559

The greatest secret is to finding your

creative genius is simply allowing
yourself to reconnect with your
child-like curiosity, openness, and
sense of possibility.

560

Comfort yourself with the realization

that having to adjust, test, refine, and

revise are all the most integral part of

all processes because its expanding

and growingthe very basis of what

humans are meant to do.

561

All of life is a glorious game that

shouldnt be taken as seriously as it
is so let your creativity have fun

and be itself instead of worrying and

overwhelming yourself with negative

energy.
562

Its not a black and white world. Pick

the easiest, safest, most comfortable
and appropriate way to start

stepping out of your norm to

examine life through different

perspectives.
563

Taking time away from a project or

assignment you have is vital for your
improvement since it allows your

creative genius to reflect on what

youve done and expand on it to

make it even better.

564

Harnessing and turning on your

creative genius can give you
confidence, empowerment,
protection, and inspiration needed to
chase after your passions.

565

566

1.

Gather raw material. Dont look

to heaven for inspiration. Work
systematically. Get specific
information on the subject, then

the general information.

567

2.

Gestating, masticating. Hard to

describe its done in your
head.

568

3.

Forget about it for a while. Put

the challenge out of your mind.
Turn it over to subconscious
mind.

569

4.

Out of nowhere the idea will

appear, usually when you are
least thinking about it. Write it
down make it your prisoner
forever.
570

5.

Finalizing, cold gray sobriety of

morning, submit it for review.
Good ideas will expand.

571

1.

Advertising/Direct Marketing/
Copywriting

2.

Selling/Consultative Advisory

Communication
3.

Lead Generating/Targeting Qualifying

4.

Offering/Closing
572

5.

Upsell

6.

Resell

7.

Cross-sell

8.

Repurpose/Reclamation Monetizing

9.

Referral

573

 You

Attitude
Persuasion/Influence
Benefit/Advantage Focused
Storytelling
Future Pacing
Strategic/Critical Thinking
574

Convergent thinking is the most used way

of thinking by an executive. They are good
at bringing material from a variety of

"known" sources to bear on the problem, in

such a ways as to produce the correct
answer. That is the case for operational
tactician executives. AKA Tunnel Vision.
575

Any executive (right now) needs new skills,

the ability to generate many, or more
complex or complicated, ideas from

anything. That requires "divergent

thinking," that is thinking with the "whole

brain" (Left and right brain).

576

Divergent thinking is a thought

process or method used to generate
creative ideas by exploring many
possible solutions.

577

Many possible solutions are explored in

a short amount of time with Divergent

thinking, and unexpected connections
are drawn. After the process of divergent
thinking has been completed, ideas and
information are organized and

structured.
578

Fluency: The ability to generate a number of

ideas so that there is an increase of
possible solutions.

Flexibility: The ability to produce different

categories or perceptions whereby there are
a variety of different ideas about the same
problem.
579

Elaboration: The ability to add, embellish, or

build off of an idea or product.

Originality: The ability to add to create fresh,

unique, unusual, totally new, or extremely
different ideas.

580

Complexity: The ability to conceptualize

difficult, intricate, many layered or multifaceted
ideas or products.

Risk-taking: The willingness to be courageous

adventuresome, daring, trying new things or
taking risks in order to stand apart.
581

Imagination: The ability to dream up, invent, or

to see, to think, to conceptualize new ideas.

Curiosity: The trait of exhibiting probing

behaviors, asking and posing questions,

searching, being able to look deeper into ideas,
and the wanting to know more about

something.

582

583

Critical Thinking: The mental process

of actively and skillfully
conceptualizing, applying, analyzing,
synthesizing, and evaluating
information to reach an answer or

conclusion.
584

Intern summarize research of industry,

technology, general business, psychology

market (summarize role of interns)

Get on competitors and alternative

competitors e-mailing list/blog/visit their
website

585

 Study
Is

social media

there an industry, organization,

association you can access?

586

We want you to learn to

put negative emotions aside,

leverage knowledge, become

someone who
can enthusiastically reach resourceful
unusual/nonlinear solutions based
on foresight, insight and
critical divergent thinking.
587

Keeping your eye on the ball: KPI,

metrics, quantification, correlations,
implications, slice/dice,
segmentations, reference back to 3
ways, Advanced 3 ways, Power
Parthenon.

588

**

589

 Playing

to win playing to

strategize better, market better,

perform on all fronts better,
compete better, serve/contribute
better.

590

 Inherently

entrepreneurs want to

take a step but dont know how to

get there.

591

 You

want to play a bigger game in

a bigger stadium.

592

 Profits

Importance
Impact

Wealth
Fulfillment

Income
593

 Greatness

in someone produces a

desire to find higher desire

business culture and purpose.

594

 Want

to take bigger steps but

dont know how?

595

 When

you play to win you do

everything differently.
(discussion exercise)

596

 Outsell,

out-think, out-market,
out-strategize

597

 You

invest/commit and are a

monster of disruptive/nontraditional thinking.

598

 Have

greater

passion/purpose/possibility in
your strategic vision, execution,

implementation to produce
greater results.

599

 Danger

and playing to lose

ignoring powerful forces of longterm/turbulent change.

600

601

Empathy
I feel the way you feel. Understand what
my problem is.
Difference between giving information
and giving advice. Telling people heres

what you should be doing about it and

heres how specific.
602

 Help provide people with focus.

Focus is clarity.
Clarity gives power.
Power gives understanding.
Understanding gives certainty.
Certainty gives trust.
603

Alternative
Leadership. People dont trust the
system.

Youre not being told the whole truth.

Heres the truth as I see it.
Most people dont know what focus is
until theyve made it.
604

Its only a matter of time before the people

you want to do business with do, so dont

wait for the money to change hands to

start adding value.

Metaphors, Similes, Analysis, Parallels

605

Client: a person who engages the

professional advice or services of
another
VS.
Customer: one that purchases a
commodity or service

606

Client vs. customer they are under your

care, direction, well being, guidance.
Who are we communicating to? What
problems, opportunities are we going to help
them deal with?

607

How would we have the most positive impact,

immediately, today? (Story: Gold client)

The message doesnt have any value unless it

makes an impact and gets them to take action.

Prospects have to recognize your advice as a
solution to a huge problem they feel emotionally
as well as rationally.
608

 Most

people fall in love with

product
instead of the
prospect.

609

It can be either a result or a good or

better feeling about what they are
already doing, or, preferably, both.
I want to feel good about myself and

the way I have conducted myself.

610

I want to feel good about my

decision and actions.

Look at purpose.

611

If I were on the receiving end of my

sales communication/presentation,
why would I want this? Why would I
want to take advantage? Whats in it
for them/me?

612

 My proposition/presentation has
to answer a question thats already

on the clients mind. But may never

have been verbalized by them.

613

 When you conceive of your

business as interacting and
enhancing peoples lives,
everything changes, results

improve.
614

 Most

people think, What do I

have to say to get people to buy?

They

should say, What do I have

to give? What benefit do I have to

render?
615

Worst thing to do is feel out of

control, confused, structured. Agent
of change/creator of value/value
contributors.
People dont want to be average.

616

 People

need solutions not

strategy. They need someone to

advocate and address their well
being.

617

People always pursue their well-being in a

logical rational way. Isnt there a better
way?
You want to have ideas that make sense
and leave people better off than they

started.

618

Most people focus on tangible results.

Most of the great rewards arent
tangible.

Show

me is so much more powerful

than tell me.

619

Instead of making conclusive statements,

give me ammunition that allows ME to
come to a conclusion.
You never want to draw the conclusion
you want them to take an action that

makes a commitment.

620

If they dont take the action

themselves, theres no power into it.
People worry about whether THEY
stand out, whether THEYRE unique,
whether other people will care.

621

The concept is too difficult for most

people to buy into instead give them
an example of how things work.

Let me show you what we do and how

our system works so you can sign on.

622

Help me with ANY next business/

influential decision.
People are searching for ways to make the

next decision better solve their problem

today.
Here someone comes aboard for the
hope.
623

It has been subject matter focused. Must be

individual focused. I help the individual through
my mastery of the subject matter by helping
school them on the purpose so they can think
better.
We can make people feel comfortable with a lot
of things they used to be intimidated by.
624

Information VS. meaningful advice

Helping each person gain greater focus and
clarity is your daily responsibility, obligation
and privilege.
A foundation they can trust to commit to
your instructions and intention.

625

Connectivity: connecting the dots for them

on how something needs to be done
differently and how it looks in the eye of the
client.
Its all about helping them be better.
Put into words the feelings, desires, hopes
and non-desires of people for them to trust
you.
626

I believe that every business that

deserves a better life / future should
have it.

Youre on a mission or crusade every

time they go into the market.
627

The YOU attitude: its about what YOU

want, not us.

Preeminence is always based on

hopefulness: through my help, support and
guidance you and your business will grow

and prosper.

628

Moral obligation, responsibility and

privilege to help grow and develop the
ability, life, performance and impact

of every business person under your

care.

Squeeze VS. Grow

629

 Every

communication has to have

the most positive impact and

move people to take greater but
more effective and productive
action.
630

Impact is in function on forward moving.

Your attitude to convey: Each time I

interact with my clients, my responsibility is

to make them better, more effective, more
confident, more impactful because I was in
their lives today.
631

Fall in love with the clients he/she

NOT manages, but grows and
develops.

