Business Growth Masters

Business Growth Masters 3.
0 Table of Contents
Module
/ Tab
01
Title
Page
CD / DVD
Length
BGM 3.0 Introduction Letter

How To Conduct An Effective Workshop How To Take Notes
1
6
N/A
N/A
How To Take Notes
N/A
Program Introduction – Zero to $100 Million
24:11
02
Business Secret’s of the World’s Most Effective Entrepreneurs
03
Time Management Secrets of Billionaires
14
28:44
04
Become a Marketing Master: The Super Strategist Wins Every Time!
17
1:22:41
05
Core Story & Basic Research Sourcing
37
1:32:34
06
The Dream 100 Sell: Plus Strategies for Gaining Clients
47
1:10:05
07
Seven Musts of Marketing: Tactics for Gaining Clients
71
1:17:30
08
How to Hire Superstar Salespeople
106
1:04:51
09
ProfitNOWtm Workshop
116
1:11:00
10
Creating the Perfect Ad No Matter What The Media
125
57:15
11
Internet Traffic and Website Strategies
140
46:30
12
Fundamentals of Web Traffic Conversion
151
1:21:47
13
Detailing & Perfecting the Sales Process
160
1:01:45
14
Integrity Based Selling
168
39:08
15
Guerrilla Public Relations
175
47:06
16
The High Art of Getting Appointments With Anyone, Part 1
185
1:04:35
17
The High Art of Getting Appointments With Anyone, Part 2
192
28:27
18
Professional Presenting Rules & Skills Training
196
1:02:00
19
Perfecting Your Follow-up: Keys to Future Success
217
28:31
20
Subconsciously Seeking Success: Goal Setting for Increasing Results

228
33:52
21
Referral Workshop
233
1:06:17
22
Prioritizing and Maximizing Your Opportunities
247
39:15
23
Tests for Modules 2, 3, 4, 6, 7, 8, 13, 16, 17, 18, 19 & 20
N/A
N/A
24
Bonus #1: The Ultimate Business Growth Plan
N/A
N/A
25
Bonus #2: Fortune 500 Audit
N/A
N/A
26
Bonus #3: 52 Workshops
N/A
N/A
© 2008 Chet Holmes International
1:40:48
Start here!
Welcome to Business Growth Masters 3.0, the most comprehensive
business growth training program on the market today, period! It’s
your sales training program, your CEO training program (really
teaches you how to be an outstanding CEO), your mgmt training
program (shows how to run any company for maximum efficiency
and performance), it’s your turnkey new-hire training program
(every person you hire should go through this program), and it’s the
program that will teach you how to be a better marketer than
anyone, period.
IMPORTANT NOTICE: At the end of this letter, we tell you which type of new-hire
should
review which programs.
How to use this program: This is not an EVENT training program, where you go
through the
program once and forget 98% of it by the time you reach the end of it. This is
designed to be
used continuously as a SKILLS-BUILDING program. How do you acquire skill? Can you
acquire skill from a single tennis lesson? No. You take the lesson and then you
practice it and
work with what you learn and then you take the lesson again.
That is the design of this fantastic program. For example, let’s say you want to
sharpen your
selling process and you (and your staff if you have one) go through Module 13, a
skill-building
module on selling and creating a detailed and perfected process FOR selling. You go
through it,
you do all the exercises, everyone takes good notes and everyone has a good
experience and
learns a lot. Does that mean that you are all now a master of the sales process?
No, that means
that more often now, many aspects of what was covered will be thought about and
even
occasionally acted upon.
BGM 3.0 Introduction -1

