ESCAPE Free Give Away

ANIK SINGAL
Founder and CEO of Lurn Inc.
LETTER FROM THE AUTOR
Firstly, I want to thank you for being a part of this journey ...
...because this book means the world to me!
But without YOU - it's not worth a thing. Because this isn't "just a book." It's the result of more
than 15 years of hard-won lessons in entrepreneurship. And it's taken me two years just to write
this.
This book is my discovery after:
• Selling over $200 million in products online ...

• Spending time with 5 Billionaires (to study their habits)!
• Years of failures and successes ...
• Delving into the psychology of over 50 multi-millionaires ...
• And having over 250,000 students in over 50 countries!
Because what I've found ...
... is that becoming a successful Entrepreneur isn't so much about "what you do," but it's
much more about "who you are."
So in the two leaked chapters that follow (yep, I gave you TWO chapters as my way of saying
thanks), you'll get a sneak peek at the "eSCAPEFormula." And I'm confident that what you'll see
will help you become the type of person who can go from employee to Entrepreneur fast!
Also ...
If you like the two chapters that follow, make sure you click the link below to get on the launch
list. When you do, I'll let you know the instant the full book is available. Because on August 14th,
2018 you can get the entire book absolutely free!
So, thank you again from the bottom of my heart for being a part of this.
I hope you enjoy what follows,
BE THE FIRST TO KNOW WHEN THIS BOOK LAUNCHES
(®;
__i__ w_w_w_._e_sc_a_p_e_b_o_o_k_.c_o_m_l_la_u_n
__ )
PAGE 1
REVEALED: The MalilM Secrets Inside
This Life-Changing Book:
"eSCAPE - The 4 Stages To Becoming a
Successful Entrepreneur ..."
SO, HERE'S WHAT IT TOOK FOR ME TO DO THE RESEARCH

TO WRITE THIS AMAZING BOOK ...
2 Years of Over 4 Mill ion I sold over $200 Million

non-stop research ... subscriber s...
, worth of products ...
,
eg~ ~ ~
~~ • •
!!!!!!!! ~
el =
I wrote this book
3 times before it
was finally ready ...
:.eaA
I have had over 2~0,000~ ~
Entrepreneurial
students - all over the
~-"'
I've met , researched
and interviewed the
TOP Entrepreneurs in
World . the World - including
Billionaires!
What Leading Entrepreneurs Are

Saying About Learning Fr.om Anik Singal ...
Bob Proctor
"If I want to learn somet hing, I go to someo ne w ho has demo nstrated by results t hat
t hey know. Anik Singal knows!"
Robert Kiyosoki
"We need more peop le w o are honest legit imate, moral, et hical, and d o business to
make t he world a bette r place ... and t his is Anik"
Les Brown
"Anik's teac hings have not only had an impact on my life, but have t ransformed my
kids lives. Powerful stu ."
(®;
__i__ w_w_w_._e_sc_a_p_e_b_o_o_k_.c_o_m_l_la_u_n_
__ )
PAGE 2
TABLEOF CONTENTS
~i.W,:!:°'~.!':;I::t:::;r",:;;;:-
~~!::~~~~-=,~c.a.,._,..
n.. ,iwo.OolLvG.t
:;:~=--~=.-...:=:~~-=-~-=-
.. ~..,.°""--,....on-'tfl.. ~
.......:i:--a,.._
CHAPTER#3
Why Do Entrepreneurs Fail?......................................... 40

Failing vs. Succeeding..................................................................
40
Why Entrepreneurs Believe They Fail..........................................
42
Why Entrepreneurs Really Fail....................................................
44
Patrick's Story ...............................................................................
45
Mastering eSCAPE........................................................................
46
CHAPTER#7
S.C.A.P Introduced ......................................................... 71

The eSCAPEPlan..........................................................................
71
The Four Stages-S.C.A.P ............................................................
72
Calculating Your eSCORE.............................................................
75
Drawing Conclusions From Your eSCORE....................................
75
PAGE 3
Get Your FREE Copy, Releasing August 14th! SCA~
Here's Wlilat "Slilark Tank Star"