Example of the farmer growing and

developing the seed.

632

 On

any communication/

interaction, think about the

receiver, not the speaker.

633

Wrong question: what do I have to say to

make business people to make more?

VS.

Right question: What guidance, clarity,

direction, better understanding do I have to
give them to get to use their abilities more
effectively?
634

Make your clients know THEY matter

to you, they are relevant and you are

committed to them.

Use metaphors, similarities, examples,

analogies, and real life experiences
that people can easily understand.
635

 You

have to see yourself as a

transformer of peoples actions

and results, and as an agent of
constant change.
VALUE

CREATOR
636

Example about the shadows

responsibilities to the recruit:
Clinically help the recruit understand

all the dynamics that are going on

the transaction (phone,

appointment).
637

 Help

the recruit understand the

bases, psychology, purpose and

dynamic that went on the
transaction. (See Greatness)

638

2 kinds of objections: general objections

that occur at every sale situation, and

unique objections that apply to the
situation- development, city.

Look below the surface at all the factors

that are impacting the result.

639

Be their sounding board and they

must trust us enough to open up to us
not defensively, but constructively.

Every human being needs guidance to

improve and progress.

640

Guide them to navigate on whats

going on: factors, elements and
issues, that its either making them
non-productive self-destructive,

paralyze, ineffective, inefficient.

641

Help them set goals and reverse

engineer the actions, steps and the
accomplishments- both tangible and
intangible.

642

 Factors,

forces, actions,
inactions

People

are silently begging to

be led but only by someone
they trust who has their best
interest.
643

 Ask

the right questions, listen to

the answers, and see between the

lines.

644

You

need to hear before being

heard. The biggest underutilized
skill is listening.

Critical

reflective thinking- be
connected to the person in the
moment.
645

Default by modeling the most successful

people categorically.
Explain example - Deming

Weakest part of most business people is

understanding the changes, behaviors in
communication, attitude, in purpose that

they have to embrace to create the outcome

that they want.
646

Lets work together to make that

happen.

647

The most instantaneous way to

transform performance is by changing
the strategies theyre following, itll
change the results youll get, itll
change the person you become, itll
change the successes.
648

Fly on their own, but constantly,

not just support them, but
challenge them to higher
achievement.
Change

Ideology
649

Provide strong and consistent transactional

follow, we cant just say How did you do
today?

Understand in each category that you are

going to analyze, what they do, how they do

it, what they see in their mind, what

happens when they are really in the

situation, out why they think that way.
650

10 areas that you are targeting:

identify what that is and how it works
and why it works, and then you
carefully teach it to others.
Navy Seals

Be ruthless. You cant let people be

abstract with their answer.
651

Overcoming the hurdle race

Ask yourself: how many lives am I

going to transform today?
(Homex example)

You cant help anyone to be better,

unless they openly share with you the
good and bad.
652

Theyve got to trust you to have their

best interest of heart.
Every human being needs guidance to
improve and progress. (See Greatness)

Benevolent tough love

653

 Einstein,

Nothing happens until

something moves.

You

grow, or you die. (Expound)

654

If what you have been doing hasnt produced

the result that you want, need or expect,

doing it 10 times more of it, isnt probably
isnt going to make a big difference.

Critical VS. Linear thinking.

Correlations, implications, aberrations

655

 Most

people in life struggle with

the wrong fear.

Am

I really worthy of this goal?

VS. Is the goal worthy of me?

656

Dont assume they understand why;

tell them why, the phases, the
differences, how it must look when
you are at the receiving end, let them
appreciate why you want them to do

something different.
657

658

Consumers flock to brands that embody

the ideals they admire, brands that help

them express who they want be.

The most successful of these brands

become iconic brands. Creating brands

that resonate so powerfully with

consumers.
659

A deeper cultural perspective on traditional

marketing themes is needed to effectively

create a cultural brand.

A brand with such powerful visual cues has

an intrinsic advantage over others, not least
because it ensures that marketing
communication is linked to the right brand.
660

 Companies

such as Starbucks

represent more to their customers

through their iconic brand than

just the items they sell.

661

Brand repositioning is all about changing the

status of your brand by modifying its appeal

to customers.

Brand repositioning, or rebranding, is a

process typically undertaken by organizations
whose role in the marketplace has evolved
over time.
662

Its purpose is to change perceptions both

internally and externally.

Internally, processes are improved and

employees are united under a consistent
message, or brand promise. Externally, the
brands delivery of its new brand promise
provides customers with a stronger sense of who
the brand is and what it stands for.
663

Reebok was once known as an athletic

shoe brand targeted at young women
and aerobics. Today, it is successfully
re-targeted at the inner city hip-hop
generation.

664

Stephen: Absolutely. The data is

overwhelming. There was a recent

study done of over 12,000 managers,

where they contrasted high-trust

organizations versus low-trust

organizations, and the core finding was

this:
665

The high trust organizations

outperformed the low-trust

organizations by 286% -- thats nearly

three times higher -- in total return to

shareholders. That was in shareholder

value, the thing that youre driving for.

666

1. Talk Straight
Be honest. Tell the truth. Let people know
where you stand. Use simple language. Call
things what they are. Demonstrate integrity.
Dont manipulate people nor distort facts.
Dont spin the truth. Dont leave false
impression.
667

2. Demonstrate Respect
Genuinely care for others. Show you care.
Respect the dignity of every person and every
role. Treat everyone with respect, especially
those who cant do anything for you. Show
kindness in the little things. Dont fake
caring. Dont attempt to be efficient with
people.
668

3. Create Transparency
Tell the truth in a way people can verify. Get
real and genuine. Be open and authentic. Err
on the side of disclosure. Operate on the
premise of, What you see is what you get.
Dont have hidden agendas. Dont hide
information.

669

4. Right Wrongs
Make things right when youre wrong.
Apologize quickly. Make restitution where
possible. Practice service recoveries.
Demonstrate personal humility. Dont cover
things up. Dont let personal pride get in the
way of doing the right thing.

670

5. Show Loyalty
Give credit to others. Speak about people as if
they were present. Represent others who
arent there to speak for themselves. Dont
badmouth others behind their backs. Dont
disclose others private information.

671

6. Deliver Results
Establish a track record of results. Get the
right things done. Make things happen.
Accomplish what youre hired to do. Be on
time and within budget. Dont overpromise
and under deliver. Dont make excuses for
not delivering.

672

7. Get Better
Continuously improve. Increase your
capabilities. Be a constant learner. Develop
feedback systemboth formal and informal.
Act upon the feedback you receive. Thank
people for feedback. Dont consider yourself
above feedback. Dont assume your
knowledge and skills will be sufficient for
tomorrows challenges.
673

8. Confront Reality
Take issues head on, even the
undiscussables. Address the tough stuff
directly. Acknowledge the unsaid. Lead out
courageously in conversation. Remove the
swords from their hands. Dont skirt the
real issues. Dont bury your head in the sand.

674

9. Clarify Expectations
Disclose and reveal expectations. Discuss
them. Validate them. Renegotiate them if
needed and possible. Dont violate
expectations. Dont assume that expectations
are clear or shared.

675

10. Practice Accountability

Hold yourself accountable. Hold others
accountable. Take responsibility for results.
Be clear on how youll communicate how
youre doingand how others are doing.
Dont avoid or shirk responsibility. Dont
blame others or point fingers when things go
wrong.

676

11. Listen First

Listen before you speak. Understand.
Diagnose. Listen with your ears and your
eyes and heart. Find out what the most
important behaviors are to the people youre
working with. Dont assume you know what
matters most to others. Dont presume you
have all the answersor all the questions.

677

12. Keep Commitments

Say what youre going to do. Then do what
you say youre going to do. Make
commitments carefully and keep them at all
costs. Make keeping commitments the
symbol of your honor. Dont break
confidences. Dont attempt to PR your way
out of a commitment youve broken.

678

13. Extend Trust

Demonstrate a propensity to trust. Extend
trust abundantly to those who have earned
your trust. Extend trust conditionally to those
who are earning your trust. Learn how to
appropriately extend trust to others based on
the situation, risk, and character/competence
of the people involved. But have a propensity
to trust. Dont withhold trust because there is
risk involved.

679

Strives to tell everyone everything they can.

Wants a culture with open dialogue and straight

answers.

Is direct with employees even when they dont like

the answer.

Has a goal which is not to please everyone, but

instead for them to trust that what they tell them is
the truth.

680

1. Confident, Tycoon, Big Business

Builder
2. The Puppeteer Behind the Scenes

3. The Researcher
4. The Well-Placed Intelligent Source

5. The Self-Made Man/Woman

681

6. The Contrarian
7. The Eccentric
8. The Iconoclast
9. The Angry Man
10. The Prodigy/Genius

682

11. The Fun Guy Terry Bradshaw/Charles Barkley

12. The Voice/Face Behind the Orchestra/Organizer
13. The Synthesizer
14. The Importer/From One Industry to Another
15. The Outcast

683

16. The Common Man

17. The Intellect

18. The Advocate

19. The Mad Scientist
684

20. The Supreme Possibility-Optimist

21. The Futurist
22. The Absent Minded Professor
23. The Wizard

24. The Family Man

685

Fred Smith of Federal Express

developed his Vision of reliable
overnight document delivery anywhere
in America.
Tom Monahan developed his Vision of
the way pizza delivery should be and
turned it into a slogan and a promise:

Hot pizza in 30 minutes or its free.