To get to MASTER level skills, we recommend that every 90 days you come back and go
through the same exercises once again with your staff. You will be surprised at how
much more
you get out of a training experience the SECOND and THIRD times. If you truly want
to create a
master-level sales team/effort, you must revisit that module every three months at
a minimum.
The same is true for time management, or presenting, or marketing, or advertising,
etc… each
area of SKILL must be worked at.
This program is designed to be used two ways: Linear and modular. If you went
through the
program in a linear fashion, starting with module 1 and ending with module 22, it
would take
you through the perfect path to growing your company (more on this below). However,
it is also
modular and can be accessed that way as well. Meaning, if you are hiring sales
staff right now,
you can go directly to that module (8) and it will give you what you need in a more
surgical
fashion. Or if you need to improve your selling, you can go right to that module
(13) and it will
help you detail and profoundly improve your selling process and systems.
This program is set up like your company SHOULD be set up. Meaning, the order of
the
modules flow in a way that guides you on how to set up a righteous company. There
are 22
modules that cover every aspect of managing, marketing and growing your company.
The BEST WAY to go through the training program: The best way to go through the
training
program is to pretend that you just paid $8000 to attend a four-day live event to
really get serious
about your business. If you can, take your staff off-site and go through those
modules as if you
were at the live event. Do all the exercises, take great notes, keep action item
lists, etc…
Here’s what will happen: You will be utterly overwhelmed with insights, ideas,
concepts and
ways to improve every single aspect of your business. But you now know what you
have. You
will now know the enormous resource that is now at your disposal. You will also be
able to
properly prioritize based upon your individual needs.
The SECOND BEST WAY to go through the program is in a linear fashion, in the order
in
which the modules are labeled (starting with module one and going through to the
end),
attempting to get through it as fast as possible. Again, we want you to know what
you have, even
if you can’t get to improving everything all at once. You’ll see the vast
possibilities.
The NEXT BEST WAY to go through the program, if you’re already overwhelmed, is to
take it
in bite-sized pieces as you go, learning and prioritizing according to your needs
right now (as
mentioned above).
The ULTIMATE LESSON about the program is that it is a skill-building program for
life. Chet
has been doubling the sales of companies for 20 years using these strategies and
tactics and is
STILL improving his skills in every area covered. We hope you will commit to the
same. If you
do, you will be a master sales, mgmt and marketing genius compared to most
companies. Most
companies really don’t market, manage and sell very well. You’ll agree completely
as you learn
what this program has to offer.

The program can be grouped as follows:
Area 1: Foundational elements (Modules 1-5), Intro, Training,

Time Mgmt, Core Story
The first thing every company should do is learn the critical importance of
training. But more
important than knowing the critical role that training will play in the growth of
your company is
HOW to train, HOW OFTEN to train and the BEST WAYS to train. As you’ll see in
Module 2,
there’s a LOT to know about how to get you and your staff to “master level skills”
in the critical
areas of growing a company.
Next, you learn how to run meetings (most CEO’s do not know how to have a great
meeting)
manage staff, brainstorm, create new and better ways of doing things, and then how
to RUN a
company for maximum productivity. The time mgmt module is awesome. It contains the
learning curve of billionaires and should be viewed by every single person in the
company.
Then, before you sell, before you market, before you try to attract even a single
client, you must
become a master of strategy. NOT becoming a master of strategy is equivalent to
being a general
in a battle and deploying your troops with the words: “Go fight the enemy.” No
plans, no
thinking, no skills training—you’re going to get slaughtered if you run up against
a strategist.
A strategist does the following:
• They preempt the competition at every turn.
• They make offers that make your prospective buyers come to you before they even
know they
are going to buy. And IF they already KNOW they are going to buy, they will come to
you
FIRST above all your competitors. We promise this result if you master strategy.
• They get up to 14 strategic objectives achieved for every single tactic. Most
companies are
lucky if they accomplish ONE strategic objective (making the sale is ONE strategic
objective;
there are up to 13 others you should look to achieve for the SAME client
interaction - hence
dramatically increasing your yield per move you make).
This module (Super Strategies for Super Growth) changes everything for any company
wise
enough to master it! Not just watch it one time, but MASTER it, learn it,
internalize it,
systematize it. Watch it every three months and you’ll get even more out of it.
Area 2: Building your client base: GET CLIENTS

(Modules 6, 7, 11, 12, 15 and 21)
All of these modules are devoted to that one elusive area for most companies: How
to GET
CLIENTS. Most companies are lucky if they have a handful of methods to GET CLIENTS,
and
they aren’t terribly effective at those as it is. This program is ALL about getting
more and more
clients, 100 different ways of doing so and how to be more effective at it than
anyone else.
Master these modules and you will be the single best marketer in your field,
industry, profession
or area of business.