Daymond JolilnHas to Say ~bout Tlilis
Life-Changing Book: eSCAPE ...
"..with this book, Anikgivesyou that tested formula, and he

speeds up that entireprocessfor you so you don't have to waste
money, energy,and most importantlytime learningthese
lessons the hard way.
That's what this book does ...
It gives you an entire plan to escape your current life and

finally get the one you 've always dreamt of...
Here's to changing the world."
- Daymo nd John
"The people's Shark"
BE THE FIRST TO KNOW WHEN

THIS BOOK LAUNCHES ~AIJN(:1-11NG:,
(~ www.escapebook.com/launch )
l!\ugust 14th
PAGE 4
Get Your FREE Copy, Releasing August 14th! SCAP
CHAPTER 3:
WHY DO ENTREPRENEURS FAIL?
Let's get one thing straight-ALL Entrepreneursfail.
ever live under the misconc ption that succe sful Entrepreneurs have
n ver failed. In fa t, they have probably failed mor than anyone else. It s
the successful Entrepreneurs we se at the top because th y refus to let
their failures stop them.
Th Entr pr neurs who succeed always understand that th ir failures ar

only temporary. They never quit because of failure; they learn from it, try
over and ov r again, and keep at it until they prevail
Still the reality r mains that the statistics aren t really in favor of
Entrepreneurs ...
Forbes reports that 80% ofbusine es fail within the fLr t 18 months.
That's a 20% success rate beyond the first year and a half of a business,
and th numbers g t far worse when you g t into thre or five years past
launch.
However, it's important not to l t that number scare you because many
Entrepreneurs are op rating under th wrong definition of who an
Entrepreneur is and what they do.
In this chapter, we'r going to explore Entrepreneurial failur and th

reasons b hind it so that you can increase your chances of success.
Failing vs. Succeeding
Why do o many Entrepreneur seem incapable oflaunching and running

a successful long -term business?
I don't believe it's because th yr incomp tent.
40
PAGE 5
In fact, the truth is quite th opposi te. Most peop le who start their own
businesses are very intelligent, daring, courageous, and ambitious.
So, what's really creating the failure?
For starters, Entrepreneurs are at a disadvantag from day one.
o matter who you ask, everyone has this perception that becoming an
Entrepreneur is very risky. Thus, an Entrepreneur starts with the
preconceived belief that they will most likely fail. Because of that
perception, many Entrepreneurs are already prepared to fail. That, of
course, is a big problem.
The second problem is that, from day one, Entrepreneurs are taught all
the wrong reasons why so many Entrepreneurs fail. Some of the most
common reasons cited by major publications as to why Entrepreneurs fail
are:
• ot enough cash or cash flow

• Product didn't have a market
• ot a good business model
• Issues with pricing and cost
• Poor marketing
• Ignoring customers
• Bad timing
• Lack of focus
• ot pivoting in time
I know that, when taken at fac value, thes reasons seem legitimate. A
business is most certainly going to tank if it nms out of money, right? If a
business doesn't market itself effectively, there s no way it can succeed,
yes?
So when thes issues pop up, peopl see them and put the blame on that
reason alone. But me? I like to peel back one more layer.
I prefer to ask what caused these problems to come up in the first place.
41
PAGE 6
Why E,itrepreneursBelieve They Fail
Let's talc your average Entrepreneur and cal] him Pete.
P t can start any business.
H could open a small hardware store down the stre t. He could open a
store that specializes in se11ingbicycles. He could open a home decoration
sp cialty store. Heck, P te could even start an o,ilirie business selling
custom-printed T-shirts.
His options are endless.
The bottom line is that Pete will conduct a full analysis of himself of th
marke t, and of his idea. Pet \viii then make a d cision to start a business,
whichever it is. Again, the focus here is that Pete had the idea, Pete did th
analysis and Pete made th decision to start that business.
Now let's assume the worst happens and Pete's business fails. He's closing
it down. If you were to ask him what happened as he's shutting the door
on his final day he'd probably throw out several explanations like,
• Too much comp titian.