686

Larry Page and Sergey Brin developed their Vision

of a search engine for the Internet that could

quickly retrieve the most relevant web pages and
started their company in a friends garage in 1998.

Bill Gates shrewdly purchased an operating system

(86-DOS) from a Seattle software company and

then licensed it to IBM as the operating system for

its new PC.
687

Phil Knight, a University of Oregon track star, and

his coach began experimenting with a waffle iron to

make his own running shoes? The company he
founded, Nike, ended up bequeathing him a

personal fortune of $9 billion.

Steve Jobs and Steve Wozniak, co-founders of Apple

Computers how they made personal computers in

a Menlo Park garage that became the Apple.
688

Develop a unique style of communicating.

Become a Polarizing Figure: have a strong

point of view.

Use a Signature Communications Channel: a

special way of communicating with your

marketplace that is unique to you as a Maven.

689

Create Client-Evangelists: Consumers today

make most of their important decisions by

seeking the advice of an expert or a trusted
friend.

Accelerate the Process with Mentors: Many

people have stumbled upon the secret of

mavenship through trial and error.

690

 How

much do you know about

your market, direct/indirect

competitors?

(Revisit Amazon.com school of

utility business genius)

691

 Linear

growth continues growing

at the same rate, but exponential

growth continues growing at an

increasing rate.

692

Linear vs. Exponential Growth

120

100

80

60

40

20

0
1

10

693

 A constant rate of growth

applied to a continuously
growing base over a period of
time.

694

Exponential growth looks like nothing is

happening, and then suddenly you get this

explosion at the end.
-Ray Kurzweil

The greatest shortcoming of the human race is

our inability to understand the exponential

function.
-Albert A. Bartlett
695

Refers to an attribute or a combination of

attributes which make a given force more
effective than that same force would be
without it. The expected size increase
required to have the same effectiveness
without that advantage is the multiplication

factor.

696

A force multiplier refers to a factor

that dramatically increases (hence

"multiplies") the effectiveness of an

item or group.

Attacks a problem from multiple

directions using many tools.

697

A capability that, when added to and used

regularly by a person in a sales force,

significantly increases their visibility and
potential suitability to solve a need and thus
enhances the probability that a prospective
customer becomes aware of their solution(s)
and engages with the seller to learn more and
ideally leads to increased sales.
698

Militarily application
Its the militaristic discipline of creating multiple
avenues of penetration at the same time.
Its a proven process of dominating your enemy in
military terms.

Entrepreneurial/Business application
Its a proven process of dominating and preeminently
owning your market
Its letting the full force of lots of different factors
carry you to greatness without you having to lug it and
push it.
699

In both the military and business

application having a force multiplier
increases the chance of successful
mission accomplishment.

700

Marketing

Resources

Infrastructure

R&D

Products/Services

Technology
701

 Immediate?
Short-term?
Long-term?

702

 How

have you been responding

reactively or proactively? How has

it performed for you and your

business?

703

Shift directions

Pivot with business model

Shift source of prospects/buyers

Establish more strategic relationships

(collaborations see later)

704

Shift/modify product/packaging offer

Shift proposition

Buy competitors

Partner with pre or post selling

complimentary business

705

 Sellout
Going
More

to an entirely new business

R&D develop new brand

706

Acquire products/services from

outside
(Rogaine/roll-on deodorant/ FedEx/

Viagra/ Fiber Optics)

Commitment

Partner (see upcoming section)

707

708

You Squared by Price Pritchett, Ph. D

Quantum physics
Requires a major re-thinking of concepts

such as time and space and how human

consciousness operates.
Staggering implications regarding you, your
potential and the power of your mind.
709

The Quantum Leap is the explosive jump that

a particle must undergo in moving from one

place to another.
Particles make these leaps without apparent effort
and without covering all bases.
In a practical sense it refers to taking risk and going

off into unchartered territory with no guide to

follow.
710

When

you reach for the stars you

may not quite get one, but you

wont come up with a handful of
mud either.

-Leo Burnett
711

 Process,

variability/geometric

impact/dissect reverse engineer

712

 Rapid

impact

Long-enduring

interventional

tools

713

714

715

1.

Complete money back guarantee

2.

Better-than-money back guarantee

3.

Partial money back guarantee

4.

Pay after product/service performs

(pay after you profit)

716

1.

Money-back guarantee

2.

Complete refund plus Bonus

Incentive

3.

Emotional risk reversal, i.e. increase

prospects confidence in their

purchase
717

Risk Reversal Step #1

What in dollars and cents, is the best
reported either testimonial or case study,
measurable, quantifiable feedback you
have gotten from a satisfied client, buyer?

718

 Risk

Reversal Step #2

What is the penalty to your client or

prospect of staying where they are
right now?

719

 Risk

Reversal Step #3

What is your competitors most

powerful and superior guarantee?

(How can you favorably outperform

it?)

720

Risk Reversal Step #4

What is the minimum based barebones
expectation you can guarantee somebody
they can get from favoring your business
and starting to deal with you?

(Be as specific as you can.)

721

Risk Reversal Step #5

What is the biggest tangible,

MINIMUM guarantee that you would

be willing to warrant to somebody?

722

99% of the businesses put the risk on the

poor customer. I teach my clients how to

always assume 100% of the risk, by a no

strings, money-back guarantee.

Then there's no impediment to a positive
decision.

723

 Even

though a certain number of

people will, in fact, ask for their

money back, it increases sales to
such a significant point that
refunds don't matter.
724

725

Technique Implementation:
Company decided to offer retailers a risk reversal
pledge: If you stay on board for 12 months and
have not made a profit over and above the fees
paid, then FCI will refund you the difference.

Result:
Within the next 3 months they enlisted more than
50 new retailers (with just 1 salesman) and plan to
have up to 200 retailers on board within 12
months.
They stood to have 10 million worth of sales per
annum for our franchisees/retailers.
726

Technique Implementation
Give every patient the first consultation free

Results

(1) Most people the first time are very inhibited, and it
takes them half of the first session to open up; and
(2) Doctor needed to decide whether he could really
help them.

Simply doing that, referrals started coming in by

droves.
Increased his revenue from $500,000 to $2 million in
one.
727

Technique implementation
Told prospective clients that if he can't provide
them with strategies that are worth at least 10
times the value of fee then services are free and will

even absorb the travel costs.

The notion that he would travel across the country
at such a potential risk has convinced a number of

executives to allow him to conduct his assessments

at their facilities.
728

Technique Implementation
Go into a plant - e.g. a power plant and offer to fix their
soot blowers and only pay when they are satisfied with our
service.
Provide a service which will eventually exceed all of the
customers requirements and hence they pay for it.

Results
Found that you can make more money overall because you
have taken on the financial risk and saved far more money
for the end user than they will be spent on the service.
In addition, you build a special relationship with that
customer and he will turn to automatically from then on.

729

Technique Implementation
Changed their 90-day money back guarantee to try
their product Risk Free for 60 days.

Results
Just by changing that seemingly simple sentence
their new marketing results have been
phenomenal.
Went from a 1% response rate to evaluate product
to over a 90% response rate to evaluate product.
First year sales on target toward $3,000,000.00

730

Technique Implementation

Customers could buy knowing that they were

protected by a risk free guarantee.
If, within 7 days of purchasing from our website, they
found the same product at a cheaper price, refund
them twice the difference.
If the product failed to give the desired results after 3
months, refund every cent.

Results

Over thousands and thousands of orders, only 3

customers ever took up on guarantee.
Sales went up.
731

Technique Implementation
Free day or free 1/2 day of consultation and advice.
Provide as much value as possible while determining if a
match for what they need and the forward thinking
executives they prefer to work with.

Results
This has opened up a number of clients opportunities
that have been financially lucrative, professionally
satisfying and personally rewarding.

Take Away
"Give to get"
732

 How

to understand return on

assets, lifetime value allowable

cause, tangible/intangible asset

management/maximization.

733

 Return

on other peoples

intangible/tangible resources

734

OPM/OPR Other Peoples Money/ Other Peoples

Resources

Companies of any/all kinds

7 forms:

1.

2.
3.
4.
5.
6.
7.