Area 3: Designing your business for long term growth (Modules
8, 9, and 20), Hiring Superstars, Profit NOW, subconsciously
seeking success.
These modules focus on hiring strategies and getting top producers in your
business. This single
initiative has helped propel more companies into fast growth than perhaps any other
learning
curve we could teach you (although The Dream 100 concept definitely rivals the
Superstar
strategy in creating huge long term growth). The “Profit Now” session is all about
building the
procedures that maximize profits for each activity in your business. This is taught
by a man who
built two companies to $100 million. It is an awesome learning curve that shows you
how to
make a super strong and highly profitable company. Next, learn how to
subconsciously seek
success with goal setting and knowing how we process and learn.
Area 4: Skills improvement (13, 14, 16, 17, 18 & 19): Detailing
the Sales Process, Telephone Skills, Presenting, etc…
Now it’s time to hone and polish your skills. These modules are for detailing out
every single
step of your sales process. So many companies leave so much up to the individual,
it’s amazing
they are able to keep or close any client. These skill building modules, if
revisited again and
again, as we recommend, will enable you to systematically master every single step
in the sales
process, from building rapport to the close to the follow up after the close. ALL
of that should be
built into a systematic machine. Consider it like teaching hand-to-hand combat
BEFORE sending
your troops out to war. Without this, your troops are a joke by comparison. With
extensive and
consistent training on these modules you will have the finest trained sales staff
of anyone, period.
LASTLY, Scott Hallman, the $100 million man, teaches a program (module 22) where
you rank
and prioritize what you should be working on first according to the best
opportunities and so on.
This is a fabulous session, enjoyed by all.
Who to put through what training modules
As recommended above, put as many staff members as possible through the entire
program,
doing the exercises as you go. Everyone will contribute to everyone else’s area and
you’ll end up
with the most unified team among all your competitors. The below refers to larger
organizations
or as a NEW-HIRE training program as you hire on new staff. Remember, the new hire
training
program you offer sets the tone for the entire employment of your staff. By having
an
outstanding new-hire training program, you give everyone a solid base of shared
knowledge and
you make the right first impression.
So when you hire a new person, use the guideline below, put them through these
training
modules interspersed through their first few days. There are tests for the 12
competencies at the
back of this manual. They are labeled accordingly to the module number with the
same
information. Give a module and then test them afterward. This will make a VERY good
impression on new-hires.

Top mgmt should review the entire program. A manager can’t enforce, reinforce, hone
and
polish behavior that they themselves have not learned.
Marketing staff: Module numbers: 1, 2, 3, 4, 5, 6, 7, 10, 11, 12, 15, 18, 20 and
22.
Sales Staff: Module numbers: 1, 2, 3, 4, 8, 13, 14, 16, 17, 18, 19 and 20.
Customer service staff: Module numbers: 1, 2, 3, 4, 8, 13, 16 (to learn about
tonality on the
telephone), and 20.
Administrative staff: Module numbers: 1, 2, 3, 13 (to learn about building rapport
with
customers), 16 (to learn about tonality on the telephone), and 20.
CONCLUSION: You’ve just found your way to a program that will help you become the
finest
run business in your market, profession or industry area. Congratulations. Your
coach has been
trained to do an exercise that will help you get started and help you jump right
into the most
important areas for YOU, RIGHT NOW.
Congratulations again and welcome to the Business Growth Masters 2.0 family of
business
owners!
Sincerely,
The Staff with Chet Holmes
NOTE:
On the next two pages are one page sheets called:
• How To Conduct An Effective Workshop

• How To Take Notes
Implementing the ideas from these sheets can dramatically impact the speed in which
you profit
and grow from the ideas in this program.