• WaJmart undercut me.
• I didn't have enough mon y.
• It's too tough for small businesses.
• There is not enough support out there.
• I had bad employees.
• This isn't the right area for this kind of business.
On the surface, Pete might even appear to be right I mean, w can all
sympathize with the idea of an evil corporation coming into a sma11town
and assassinating all the small businesses. We can ven have great
compassion and empathy for that.
How ver, I believe Pet 's blame would be misplaced.
42
PAGE 7
All these reasons above are external factors. By using thes as excuses,
Pete is taking absolutely no respo nsibility for his failure. He's missing a
couple of impo rtant questions.
• \Nhat caused these problems to begin with?

• Wh at allowed them to keep happening?
I say this becaus no matter what small town you visit, you'll find small
businesses that are thriving despit b ing right down the stre t from a
company like Walmart. So, what do these businesses know that P t
does n 't ?
The problem is that we've been taught for decades to immedia tely go into
self-preservation mode when bad things happe n. We quickly look to
conso le ourselves. We don 't want to feel the pain of defeat, so we create a
scenario tha t justifies our actions and excuses our short comings.
Whil this may help you feel b tter, it' s robbing you of th gift of learn ing
from your experience. By not owning up to our own role in failure, we
never get the chance to improv e and grow.
Our friend P t has th classic victim mentality that allows th cycle of

failur to continue. It's veryone els 's fault, no t his. He truly believes that
all of thes external factors led to his downfall, which allows him to
protect himself from th embarrassment and disappointment of having
failed.
Think about it. When is the last time you heard someone say,
• I failed because I didn't work hard enough .

• I failed because I didn 't learn fast eno ugh.
• I failed because I didn 't really hav a purpose or a why.
• I faiJed because I didn't pivot or make the right decisions at th
right times .
otice the numb er of times th word 'I' came up in those statements. It's
not easy to take that ownership becaus it makes one tak fuJl responsibility
43
PAGE 8
and live up to their mistakes. Although it may no t be easy, taking full

ownership is the only way to grow.
Why Entrepreneurs Really Fail
So if Pete didn't fail becaus of all the external factors, why did h fail?
You fail because of what you do or don't do, not what i done or not
done to you.
Even at my lowest point, when I was 1.7 rniUion in debt, I never looked
outsid of myself to determine why I had failed. I only looked at myself to
see what I did or didn't do.
I spent hours at th whiteboard in my emp ty office. I said to myself, « I m

going to lock myself in this room and not leave until I figure out what the
heck went lvrong; Just exactly why I Jailed?"
I was determined to dive deep into myself to figure out what I had done or
not done to create the current cir umstance I was in.
I truly believe that no one talks about the real reasons Entr pren urs fail
becaus no on wants to face them. o on wants to admit that it mostly
comes down to a lack of accountability and responsibility.
We learn this way of thinking from a young age.
Since we were children, our environment has mostly taught us to always

self-preserve.
Think abou t when you and another kid got in trouble for fighting at
school. If you stood up and accepted the blame, you'd get yelled at by the
teacher. o what do you do instead? Find a way to shift the blame.
Failed a test ? The teacher didn't cover the topics well enough in class.
Got into a fight? The other kid star ted it.
Got in trouble? You didn't do anything!
44
PAGE 9
This mentality starts in our childhood and continues into our adulthood.
For example, just think for a second, if you wer to march into your boss's
office and take full blame for a major loss that just happened, ther is a
good chan e that you may get fired. So, instead, over years, you've learned
ways to avoid taking responsibility and Jive to work another day.
It's just survival.
The only pro blem is that in the world of Entrepreneurs hip the self-
preservation tacti that you ve learned over the years will actually lead to
your demise instead of your survival.
Patrick's tory
Take Patrick, an Entrepreneur I m ta year ago.
H worked hard and built an onlin business up to $2 million a year in