OPM (money)
OPT (time)
OPW (work)
OPE (experiences)
OPI (ideas)
OPD (distribution)
OPC (current customers)
735

Assets
Associations
Acquisitions
Advertisements
Associates
Accountsbalance
Advice
Agencies

Buying power
Back-end
Bonuses
Backlogs

Financial
commitment
credibility
Catalyst
Cash
Cross-sell
Connections
Clubs/
organization
Compounding
Collateral
Credit
736

Database(s)
Developments
Down-sell
Design
Demands

Energy
Expertise
Equity
Enthusiasm/e
ndorsement
Expenses

Finance
Funding
Facts
Friends
Family
Faith

737

G
Gearing/
leverage
Generosity
Goals
Goodwill
Graceperiod/terms

H
HBP (Hostbeneficiary
partnership)
Financial health
Hard-assets
Human
resources
Hot-buttons/see
relations
Habits/
procedures
Hierarchy of
values
Hospital/clinic

I
Business
intelligence/
insight
Investments
Inspiration
Ideas
Integrity
Indemnity
Interests
Intangible
assets
738

JV

Key-notes/
recurring
Knowledge/ex
pert

Lists
Leads
Lenders

739

M
Money
Mind space
Markets
Mastermind
Group(s)
Momentum
Margin
Manager
Management
Market-cycle
Marketability
M&A
Market-survey

Networks
Negotiation/
two-fold

Opportunities
Optimization
OPM
Overheads
OP lists

740

People/talent/
shift
Promotions
Productions
Products
Passiveincome
Patterns
Patents
Performance
P/E-ratio

Qualified
Quotes
Quality
QR

Resources
Risks
Riskreversals
R&D
Rebates
Relativestrengths

741

Strategies
Systems
Supplies
Sales-force
Special-sale

Time
Tangible
assets
Testimonials
Tools
Technicaldata-analysis
Tests

Understanding

742

Values
Voids

Wisdom
Warranties
Wholesale

743

744

1) What does my competition do thats

different?

2) What does the competition do thats better?

3) What advantages do they have over me? What

would/do I need to exceed theirs?

4) What products/services do people buy along

with minebefore, during, and after?

745

5) How do my competitors normally sell and

market?

6) What tangible/intangible issues most critically

affect my prospect as it relates to my
product/service or category?

7) What alternative means (products/services) are

out there to fill the same needs my

products/services provide?
746

8) What are the best ways I now know are

available to win business away from my

competition?

9) Who does my market respect, trust most?

(Individual, companies, authors, experts, and
visionaries?)

747

10) Who could endorse us best and why? Who

has maximum credibility (both companies

and individuals)?

11) What bonus addition packages would

most appeal to my market and why?

748

12) What other prime products or services does

my prospective buyer purchase most?(Need not

be related to your category/industry).

13) How can I best transform the perception of

my product, company, reputation? Who has the
Relational Capital with the big market to help me
do it?

749

14) What additional value added service

would appeal/mean the most to my

prospective buyers and why?

15) Whats the repurchase cycle/lifetime

value of my product in dollars and purchases?
What are my allowable acquisition costs by
product/service/type buyer/market/media?
750

16) How can I best dominate the new

purchaser market using other peoples

resources/Relational Capital?

17) How can I best win over, ethically,

existing buyers away from my competitors
that I dont do now? How can Relational
Capital help that happen?
751

18) How can I increase consumption/

repurchases amongst my current and former

buyers?

19) How can I best expand my exiting market

using Relational Capital?

20) What specialized niche can I fill using other

organizations access/assets?

752

21) What repositioning, repackaging,

repurposing or reengineering could best

improve my product, service, sales people,
image and appeal? Who has the Relational
Capital resources to make that happen for
me?

753

22) Calculate incremental value of all above

elements youve written down. Meaning,

how much/many more sales buyers, profits

would I generate if I incorporated all I have

identified?

75
4

23) Whats the combined worth of acting on

the above? Look at financial implications

multiply times 3-15 times for its asset value.

24) What action steps am I going to take

based on all I have discussed and identified is
now possible?

755

REMEMBER:
Socrates argued that,
The life which is
unexamined is not worth
living.

756

757

Alexander the great was said to be

presented with a Gordian knot in his court.
He watched countless other people try to
untie it in vain.

Alexanderthinking outside the box,

picked up his sword and sliced through the
knot solving the problem, refusing to be
limited by convention.

758

Today, every entrepreneur is confounded

by Gordian knots , complex, competitive
puzzles, challenging business dilemmas -in almost every areas of their life.

Our job is to be your MASTERFUL THINKING

PARTNER, and help you slice through your
Gordian knots, one THOUGHT PROVOKING
conversation at a time.

759

How come I create seemingly great goals

and plans but produce the opposite results
that I intend?

How do I get a business that is stuck,

unstuck, going and growing again?

How to I save a marriage burdened by

miscommunication on top of
miscommunication?
760

You can only learn how to be more

successful, by learning from people who
have gone from success to failure, to
success to failure and success again.

Over the years we have developed a

potent/rather fascinating way of working

with people as masterful thinking partners

that has proven to be very effective.
761

It involves drawing people out (in ways never

experienced before) in a conversation and

spotting the places where people are looking at
things crookedly or where their thinking is
likely to get them (or already gotten them) into
trouble or restricted/limited/impacted their

performance capability.

762

 We

draw you out to see where

you are looking at things

crookedly, or where beliefs

may be cradle for a dangerous

misperception on your part.

763

Our job is far different than just giving you

the answers or paint-by-numbers formula.

We help you do your own thinking and

discovering your own answers
(instilling/installing a powerful engine or
reflections youll use forevermore).

764

It starts with walking you down the

ladder of inference so you can see
where you jumped to conclusions, or
give you a clearer window into your
own current, self-limiting reasoning.

765

766

See different. How are you looking at things right

now? How do you need to look at things,
differently and act differently
Be different. How are you being right now with
respect to your most pivotal goals?. How do you
need to be different?
Think different. How are you thinking about the
bothersome/challenging issues and problems
you face? How do you NEED to think differently?
767

Act different If what you are doing isnt

working or is producing only limited results,
try the opposite.
Relate different. Give yourself to THEIR
concerns vs. expect the opposite. ( your
customers, wife, kids, )
Talk different. Discuss the undiscussable
Theres no easy way out. The easy way out,
leads back in.
768

769

****

770

All the exponential ways

771

Success is not normally a solo pursuit. It

often comes more easily if you have trusted

people on hand that you can turn to.

This concept of a group of like minded

individuals who all want to succeed and
want to help each other achieve success is
the basis of all large companies.
772

Imagine if a group of people met each

month to help you achieve what you
want in life. If they met to show you
how you can do better, make more
money, to achieve whatever it is that

you want from your life.

773

Think Tank: A body of experts

providing advice and ideas on specific
political or economic problems.

774

A group of individuals who've been selected

to help advise a business owner regarding

any number of business issues, including:

marketing, sales, financing, expansion, etc.

775

Selecting and Facilitating the MGA

Understand Reality

What's Your Expiration Date?

Mastermind Group Alliance

You've Seen This Movie

Catalyst for Culture Change

Make a Choice
776

Why You Need to Reconsider

Coming to Grips with Reality

The Leadership Mindset

Misguided Thinking

What Kind of Leader Do You Want to Be?

After the Strategy ... What's Next?

See Beyond the Tip of the Iceberg

What Is a Mastermind Group Alliance (MGA)?

777

Much More than a "Team

The Power of Momentum

How Is the MGA Configured?

Why Run Three Groups?

Is the MGA in Charge?

Select and Invite MGA Members

778

How to Select and Invite Your Mastermind Group

Alliance Members

Selecting Components

Common Questions

Create a Balanced Mix

Personality Styles

Balancing the Styles

Bringing Participants Onboard

Add Heat and Pressure

779

Invitation Letter

What About the Others?

Preparing Your Mastermind Group Alliance

for Success

Set the Stage for Success

The Sponsor Sets the Tone

Demonstrate Your Priorities

780

Be a Positive Force

Foster Collaboration

Maintain Security

Tips for Facilitating Mastermind Group Alliance

Sessions

What Does a Facilitator Do?

Before the Session

Keep These Questions On-Hand

781

Know the Rules of the Road

Conducting the Session

Making Decisions

People-Centric Facilitation

Practical Problems in Facilitation

Problem #1: Driver Error

Problem #2: Silent Chang

782

Do's and Dont's

Passing the Baton

Facilitating a 21-Member Session

Remember!

783

Vertical/direct/indirect competition

Horizontal/live webinar conference call

Board of advisors
Marketing structure
Anonymous/discrete
Process

Needing
Compensations
784

Interviewing prospective tale

Interviewing industry leaders

Interviewing vendors

Writing a book, having the research

done

Tom Phillips concept

785

 Techniques
Industry

for creating ideas

research collection

Endurance
Vendors

- prospective new vs. old

786

Book readers

Recruiting

Partners wanted

Quotes on talent Andrew Carnegie,

Tom Phillips, Ken, Carlos son-in-law

787

Testing (see examples from me/Qualpro)

Consultative training

New technologies one new addition a

week

Back to advance 3 ways

Know more about competition

Amazon/social media - voices

788

1.

Work Your Current and Past Client Lists

2.

Stop Spending So Much On Ineffective Advertising (Measure,

monetize, options, alternatives)

3.

Follow Up

4.

Keep Following Up

5.

Use Risk Reversal

6.

Bump and Upsell

7.

Sell, Then Sell Again

8.

Utilize Host-Beneficiary Relationships

789

9.

Use Your Competitors Resources --- and Profit

10.

Offer Extended Guarantees and Incentives/Bonuses

11.

Lock in Sales in Advance

12.

License Your Successful Concepts

13.

Break Even on the Front-End

14.

Test Your Prices

15.

Reposition Yourself as an Expert in Your Industry

16.

If You Know a Company That Is Going Out Of Business,

Buy Their Clients and the Right to Fulfill on Orders
790

17.

Decrease Your Overhead

18.

Dont Burn Your Bridges

19.

Avoid the Ostrich Theory of Marketing

20.

Write Only Direct-Response Ads or Sales Letters

21.

Write Headlines That Pull

22.

Analyze Your Results

23.