How To Conduct An Effective Workshop
Gets you and your staff solving problems, owning the solution
they come up with, and implementing them enthusiastically.
This process is to be used anytime you have any problems or issues to be resolved
or
improvements you need to make in your company. It gets the staff involved in the
creation of
the solutions and results in higher morale, enthusiasm and better and faster
implementation.
NOTE: If you are a one person company, take out a yellow legal pad and follow the
same
steps. If possible, try and find at least one other person to brainstorm with, but
even if you can’t,
simply going through this exercise once a week with a new topic will drive your
company
forward, increase your revenue, and systematizing your business tremendously.
1. Put up on the board the topic to be solved. E.G. “Things that are stopping my
company
from Growing” (NOTE: This should be the first workshop you do)
2. Now ask everyone in the group (if a large group split into groups of 3-5 people)
to write
down the things they feel are stopping the company from growing. This gets your
people
owning the ideas and allows everyone to benefit from your top performers and best
thinkers.
3. Now write down everyone’s idea on the whiteboard or flip chart. (You may end up
with 10
to 15 after eliminating the duplicates). Discuss the items as you put them up.
Clarify anything
that’s not clear by asking questions. (What exactly did you mean by that? How
specifically
would that be done? So, what you are saying is … and so on.)
4. Now get everyone to write down the top 3 ideas from the list on the board. Take
a clean
sheet of paper and write these down in the order of importance from 1 to 3.
5. Go around the room and ask each person (or group) for their top 3 choices and
rating.
Mark 3 slashes next to their #1 choice on the board, 2 slashes for #2 and one slash
for their #3
choice. Repeat this with each person or group. (Your goal is to find the 3
solutions that everyone
agrees are the best.) Add up the slashes and come up with the overall #1, #2 and #3
choices.
6. Each person should now think of an assignment/task to integrate the top 3 ideas
into the
next week’s activities. Write these down. The assignment is designed to get
everyone to
implement the idea that week. (NEVER proceed to new tasks without first
implementing.)
7. Ask for the ideas on implementation and write them on the board. Ask the group
to now
take the top 3 ideas and rank them as before. (See #4 and #5 above). Select the top
3
assignments and implementation strategies and give them to the group to implement.
8. Write a memo. Include the top 3 problems, solutions and implementation
strategies (include
the person responsible for any action relating to implementation). Circulate this
amongst all
staff and file the memo in a 3-ring binder divided by tabs for workshops in each
key area.
9. Next week’s meeting. Review the action and results. Discuss the newly created
material:
What worked, what has not and how can the various policies and procedures be
improved.
10. File the memo and the notes from your review. Keep these in a 3-ring binder to
be
covered again the next time you review the Time Management module and this
topic/problem.

HOW TO TAKE NOTES
Throughout this program, you should be taking notes. Here is an excellent way to
take notes so
that you think in a way where you can immediately implement ideas to grow your
business.
Idea Being Presented
How This Applies to My Particular Business

Module 02
Business Secret’s of the
World’s Most Effective
Entrepreneurs
Chet Holmes
BGM 3.0 Workbook - 8

Module 02: Business Secrets of the World’s Most Effective Entrepreneurs
This workbook works in conjunction with Module 2. Use these worksheets as

directed by the speaker who is presenting this module.
Answer the following questions true or false. If False, put the area to be
worked on under each of the questions listed. If you are a one-person army
and there is an area where you do not have hard and strict procedures, now is
the time to work on the areas where that is necessary.
1) All employees perform each aspect of their job with a high degree of
excellence and consistency (list areas where this is not true—Areas to be
worked ON).
2) Results are somewhat predictable because training and skills are

consistent. (list areas where this is not true—Areas to be worked ON).
3) Each supervisor would give a similar answer for each question or

problem. (list areas where this is not true—Areas to be worked ON).

4) Each employee would give a similar answer for each question or

problem. (list areas where this is not true—Areas to be worked ON).
5) Client treatment is similar, no matter who the client deals with. (list
areas where this is not true—Areas to be worked ON).
6) All staff members know what is considered good performance or

attitude. (list areas where this is not true—Areas to be worked ON).

Where are the weaknesses in your company?

Now, let’s break down the company into impact areas: (Defined: Improving
any of these areas has a positive and profitable impact on the company.) Here is a
list from another CEO I worked with:
1) Outside sales
2) Inside telemarketing team
3) Marketing activities.
4) Customer service
5) CRM (Customer relationship mgmt)
6) Purchasing and suppliers.
7) Shipping and receiving
8) Inventory control
9) Accounts receivable
10) Personnel
11) Technology
12) Partner relations/vendors
13) Partner relations/affiliates
14) Export sales
15) California initiative (he had an initiative to attack a new market. What
initiatives do you, should you have?)
List your areas of impact:
(note, salespeople, admin staff, production or middle mgmt, take this time to list
YOUR greatest areas of impact if you perfected them).