revenue. Everything was going great for him . That is, unti l he faced his
first challenge. There was a new competitor in the market and Patrick's
business had quickly started to decline.
However, Patrick never worried. The product that Patrick sold was a very
unique product that he had created himself. He was ven in the pro ess of
getting a patent for it. As far as Patrick kn w, he was set for life. H would
just continue to expand the sales of his new creatio n.
However, his competitor had other plans. The comp etition came in with a
similar product that had better features and sold at a lower price. In
Patrick's mind, his comp etitor ch ated him and violated his pending
pate nt. Although he was probably right, tha t didn't stop the inevitabl
from happe nin g. Patrick spent months and tens of thousands of dollars
trying to legally fight his competitor, but his pockets weren' t deep enough
to survive.
When Patrick walked away and losed his doors his exact words to m
were, "Because the government wouldn't prot ct me, my business is gone.
I lost everything."
45
PAGE 10
ow you might think that sounds reasonable. Even I agree that what
happened to Patrick was horrible. His rights were violated and someon
stole from him. I truly have a lot of sympathy for Patrick but at the same
time I'm ready to ask the tough questions.
For starters no business dies overnight Most take months, if not longer,
to die. Patrick's business was no different. I asked Patrick when his
competitor had come into the market with their product Patrick's answer
left me sho ked. H told me that the competitor had come into the market
over a year and a half ago.
A year arid a half!
The entire tim he was talking to me all I could think about was his
missed opportunities. He had a year and a half to pivot. He had a year and
a half to redo his product or come up with another product. He had a year
and half to launch a different division. He had a year and a half to go into
a new market
He did not fail because this competitor came in and stole his product.
Patrick failed because he was not ready and willing to do the things we'r
going to talk about in this book.
Th bottom lin is - we fail because of how we make decisions. We fail

becaus of the internal programming we've been building for decades.
Although you had no ontrol over the programming and messages you
received when you were younger, you don't have to blindly ace pt that
programming. You can reprogram yourse lf, and that's why I'm bringing
e CAPE into the World.
Its the formu la that helps you unwind some of the bad programming.
Mastering eSCAPE
Success or failure. Either way, it's all about you. It's about how you
remove the old programming and replace it with something that will
propel you forward rather than hold you back.
46
PAGE 11
early every business that fails does so because the Entr preneur didn't
have the knowledge or the confidence they needed to overcome th
challenges that came their way.
How ver, thes are all things that can be hanged. They'r skills that you
can learn.
This is where the .C.A.P. formula comes in.
We're just getting the engines revved up. L t's ke p attacking some of th
tough questions, and then we'll move into the key characteristi of
becoming a powerful Entrepreneur.
The next question I want to explor is on that I hear all th time ...
"Anik, can anyone become an Entr preneur?'
My answer to this question may surprise you.
47
PAGE 12
Get Your FREECopy, Releasing August 14th! SCAP
Here's what some of them have had to say ...
: 1,
,·, A i lol/1
~ ·1.--······~
Robert Kiyosaki
'
~
Bob Proctor
~ o~
11;1"
,:; "
i,
-:=~-
Les Brown
"We need more people who "If I want to learn something, "Anik's teachings have not only
are honest, legitimate, moral, I go to someone who has had an impact on my life, but
ethical, and do business to demonstrated by results that have transformed my kids lives.
make the world a better they know. Anik Singal knows!" Powerful stuff!"
place ... and this is Anik"
ca www.escapebook.com/launch )
PAGE 13
CHAPTER 7:
S.C.A.P INTRODUCED
Everyone who considers becoming an Entr pren ur asks the same types
of questions. Questions like,
• Do I hav the money?