Dont Put All Your Eggs In One Basket

24.

Get Your Clients to Give You Referrals

25.

Recognize and Identify Your Hidden Assets

791

Winston Churchill: Never give in. Never,

never, never in nothing great or small,
large or pretty.

Fight against mediocrity and

commoditization by making yourself and

your business unique, desirable, valuable.

792

In everything you do online or off - sell leadership. Provide people with

ideas, advice information that have
(and hold).

Do your communications and

conversations, all bring people value?
793

Drucker said,
Most small business owners are NOT
entrepreneurs. They are merely
proprietors who add no true value.

794

The vast majority of businesses are mere

commodities, marginalized, nondistinguishable vendors.

True entrepreneurs create new satisfaction.

Are you content with mediocrity? Or want to

create something new, different, or better
for your market?
795

INNOVATION: does NOT necessarily

refer to anything high tech.

You must be willing to perceive

change as an opportunity, not a treat!

796

Breakthroughs only occur when you are

pursuing something better.

Entrepreneurship, innovation, breakthrough

thinking none of it comes automatically.

It is work to accomplish that which your

herd-based competitors wont/dont.

797

A true entrepreneur is a business owner

committed to continuously innovating.

Are you committed to being game

changers?

Obstacles in an industry are motivators.

798

 Businesses
Become

are NOT static.

supremely receptive to

seeing change in marketing,

change in consumer buying

habits.
799

Continuously evaluate your business

and its performance.

Become obsessed (almost) for

discovery, development, perfecting
new things new ways of delivering
your products/service.
800

What differentiates the entrepreneurs

from the proprietors is their
commitment to purposeful innovation.

Proprietors try to hold on to the past.

Businesses grow or die.

801

Leveraged marketing: lets you create almost

unlimited profit power

Ancillary marketing: lets you create multiple,

new income streams by repurposing your
brand.

Together: these two strategies can help almost

ANY business multiply their profits

meaningfully.
802

803

When a prospect or client, fan, follower evokes the

need to be heard do you feel their vibrations?

How to feel and hear your markets path?

Its up to YOU, to translate it specifically to your

various applications.

Show people authentic empathy for their situation.

804

Dont give people information.

Render well-reasoned
ideas/advice/perspectives.

Help provide people with true focus.

Power gives people understanding.

Certainty gives them the ability to trust.

805

Without trust, people will never take meaningful

action.

Cultivate the ability to put into words what people

want and donts want.

Always see a point of view.

ALWAYS make YOU- the prospect, you the fan, you

the follower THEY are who is REALLY important.

806

Demonstrate real hopefulness for your

marketplace.

How can you have the most positive impact?

People need to recognize your

communication as a solution.

Always question your purpose/intention.

807

Skyscraper

Bridge

Space

Band separating you from leader or loser

Bob Proctor quote

Take on reaching goals

808

Tom Phillips strategy

465 industry perspective/concept

common as dirt

Know whats possible my son

Expanding you world view

Multiplying your sources

809

Being sold by competition

Aggregation/Roll-up

Creating more value for market/others

(philosophical discussion)

Review Power Parthenon/Strategy 12

Pillars - Again.
810

Reverse engineer/budget/contingency
plan

Start with the end in mind

5 forms of wealth revisited - How you

stack up on all 5

Review PowerPoint up until now

811

812

John Correll

Alain Dias

Rich Schefren

Jim Weldon

Nate Kievman

Teddy Garcia

Paul Sutter
813

 Explanation
Exercise

Calculators

814

815

1.

What is the Private Equity

Playbook?

2.

What types of businesses does

this apply to?

816

3.

How are these businesses typically

valued in the M&A marketplace?

4.

Why would you want to share this

information isnt it better to take
advantage of the unprepared
businesses?
817

5.

Can you share some examples of

some scenarios or battle stories from
the private equity world, in terms of
how these principles have been
employed?

818

6.

As a professional investor,
what are some of the most

common mistakes you see

entrepreneurs making?

819

7.

When should an entrepreneur start

thinking about the exit?

8.

Why do you think that entrepreneurs

are often so unprepared to sell their
companies?

820

9.

What about the existing advisors

to the business, arent they
helping their clients prepare for
exit?

821

10.

How can entrepreneurs learn

more about how to employ

the Private Equity Playbook

in their businesses?

822

Mind of the market

Amazon.com

Headlines two versions

Extrapolate

Huff Post/AOL

Magazines online/off

Search?
823

AIDA

A - Get Attention

I - Arouse Interest

D - Stimulate Desire

A - Ask For Action

824

AIDA: 1. Get Attention

Superscript teaser

Headline attention of desired audience

Subhead

Salutation

825

AIDA: 2. Arouse Interest:

Opening hook if you...then

Your story to establish credibility

Heres what this is all about

826

AIDA: 3. Stimulate Desire

USP Use a Unique Selling Proposition

Appeal

Benefits, Benefits, Benefits

Bullets

827

AIDA: 4. Ask For Action

Bonuses

Dont Decide Now you cant lose

Price dropdown - justification

Risk Reversal - Guarantee

Close the deal buy now

PS
828

Robert Collier Formula

Attention

Interest

Description

Persuasion

Proof

Close
829

Victor Schwabs AAPPA Formula

A - Get Attention

A - Show People An Advantage

P - Prove It

P - Persuade People To Grasp This

Advantage

A - Ask For Action

830

Bob Blys Formula

According to Bob, all persuasive copy contains

these eight elements:

1. Gains attention

2. Focuses on the customer

3. Stresses benefits

4. Differentiates you from the competition

5. Proves its case

6. Established credibility

7. Builds value

8. Closes with a call to action

831

Bob Stones Formula:

1. Promise a benefit in your headline or first paragraph your most

important benefit.

2. Immediately enlarge upon your most important benefit.

3. Tell the reader specifically what he is going to get.

4. Back up your statements with proof and testimonials.

5. Tell the reader what he might lose if he doesnt act.

6. Rephrase your prominent benefits in your closing offer.

7. Incite Action NOW!!

832

Orville Reed:

Benefits Tell your reader from the very

beginning how your product or service will
benefit them.

Believability - Back up your statements of

benefits with believable evidence.

Bounce - Write with enthusiasm, keep your copy

moving. Keep the prospect interested. Transfer

your enthusiasm for the benefit to the prospect.

833

834

Convergent thinking is the most used way of

thinking by an executive. They are good at bringing
material from a variety of "known" sources to bear
on the problem, in such a ways as to produce the
correct answer. That is the case for operational
tactician executives.
Any executive (right now) needs new skills, the
ability to generate many, or more complex or
complicated, ideas from anything. That requires
"divergent thinking," that is thinking with the
"whole brain" (Left and right brain).
835

Fluency: The ability to generate a number of ideas

so that there is an increase of possible solutions.
Flexibility: The ability to produce different
categories or perceptions whereby there are a
variety of different ideas about the same problem.
Elaboration: The ability to add, embellish, or build
off of an idea or product.
Originality: The ability to add to create fresh,
unique, unusual, totally new, or extremely different
ideas.
836

Complexity: The ability to conceptualize difficult,

intricate, many layered or multifaceted ideas or
products.
Risk-taking: The willingness to be courageous
adventuresome, daring, trying new things or taking
risks in order to stand apart.
Imagination: The ability to dream up, invent, or to see,
o think, to conceptualize new ideas.
Curiosity: The trait of exhibiting probing behaviors,
asking and posing questions, searching, being able to
look deeper into ideas, and the wanting to know more
about something.

837

838

 How

To See Around Corners

Continuous
The

1.
2.
3.
4.
5.

learning

Five Stages of Knowledge:

Novice
Advanced beginner
Competent
Proficient
Expert
839

 The

Capacity for introspection

and the ability to reconcile

yourself as an individual separate

from the environment and other
individuals.
840

The only way to grow as thinkers is to

examine and challenge old beliefs and

have the courage to welcome new

beliefs, more adapted to the times in

which we live.
841

ANSWER:
Creating unlimited business wealth by

leveraging other peoples resources

and creating an infinite checkbook

without investment or downside risk

842

Caveat: Human nature

Pharmaceutical company

normality

Radio and TV

John Rockefeller Story

Newsletters

Investment Business: Gold

Tony Robbins

Proprietor

Australia Training Program

Investment Newsletters

Nightingale Conant

Publishers

Fred Pryor Production

Seminar on investing

house

843

Infomercials B celebrity John

Friend in fundraising business

Ritter

Copywriting Business

Icy Hot

Cruise Ships

Publishing - Saturday Evening

Rose Parade Flea Market

Mossimo

Houseware Designer friend in

Post

Norman Rockwell

Holiday Magazine Ad market

Healthy Choice

1-800 Numbers

Colonial Penn Insurance

Entrepreneur Magazine

LA

844

Motorcycle

Boost Market Presence

Manufacturer in Asia

Porsche Dealership

Largest Newsletter

Hospital: Medical

Publisher

Orderlies

Speed

Tire Dealer

Optimization

Design collaboration
845

Credit Card Merchant Company

Fiber Optics

Magazine interview on

Tony Robbins

Philosophy of Management

Eight-Track Players

Lumber Mill Kiln Drying

Italian Ceramic Items

Mediocrity/Socratic Interviewing

Greatness

3 Ways to Grow a business

9 Major Benefits of a Strategic

Lumber

Car Wash

Real Estate Agent

Attorney - Small Specialty

Practice

Alliance

Technology License/KPIs

43 Additional Factors
846

847

848

OVERVIEW

Strategic Alliances

Your Strategic Objectives

Strategic Alliance Inventory and

Opportunity Audit

Converting From Theory To Application

849

Brutal competitions

Disloyal market

Commoditization of products and services

Multiple options and alternative to fill a given

need

Fear, Apprehension, Uncertainty

Few trusted advisors

850

Strategic alliances are nothing more than old fashion

partnering with a strategic twist.