• Do I hav a good idea?
• Can I hand! th risk?
• Will I succeed?
Unfortunately, these aren't the questions that will mak the deepest
impact on your chances of sue ess.
You see, using metrics that most n ver bother to think about, there ,s eSCORE: Your Likelihood
actually a way for us to put a number, a score on your personal Of Succeeding As An
Entrepreneur
probability of succeeding as an Entrepren ur.
ANIK SINGAL
I call it your e CORE, and we' re going to div deeper into that in this
chapter.
Th entire purpose of studying S.C.A.P. is so that you can focus on

increasing your e CORE, and the way you do that is by developing your THE 4 STAGES OF BECOMING
ASUCCESSFULENTREPI/ENEUR
~~
own eSCAPE plari. Your plan is going to look different than everyone
else's. It' ll be completely unique to your own strengths weaknesses and Releasing
surroundings. August 16th, 2018
My goal is to empower you with the information in this book so that you
can creat a roadmap tailored to your own life experience, a plan specific
to you.
The eSCAPEPlan
The e CAPE plan isn't about determining wher you're going-I'm

already assuming that you're reading this book because you aspire to
become an Entr preneur.
71
PAGE 14
The e CAPE plan is really about determining the areas that you need to
strengthen to exper ience Entrepreneur ial success. So, the plan starts with
a detailed analysis on e.a h of the four stages below:
1. Self
2. Catap ult
3. Authority
4. People
However, w do n 't stop at the four stages. From there, we get even more
detailed .
Each of these four stages is broken down furth er into five elements. So
within each of the four stages I'm going to cover five key lessons and
traits that help deter min e what your score is in that particular area.
Think of these fiv lessons as a way of breaking down that specific stag
into manageable pieces. Each lesson is mapped out to help you und er-
stand where you ar today and what you need to focus on for tomo rrow .
But here's the best par t...
You don 't need to master all fiv lessons in each of the four stages. As a
matter of fa t, I highly doubt that there's a single Entrepren ur on the fac
of this planet, including myself that has mastered all of them.
The under lying theme is that th mo re you master the b tter off you are.
The Four Stages-S.C.A.P.
Each of the four stages of .C.A.P. (going from employe to Entr pre -
n ur ) are pieces to the overall puzzle of success. L t's take a closer look at
each of them.
72
PAGE 15
0
®
®
CD
Stage #1: Self

This stage is about what's going on inside your mind and it's the first
area we must address. If your mindset, mentality, paradigms, and thought
patterns are not aligned with those of an Entrepreneur, nothing else is
going to matter.
In this stage we'll go over the key changes in thi11ki11g

that you need to
succeed as an Entrepren ur.
Stage #2: Catapult

There are certain characteristics that help us to get started and creat
momentum.
Its like trying to push a car that's stalled.
Initially, it will take a lot of effort from s veral people to get the car going.
However, once the car star ts rolling, just one person could coast along
with one hand on the car to keep it going.
73
PAGE 16
That's what catapult is all about. We're going to dive deep into thos
initial mom ents that require the greatest amount of work, and we'll
discuss strategies for thriving in that environme nt.
Creating mom entum is a core function that a successful Entrepreneur will

need to repeat over and over in their lifetime.
Stage #3: Authority

Authority and leadership ar not something w 're taught when we re
young. Because of the way the system is set up, most people never even
get a chanc to learn these skills.
Just think about your years in school. Each class would have at least 25 to
30 students in it, but how many students got to be a class leader? Only
one . If you played football growing up, you probably had 60 players on
the team but how many got to be the captain? Just one.
The odds of mastering leadership have been against us from the beginning,
but it's not too late.
Together, we can chang this.
Stage #4: People

Last, but certainly not least, we have peop le.
o matter how confide nt you are in your abilities, nobody can become a
successful Entr preneur alone. We need a network of the right peop l
around us to help us achiev our dreams. In addition to having the right
peop le we need the right energy attitude, and nvironment.
Controlling your nvironment, and th people in it, can be one of th

most difficult elements of becoming a successful Entrepren ur. It's
certain ly one of the areas that I struggled with the most.
However, the good news is I've been able to develop some iron -clad
strategies to help anyone master this stage as well.
74
PAGE 17
Calculating Your eSCORE
Your e CORE is determined by analyzing the four stages of e CAPE: self,