Means to dramatically expand and enhance your ability

generate markets / business / clients-customers / image /
posture / profitability all with minimal spenditure of
time effort / expense / manpower / risk.

Opportunities are limitless. Only limited to your

inventiveness your ability to look inside and out.
851

Mergers and Acquisitions arent the

only way to go. Strategic alliances
are nothing more than old fashion
partnering with a strategic twist.

Mergers have slightly increased over

5 years while Strategic Alliances
have doubled.

1996 1999 companies with $2

billion in revenue or more formed an
average of 138 alliances
Forbes 3/21/2001.
852

The number of alliances is growing by 20% a year with

10,000 new alliances being reported in the last 12 months
alone

More than 20% of the revenue generated from the top 2000
U.S. and European companies now come from alliances

Enterprise.com survey
49% Businesses Reports More Worth
21% Higher Revenues
38% Increased Productivity

853

 90%

of corporate executives surveyed

felt a Strategic Alliance or Joint Venture

with another company was absolutely
essential to maintain a competitive edge.

854

Strategic Alliances can be a partnership in which

you combine efforts in anything from getting a better
price for goods, by buying in bulk together, to
seeking business together with each company
providing part of the package.

Alliance represent an essential strategy for achieving

top-line growth, higher profitability and enhanced
business franchise.

Numerous benefits for everyone involved.

855

Allstate / Sears

Amex / Mailer inserts

University Clothes / Macys

Boutique Equity new business

Old Bernard / Buruch / Rothschild /

Rockefeller Story

Liquid Audio 20 Alliances

856

Joint Ventures

Co-Branding

Host Beneficiary

Equity Partnerships

Endorsements

Flipped Business
Opportunities

License or Acquired

Licensee

Core Competency
Consulting

Reclamation

Sales Force

New Products/Markets

Acquired Leads

857

Joint venturing allows the best of all

possibilities. You can easily repackage
or create new businesses together
with each company providing part of

the package.

Mini Marts with McDonalds, Pizza

Huts, Subways, etc.

Banks in groceries
858

Co-branding allows two

companies come together to use
both brands to put behind
products.
Coke and Proctor & Gamble create
spin off to market non-carbonated
drinks and Pringles products.
P&G gets access to Cokes 16,000
markets. They both share in the
profits.
859

1.

You can use it to achieve advantages of scale, of

scope, or of speed. You can take advantage of other
peoples infrastructure. You can take advantage of
other peoples reach. You can take advantage of

other peoples resources that you couldnt have.

2.

You can increase market penetration. You can do it

locally. You can do it regionally. You can do it
nationally. You can do it internationally or by niches.

860

3.

You can enhance your competitiveness in

local, national and international markets

because now youre in association with
somebody whos a dominant force
somebody whos already built a market
4.

You can enhance product development.

861

5.

You can develop new business opportunities through

products and services.

6.

You can create new businesses at will by

understanding that youre not limited to just your own
companys product.

7.

You can get control of tangible and intangible assets

that organizations dont even know they possess.

862

5.

You can use strategic alliances and joint

ventures to sharply reduce costs/increase

profits.
6.

There are a lot of things that you cant afford to

do on your own. But if you joint venture them
and you only pay for other organizations in
direct proportion to the revenue that comes in,
that actually is no longer a cost. Theyre an
income stream.
863

The number of alliances is growing by 20% a year with 10,000 new

alliances being reported in the last 12 months alone

More than 20% of the revenue generated from the top 2000 U.S. and
European companies now come from alliances

Enterprise.com survey
49% Businesses Reports More Worth
21% Higher Revenues
38% Increased Productivity

90% of corporate executives surveyed felt a Strategic Alliance or Joint

Venture with another company was absolutely essential to maintain a
competitive edge
864

1.

Strategic alliances and joint ventures/resource leveraging

deals --- once you understand the dynamics and
mechanics, are easily established.

2.

They only add to your own selling efforts (power of

geometry).
3.

It increases your sales massively, and thus your

profitability.

4.

It lowers the barrier of entry.

5.

It boosts your market presence.

865

6.

It provides added value to clients.

7.

It contributes substantially to perceived

client benefits.

8.

You can enter emerging markets

instantly.

9.

It expands your horizons, goals,

aspirations, vision.
866

10.

You get to speed your access to wide

varieties of new markets.

11.

You can expand beyond your geographic

boundaries
12.

You can gain a foothold in

international/niche markets.
13.

You can control other peoples markets.

14.

You can gain a competitive advantage.

867

15.

You can rapidly overpower the competition.

16.

You can joint market with people and share the

cost.

17.

Joint selling or distribution

18.

You can collaborate to design new products or

combinations with other people, using THEIR
resources, technology, staff, talent.

19.

Youve got total flexibility in the way you operate.

868

20.
21.

22.
23.

24.

Its less risky.

Requires less/no cash; you give away no
equity, either.
You can acquire a technology license.
You can get research and development
done for you free.

You can access knowledge and

expertise/talent beyond company borders.
869

25.

26.
27.
28.

29.

It can strengthen YOUR expertise in an

industry as result of the relationship
association.
It extends your product/service offerings.
Widens your scope of innovation
You can secure your position as front runner
in your market any new/niche markets you
address.
You can provide marketing or selling, or have
someone else provide marketing or selling.
870

30.

You can easily establish purchasing and supply

relationships.

31.

You can set up instant distribution networks all

over the (fill in the blank) --- country, industry,
nation, continent, world

32.

You can capitalize on all kinds of hidden assets

and overlooked opportunities (underperforming

activities, underutilized relationships/credibility).
871

33.

You can make much higher ROIs and ROEs on

alliances than from your core/main business.

34.

You can keep focused on your own core business

while expanding, exploiting and harnessing this

vast, expanded stream of possibilities.

35.

It lets you maximize (and multiply) and stretch your

own management, talent, economic, technical and
operational resources.

872

36.

You can outsource every non-core competency, and

get it performing at many times higher level of

capability and results, and only pay for it in direct
proportion to its results to your bottom line.
37.

Reduce your overhead through shared costs, lower

pricing and outsourcing.

38.

Its a growth/expansion mindset.

39.

Youre capitalizing on all the goodwill other entities

have created over years.
873

40.

There are lots of different kinds of

alliances.

41.

You can flip business opportunities.

42.

You could do equities in all kinds of

strategic partnerships.

874

43.

You can totally reinvent business opportunities.

You can access production that you cant afford,

because theres always going to be somebody
somewhere whos got excess production. You can
get access to delivery, facilities, technology,
procedures, intellectual capital --- all kinds you
never had before. You can license other peoples
marketing, or other people sales ability, or other

peoples management skills, other peoples cash

flow management
875

The world truly IS your oyster

once you fully grasp the magnitude of

possibilities that Relational Capital
maximizing strategies make possible.

876

Leveraging and Maximizing

Relational Capital allows any

business to outrageously expand,

generate and penetrate multiple new markets,
and acquire/generate significant
quantities of new clients, buyers, customers,
and distributors.

877

1.

New Income from What a Business Already Does

A) Referral Systems
B) Reactivating Old Buyers
C) Getting More Prospects to Buy
2.

Adding New Profit Centers to Their Existing Model

A) Selling other Things to Existing Clients (i.e. home improvement,
reusing prospects and buyers)

878

3. New Ways to Use Their

4. New Ways to Use or Take

Assets, Resources and

Their Business, Products,

Activities

Services to Other Fields

A) Authors and Consultants

A) Amusement tokens

B) Nightingale Conant

B) Free-memberships

C) Telemarketing

C) Licensing art designs

D) Licensing

879

5. New Ways to Use Under-Performing Activities

A) Getting the rights to something and flip it (ground floor
window advertising), sales force
B) Art at a seminar

6. New Ways to Get Other Sources to Drive Sales

to a Business
A) Finder
B) Concierge

880

7. New Ways to Profit from a Businesss Problems

8. New Ways to Monetize a Businesss Access

A) Cruise ships/art
B) Apartments and Starter Home Builders
C) Experts, clients and endorsement/introductions

881

9. New Ways to Supply the Equivalent of Capital

A)
B)
C)
D)

Barter
Experts
Facilities
Services

10. The Three Keys

A) Show Businesses how to:
B) Maximize what they are already doing
C) Multiply the ways they can do business/profitgratis
D) Repurpose what theyve already done/monetize
sunk cost/relationship
882

Products

Services

Talent

Processes

Transportation /

Relationships

Logistics

Purchasing Power

Space Offices

Distribution Channels

Six Degrees of Separation

Selling/Marketing
Personnel

Production /

883

Credit

Raw Materials

Advertising

Marketing

Management

Skill Set

Training

Equipment

884

Facilities

Distribution

Credibility

Value Added

Entry Level Products/Services

Sales Extension Product Services

Complimentary Product
885

886

1.

Easily established

2.

Augment selling effort

3.

Increase sales and profitability

4.

Lower barrier of entry

5.

Enhance your image, stature, posture

6.

Expand customer/client base

7.

Boost marked presence

8.

Provide added value to clients

887

9. Contribute substantially to perceived client benefits

10. Enter emerging markets

11. Expand your horizons
12. Speed access to a wide varieties of new markets

13. Expand beyond geographic boundaries

14. Gain foothold in international marketplace
15. Control other peoples markets
16. Gain a competitive advantage

888

17. Rapidly overpower the competition

18. Joint marketing

19. Joint selling or distribution
20. Design collaboration

21. Quicker to create/form

22. More flexible to operate
23. Less risky
24. Requires less cash
889

25. Technology license

26. Research and development
27. Enhance R&D capabilities
28. Access knowledge and expertise beyond

company borders
29. Strengthen reputation in industry as result of
association
30. Extend product offerings/ Widen your scope of
innovation
890

31. Establish unique position in market

32. Secure position as front runner in

marketplace

33. Provide marketing / selling

34. Easily establish purchasing / supply
relationships
35. Set up instant distribution networks
891

36. Capitalize on hidden assets

37. Earn higher ROIs and ROEs on alliances

than from your core/main business

38. Difficult for your competitors to imitate or

emulate
39. Remain focused on your core opportunity

892

40. Outsourcing non core competencies

41. Lets you maximize / stretch your

management and technical / operational
resources
42. Reduce overhead through shared costs and
outsourcing

43. Manufacture / fulfill cost effectively

893

894

Equity in deal

Equity in client

Equity in brand

Equity in distribution channel

Equity in buyers and prospects

Equity in marketing material

Equity in process and intellectual property

895

Seminar company getting attendee

endorsements

Association uses local paper for distribution

of charity fund and get multiple write-ups
and endorsements

My seminar business - Tony Robbins,

Success, newsletters, trainers
896

William Simmons Home

A.R.P - Colonial Penn A.R.P

John Ritter - Where there is a will

there is an A

Tom Bosley Agora

Fran Tarkenton - Tony Robbins

897

Magazine subscriptions / Schools

Reinventing Business Opportunities

Brand / actual products / services /

proprietary products / lists / research
/ sales force / too much capacity /
facilities/ processes
898

Mastermind/Brain Trust

Profiteering

Financing
Promotions

Sales force
Ads
Markets
Product Lines

Reinventing Business Opportunities

899

Jobs

Capacity

Lists

Facilities

Space

Technology (Doug

Production

Talent

Procedures

Distribution

Intellectual Capital

Delivery

McMillian)

900

 Sales Force
Retail Stores
Kiosks
Signage
Leases
Licenses
Display Window
Inserts
Polywrap

901

 Bind in

Blow in
Lease
Purchase

Option
Acquire Leads
Unconverted Prospects
Inactive Clients
902

1.

Marketing

2.

Sales

3.

Management

4.

Cash Flow

5.

Organization

6.

Performance Enhancement

7.

Information Technology

8.

Advisory Board
903

Brand Name

Technology /Methodology

Promotion / Marketing Expert

Products / Services - Private

Processes

Image / Design / Facsimile

Territory / Market / Industry

904

Attracting or rendering world class

expertise on a performance compensation

basis.
Core
Critical
Dual

905

906

One of the BEST ways to rapid growth is to open /

develop / create new products or markets

Take over, re-purpose, package together other

companys product and / or services

Acquire Sales Distribution

Re-purpose your produces to new markets

Identify players in new markets you can joint

venture / partner with
907

Sales Force

eBusiness

Who has the internet /e-mail expertise,

affiliate software, infrastructure, e-mail

lists, IT staff, equipment, data software,
etc., you need or want access to?

908

1. Start with the big picture. What key

components are necessary to drive it?

2. Where are they going to come from, why is it

necessary, and what are your alternatives and
options?

3. Vastly expand markets, products, distribution,

sales representation & cost effective impact.
909

4. Gain valuable or strategic assets,

access, resources or talent.
5. Acquire or access the good will, trust,
credibility of older, larger more respected
entity, organization, publication, selling
force or individual.

6. Gain more upside leverage.

910

7. More optimally deploy someone elses

assets.

8. Find opportunity in someone elses

adversity.

9. Leverage off something valuable

someone else invested, tens, hundreds of

thousands, millions or even tens of millions

to create, acquire or develop.
911

The more powerful your brand the more profitable

the strategic alliance.

What else can you do with your brand?

Who elses brand can you deploy or ethically

exploit?

How many different ways can you do it?

This goes both ways.

Disney / McDonalds
912

913

 Products / services

Distribution channels
Sales personnel

Sales methodology
Technology (software/hardware

systems)
914

 Other productive
processes/methodology
Facilities & equipment
Underutilization
Intellectual property / Technical abilities

915

 Brand
Good will / Trust with specific groups /
markets / media
Core competencies

Affinity
916

What periodicals /advisory materials are used

by the market I want to reach?
Who provides those product / services?

What problem or opportunity does your

product / service solve for your prospect /
client?
917

What other type of business, organization, profession

etc., has more to gain than even you do by seeing

you either acquire a client, or sell a specific product,

service or combination? And why?

What other market or industry could use / benefit

from my product, selling system or methodologies?

918

What is the MNW of my client / prospect worth to

someone else?

What are your highest margin products or services?

What are your highest repeat purchase products or

services?

919

What logical products can be created by you, acquired by you, can be adapted /
adopted?

What markets could your products or services also apply or translate to?

What related fields could you penetrate?

What parallel universes are most similar to yours?

What other business markets, products or services have you been thinking
about?

920

Look for additional alliances, markets:

Take on their products or services

Provide services, functions

Share personnel facilities

Sell equity or buy equity

Develop referral/alliance feeder program

921

Strengths and weaknesses of target organizations, prime

assets, attitude, key important point of impact / interest
(i.e., money), purpose, reclamation.

The best partner will have what you dont have strong
where you are week, etc.

Match your companies capabilities with people who

share your objectives.
922

Look for companies to partner with who are one step

ahead of their competitors.

Large companies can make good partners.

Who has a sales force I can tap into?

Who sells to the same demographic profile I want to

reach?
923

Who has the trust, respect, and good will with my prospective

market?

Who has authored a book thats respected in my field?

Who is not a direct competitor?

Why, when and how should an alliance with suppliers be

considered?

924

Fully 50% of alliances today are between

competitors
Coke and Pringles distribution in specific
markets
Ford and Nissan mini van design and
manufacturing
Phillips and Sony optical discs
HP and Cannon laser printer markets
925

What could competitors offer to your market

that you cant?

Who are the industry gurus my market

follows?

Who are weaker but quality competitors?

926

Explicit

Implicit

How you actually verbally, transactionally

relieve / mitigate them?

927

An alliance is rarely a perfect match made in

heaven

Thoroughly analyze your options

Where / what the real leverage is in every deal

What do you expect to gain from the alliance deal

Dont try to structure a deal instead architect a

successful business

All deals must be structured fairly

928

929

1.

Taking your generic lists and making them

specific and Personalized
List of all viable companies / individuals in the
field who could become strategic partners
Contact info
List of key decision-makers
services they offer
Printout from their web site
Create Database (Outlook)

List of product

930

2.

Contact

How to present your proposition.

Host
Beneficiary

Using preemptive presentation

931

 Phone contact-rules to follow.

Pre-contacting by letter. What you need to do.
Identifying in advance probable objections, resistance
points youll encounter. Preparing in advance your response
to possible objections.
How do I know its not going to take away my clients?
I want control. I dont like you having control of my
clients.

How do I know Ill get paid?

Its not the business we are in.
932

3. Traps To Avoid
Failing to take the time to select the right
partner(s)
Failing to plan for flexibility and change
Failing to agree on objectives and goals

Failing to plan properly for integrated growth

requirements
933

 Being Strategic
Understanding the psychology from both
sides

How do and should you look at Joint

Ventures, Alliances, Endorsements?
How should you look at people committed
to you to do the deal?
934

Taking away the risk for both sides

Incremental gains
Margin net worth factor
Strategic advantage
Preemptive opportunities
Perception advantage

Crafting an agreement - Look before

you leap
935

Things To Think About

Terms, duration, mutual performance expectations
Non-corporate / corporate (depends on whos doing
what)

Residual stream after deal ends

Termination - value; does it dissipate / remain
Buy / Sell

Who owns what - Assets, Accounts, Prospects,

Brand, I.P. ?
936

Making the deal work

Be inventive
Keep your eye on the prize, dont loose track
of the end result
100k - 90k = 10k in profit

Tie up right / control manage other JV/SA

activities
937

Making the deal work

The alliance must be embraced from the top down
When you and your alliance partners view the alliance as
having strong strategic value the alliance has triple success
rate
Before the alliance begins, communicate effectively about
the respective roles, expectations, capabilities, and
performance functions
Only 2-4 wisely chosen alliances can yield 50-100%
increase!
938

Turning the one time deal into an ongoing

revenue source

Program the relationship for perpetual

ongoing

regular offerings through preempting the

channel

Create ongoing streams of revenue

939

Monitoring and measuring results

Q&A

Yours

Mine

Your Prospective Deal Partners

940

1.