catapult, authority, and people. Remember that you can find out what
your e CORE is by taking our free quiz at www.Lurn.com/quiz.
This quiz is made up of a series of very simple questions.
We ask you to tell us a bit about yourself and how you would react in
certain situations. We need to get to know more about who you are,
where you 're coming from and wher you want to go.
At the end, you'll b given your eSCORE along with a full analysis of your
rating in each of the four stages of S.C.A.P. The analysis not only refle ts
your overall probability of success in that moment, but it also dissects th
exact ways you can increase your probability of achieving entrepreneurial
success.
Our goal here is to get specifi with you. It's nearly impossible to chang
yourself and grow if you have a vague idea of what you need. That's why
w get precise and really hone in on specific areas v.riththis quiz.
Drawing Conclusions From Your e CORE
Its important to remember that this is just a standardized test It's meant
only to giv you an idea of where you stand. It certainly is not meant to b
the definitive answer to all of your questions.
I would never advise making a life decision purely off the number that a
system any system, gives to you.
Instead read this book do your best to und rstand all the core concepts
and then weigh them with your eSCORE to build the full picture.
With that said, her 'show I interpret thee CORE:
75
PAGE 18
75%
INCREASE
SCORE s-L INTRAPRENEUR
I ENTREPRENEUR
(OWN811:S1ESSJ
• Before you dive into starting your own business, try to make sure
your e CORE is at least above 75%.
• If your scor is betwe n 50% to 75%. you have two choices. Either
a Hfe as an Jntrapren eur is going to be a great fit, or you can
decide to study, train, and work on the weak links to improv
your score.
• The further below 50% your eSCORE gets the more you have to
ask yourself wheth er becoming an Entrepreneur is right for you.
Though the data will show that you have an uphill battle, it's still
your choice.
You can think of your e CORE as just one of many tools that you use to
determine what the right career move is for you and your own uniqu
situation.
Always rememb er that the decision you mak is yours nobody else's.
There have been plenty of people throughout history who have been told
they aren t good enough to do something, only to prove everyone wrong.
ow it's time to div into each of thee CAPE plan stages.

eSCORE: Your Likelihood
Of Succeeding As An
Let's start by taking a closer look at tage I-Self. Entrepreneur
ANIK SINGAL
TME 4 STAGES OF BECOMING

ASUCCESSFULENTllEPI/ENEUR
~~
Releasing
August 16th, 2018
76

(®;
__i__ w_w_w_._e_sc_a_p_e_b_o_o_k_.c_o_m_l_la_u_n_
__ )
PAGE 19
The 4 Stages
Of Becoming
A Successful
ENTREPRENEUR
Being an Entrepreneur isn't WHAT you do - it's WHO you are.
Many dream about becoming an Entrepreneur, yet, no one has ever discovered the right formula to
becoming one. What separates the Entrepreneurs who succeed from those who fail?
Unfortunately, as we grow up "in the sys tem," Entrepreneurship is never really presented as an option.
As a matter of fact, everything we learn while growing up actually works against us when trying to
succeed as an Entrepreneur.
Well that stops today.
In eSCAPE : The 4 Stag es To Becoming a Successful Entr epren eur, Anik Singal takes you on a
journey through the mind of a true Entrepreneur; learn exactly what tools are required to succeed and,
transition from employee to Entrepreneur.
In this book, Anik reveals the four stages that every Entrepreneur must conquer.
• Stage#1: S - Self
The 5 elements and changes you need
inside your SELF to ever have a chance.
• Stage #2: C - Catapult
The 5 elements to embracing momentum
an es a 1s ing a new ramewor
of execution. P eople
• Stage #3: A - Authority A uthority
The 5 elements to establishing
inspiration-based leadership in your venture. C atapult
• Stage #4: P - People
The 5 elements to building a supportive
environment to drastically improve your
success rate. e mployee
eSCAPE is written to finally decode the formula to becoming a successful Entrepreneur.