How many clients do you have?

2.

How are their names maintained?

3.

How many inquiries do you have?

4.

Do you make any profit money/ surplus

currently?
941

1.

Save cash on capital expenditures.

2.

Increase your total sales

3.

Barter lets you pay operating expenditures even

payroll with soft dollars.

4.

You can print your own currency, i.e. script which

is usable only at your place of business.

5.

Automatically get terms, credit and discounts far

more easily than you could by paying cash.

6.

Breakage
942

7.

Cash conversion

8.

Create a barter profit

8.

Home Shopping Network

10.

Vastly expand your available advertising

budget without using any cash

11.

Finance rapid growth without cash

943

12. Ability to instantly and continuously generate

a steady stream of profits at far above close-out

prices
13. Turn excess inventory into cash without losing
regular business.
14. Recycle dollars right back to your own
pockets.
15. Stockholder benefits
944

5. What is your most profitable business

area currently?

6. How do you market?

7. What would you like to accomplish?
8. Who is your competition?
9. Who is your prize client?
945

946

947

1.

The people who are constantly

making things happen.

2.

The ones who watch things happen.

3.

The people things keep happening

to.

948

Think about which path YOU want to pursue

and how you can use these Steve Jobs

lessons to create your own AMAZING life and

career while applying preeminence.

949

He was the best entrepreneur-ever. You

could decide to be the best financial planner,
or operations manager or professional too!

Steve Jobs always felt that whatever

goal/objective he was pursuingit was like

being part of leading a revolution.

950

Steve Jobs asked people,

Do you want to spend the rest of your life

and career merely selling stuffOR would

you rather spend every second...of every

hour...of every day of the rest of your life and
career transforming lives and families
futures?
951

Jobs was obsessed with what he called

creating ..the most insanely great computer
in the world. What if you and your time
became obsessed with creating, the most
insanely great company of transformation in
the entire world?
Steve Jobs work and life had far-reaching
effects in both culture and industry.

952

Steve Jobs ALWAYS said A lot of times

people dont know what they want until you
show it to them.
Steve Jobs once said, ...My goal is to go
beyond what everyone else thought possible.
Steve Jobs felt that mediocre effort and work
would be quickly forgotten. But truly great
work...truly great, preeminent work will go
down in history.
953

Steve Jobs felt you had to do whatever it

takes to delight clients.
IF you thought carefully/ considerately/

preeminently always about what it was like to be in

your clients shoes/placewhat a huge difference it
could make to how you acted AND how well you
connected with every prospect/client you ever
reached.
954

refused to cut corners to

make certain his client received the
best possible outcome.
Steve Jobs

Steve Jobs was passionate and

patient about everything he did.

955

Another part of Steve Jobs passion came

from his utter enjoyment of what he did
and he found his work highly worthwhile.
Steve Jobs told everyone who ever worked
with him: YOU MUST WANT TO BE
BUILDING SOMETHING TOGETHER THAT
LASTS!

956

People drew courage from Steve Jobs life,

courage that fueled and propelled them to
redefine who they were, how they conducted
their careers.
Steve Jobs felt that to waste precious time
being ineffective is a sin.

957

Steve Jobs influenced went well beyond mere

techiesis your influence through all you
could be accomplishing going well beyond
just your job or department?
Steve Jobs gave people the courage to pursue
what they were most passionate about.

Steve Jobs products touched us all.

958

Steve Jobs redefined the way people

communicated with one another.
Steve Jobs wanted to change the world and
make it a better place for everyone who lived
in it.
Steve Jobs gave clients products most of
them didnt even know that they badly
needed.
959

Steve Jobs took the time to think about things

differently than anyone else had done. He had
more clarity. He inspired so many. He created
a heightened ethos that challenged people to
higher standards for themselves. His energy

and commitment was unstoppable.

960

Bottom line?
No matter what your roleno matter what
you do...you have todayright nowthe
ability (not unlike Steve Jobs) to change
peoples livesand those changes can lead to
massive improvements of the quality of our
entire world.

961

 Do you have the energy, the courage,

the passion, to never stop caring,

contributing and growinggrowing
yourself and growing everyone else
you impact?

Are you only interestedlike Steve Jobs in doing

ONLY truly great at whatever you do?

962

The soul of what I am creating is to rally the

spirits and passions of quality people like you
who want to apply The Strategy of
Preeminence and do things better, differently,
more meaningfully for ALL who matter.

963

"Never give in. Never, never, neverin

nothing great or small, large or
pettynever give in, except to
convictions of honor and good sense.
Never yield to force. Never yield to the
apparently overwhelming might of the
enemy. "
Winston Churchill
964

Never give in and never give up

Fight against mediocrity and commoditization

Unique Selling Proposition

Focus on Your Marketplace not your own self

interests

Make your market, your client, your prospect,

your recipient of product the center of

attention.
965

Its not about you its about them

Fall in love with the people you serve

Appreciative, empathic, respectful love for

who they are and where they are in their

business and lives

966

Do You Bring Meaningful Value to Others

Ask for feedback to gauge whether you do or not

What you think may be appealing, exciting,

worthwhile your market may find worthless

Consistently ask yourself, your team etc.

whether everything you do or say really adds

value

967

Entrepreneurs vs Proprietors
(Are you a Multiplier or a Diminisher)
Story The Mexican Deli Restaurant

Difference between the two is their commitment (or lack

thereof) to purposeful innovation
95% of all small business owners are function as
proprietors
They cower from change and steep themselves deep in the
status quo

True entrepreneurs are the driving forces of positive

upheaval in their industries, markets and business
worlds

They love change and embrace challenges and sees them as

opportunities
968

 An enterprise that does not commit itself to

constantly innovate inevitable dries up declines
then dies
Innovation anything tangible or intangible that
brings greater value, benefit, contribution,
advantage, enjoyment, etc..to a marketplace
Shift yourself out of the doomed world of
business proprietor and into the dynamic,
vibrant, possibility-based world of
entrepreneurship
Any Business owner who tries to hold on to the
status quo will lose ground rapidly
969

Become a Born Again Entrepreneur

Become supremely receptive to seeing change in
marketing, change in consumer buying habits,
change in competitive offering as an opportunity
rather than a threat.
Continuously evaluate your business and its
performance as an innovator/value creator in as
many critical categories as possible
Become obsessed (almost) for discovery,
development, perfecting new things new ways of
marketing, new ways of delivering your
products/service, new ways of improving the
transactional experience.
See your world differently than your competition.
970

 Learn to overcome resistance to innovate,

by wanting/craving continuous
breakthroughs in marketing, strategy,

innovation, your business model, your

competitive positioning.
** Free your mind to see your challenges
as benefits **
971

Five Insights

Joint Ventures/Alliance Deals allow you to penetrate

new markets and acquire high quality clients with NO
risk or fixed investment
Leveraged Marketing allows you to create almost
unlimited profit power by multiplying and magnifying
the performance yield of everything you do
Ancillary marketing lets you create multiple, new
income streams, profit resources by repurposing your
brand, distribution channels, old buyers or even
unsold prospects.
972

 Change headlines or shift the opening in a sales

proposition can increase sales response
Preemptive Marketing and Referral Programs
block ALL your other competition from being
compared to you
Turns you from a commodity into proprietary

Systematic Referral generating processes can

increase your companys business exponentially
( and decrease marketing and acquisition costs)
973

 Up-the-Ante Look at things From a

Strategic Angle
On your strategy performance, your
business model impact, your competitive
positioning clout.
Replace or Adjust underperforming
aspects of your business
974

Optimization Performance Enhancement

Quotient
Identify the hidden opportunities, overlooked
revenue streams, underperforming activities you
can most quickly/meaningfully improve.
Joint ventures, preeminence, leverage marketing,
preemptive positioning, referral selling, mining
ancillary income streams.

975

No one needs to be constrained in their

pursuit of possibility, purpose, and passion.
Purpose is having an "ideal" that's infinitely
more auspicious and transcendent than
merely making money. It's about doing things
that are meaningful, transformative and
impact the marketplace or society in some
positively evocative way.

Passion is the joy, vision, hope for others and

animated reality you focus all your efforts
on manifesting.
976

You always have the ability in all of life to be

either the victim or the victor
98% of your life, career, marriage, financial
situation, family matters are ALL the result of
either things you DO or things you DONT do.
All we have is todayforward
You can use this infinite opportunity to grow, add
value, contribute to people and the world
Or you can suck the life emotion and passion out of
everyone youre around
977

We are in absolute control of our fates and destinies

I am NOT a fatalist if you dont like something change it
Take meaningful corrective action

It takes critical thinking, courage,

committed/continuous forward motion and action
As well as course correction
Many people fold the first time they hit resistance, a setback

or non-success. You must correct after you experience

adversity.

978

Whether you pro-act or react. Whether

you initiate or contemplate. Whether you

feel victimized or empowerized is
totally up to YOU!

Your fate, your happiness, your

prosperity your health it ALL lies in
your hands.
979

980

981

****

982

983

hope you now possess the

knowledge tools to eliminate

uncertainty, constraints or

bottlenecks in your business

successful growth.

984

 Lets

see now well do your

customized Action Game Planning

to see how well you grasped what

I/we shared and also how well I

explained it.

985