Join Anik Singal on this journey and unlock your full potential!
About ANIK SINGAL

Anik Singal is a serial Entrepreneur, speaker, best-selling author and devoted philanthropist.
In becoming one of the World's foremost authorities on digital marketing, Anik has had the
pleasure of teaching over 300,000 Entrepreneurs all over the World,while building a
subscriber list of over 1 million Entrepreneurs.
With such amazing access, years ago Anik started a project to dissect what it really takes to
succeed as an Entrepreneur and his research has culminated into the writing of this book.
As CEO and Founder of Lurn, Inc., Anik has been named an Inc 500 CEO and has also been featured by
BusinessWeek as a Top 3 Young Entrepreneur. Anik has been endorsed by Robert Kiyosaki, Bob Proctor,
Les Brown, Kevin Harrington and many others as a ground-breaking Entrepreneur. Anik has also been
recognized with a unique ability of teaching others how to have the same level of success.
Anik has a simple mission: To help empower over 1 million Entrepreneurs. Start your journey by reading this very
book and along the way, always remember, " When life pu shes y ou, stand straight, smile and pu sh it the heck back. "

ESCAPE Free Give Away

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

ESCAPE Free Give Away

Uploaded by

Copyright:

Available Formats

ANIK SINGAL

Founder and CEO of Lurn Inc.

LETTER FROM THE AUTOR

• Selling over $200 million in products online ...

I hope you enjoy what follows,

BE THE FIRST TO KNOW WHEN THIS BOOK LAUNCHES

SO, HERE'S WHAT IT TOOK FOR ME TO DO THE RESEARCH

2 Years of Over 4 Mill ion I sold over $200 Million

What Leading Entrepreneurs Are

BE THE FIRST TO KNOW WHEN THIS BOOK LAUNCHES

Why Do Entrepreneurs Fail?......................................... 40

S.C.A.P Introduced ......................................................... 71

Here's Wlilat "Slilark Tank Star"

"..with this book, Anikgivesyou that tested formula, and he

It gives you an entire plan to escape your current life and

Here's to changing the world."

"The people's Shark"

BE THE FIRST TO KNOW WHEN

Let's get one thing straight-ALL Entrepreneursfail.

Th Entr pr neurs who succeed always understand that th ir failures ar

In this chapter, we'r going to explore Entrepreneurial failur and th

Failing vs. Succeeding

Why do o many Entrepreneur seem incapable oflaunching and running

I don't believe it's because th yr incomp tent.

So, what's really creating the failure?

For starters, Entrepreneurs are at a disadvantag from day one.

• ot enough cash or cash flow

Why E,itrepreneursBelieve They Fail

Let's talc your average Entrepreneur and cal] him Pete.

P t can start any business.

His options are endless.

• Too much comp titian.

How ver, I believe Pet 's blame would be misplaced.

• \Nhat caused these problems to begin with?

Our friend P t has th classic victim mentality that allows th cycle of

• I failed because I didn't work hard enough .

and live up to their mistakes. Although it may no t be easy, taking full

Why Entrepreneurs Really Fail

I spent hours at th whiteboard in my emp ty office. I said to myself, « I m

We learn this way of thinking from a young age.

Since we were children, our environment has mostly taught us to always

Got into a fight? The other kid star ted it.

Got in trouble? You didn't do anything!

It's just survival.

Take Patrick, an Entrepreneur I m ta year ago.

H worked hard and built an onlin business up to $2 million a year in

A year arid a half!

Th bottom lin is - we fail because of how we make decisions. We fail

This is where the .C.A.P. formula comes in.

"Anik, can anyone become an Entr preneur?'

My answer to this question may surprise you.

Here's what some of them have had to say ...

• Do I hav the money?

Th entire purpose of studying S.C.A.P. is so that you can focus on

The e CAPE plan isn't about determining wher you're going-I'm

But here's the best par t...

The Four Stages-S.C.A.P.

Stage #1: Self

In this stage we'll go over the key changes in thi11ki11g

Stage #2: Catapult

Its like trying to push a car that's stalled.

Creating mom entum is a core function that a successful Entrepreneur will

Stage #3: Authority

Together, we can chang this.