Workshop: List the 3 things, if perfected, would have a massive impact on

your business.
1)
2)
3)
Workshop: “What is standing in the way of making this company grow faster
and run better?”

Workshop: Select one the smaller challenges you wrote down in the previous
pages. Something easier to fix and write it below:
Now go back and create possible solutions for the above challenge
Next pick the best solution to implement then
• Prioritize the steps to implement
• Look at the pain of NOT fixing it, write those down
• Create the tasks required to fix.
• Define requirements for the tasks if needed
• Assign ownership of all the tasks
• Set deadlines for test/trial.
• Test your solution.
• Monitor everything.
• Create formal procedure.
• Continue to monitor
Now do this exercise for every challenge you have.

Module 03
Time Management Secrets of
Billionaires
Chet Holmes

Module 03: Time Management Secrets Of Billionaires

Time management exercise:
Make a To Do list for your next day in the office. (Include everything
you need to do)
Then select the 6 most important tasks, labeling them 1-6
To Do
6 Most Important
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.

Module 03: Time Management Secrets Of Billionaires
Now, list those six most important things you have to do on your next
day in the office:
Time I will dedicate to
each item (in hrs / min)
1.
2.
3.
4.
5.
6.
Now estimate how much time you will dedicate to EACH item (right
hand column).
Now list WHEN you will do each task
8:00
8:30
9:00
9:30
10:00
10:30
11:00
11:30
12:00
12:30
1:00
1:30
2:00
2:30
3:00
3:30
4:00
4:30
5:00
5:30

Module 04
Become a Marketing Master:
The Super Strategist Wins
Every Time!
Chet Holmes

Module 04: Become a Marketing Master: The Super Strategist Wins Every Time!

Workshop: What business are you in? (Define your business in the broadest
possible sense.) What could be an ultimate benefit from doing business with
you?
Basic
Strategic
Broadest Possible View
Workshop: Write the title of your stadium pitch.

• The title of your stadium pitch should be focused on THEM, not you.
• It should be something that rivets their attention.

Workshop: 5 workshop items

1) Create three to five reasons why a client should buy from your company
over one of your competitors.
2) What would preempt competitors? (gold service, bait & switch scare tactic)
3) What little extras will you do to create client loyalty, to build positive word
of mouth?

4) In some cases, the company needs the strategic position; in other cases, the
product or service needs strategic positioning… sometimes both the
company and product/service need strategic positioning.
5) What could YOU do that would make you “most sought out for
information?” This as a “hook” for driving leads/loyalty.

Workshop: Features tell, benefits sell. Describe your company in a way that
has a benefit for the client
Now take a few minutes and write down as many additional benefits of
dealing with you as you can. NOT features…benefits
Workshop: Shift the criteria. What’s the current criteria and what SHOULD
it be?
Current
New

How to Build A Core Story

The Short Version
The following is a succinct description of how to build a core story. However, if
you've skipped
the videos that describe this, you're doing yourself a great disservice. It is well
laid-out on the
videos, but here is a cheat sheet for those who've watched those videos.
Your core story should contain the following:
1) It should begin with information of general interest to your audience. Best to
start with facts
that make people say “wow”. For example, we just built one for a company that sells
home
protection training. Their core story begins by showing how in the 1950's (days of
Ozzie and
Harriet), there was minor crime and almost no home invasion. The next panel jumps
to a slide
that shows the amazing rise in crime in America (scary, by the way).
So, start your core story with information that is interesting to your target
audience without, for
even a second, discussing what you do and what you sell.
2) The information should then give trend, statistic or data bits after data
points, all of interest to
your target audience. This information should be bad news to them. You want them
shaking
their heads in displeasure at the myriad of challenges they face. For example, in
the BGM we
show a core story that shows the decline of health in our entire society. The
scariest point was
that male sperm count has declined 95% in potency in the past 70 years and the
amount of
woman infertility is up 265,000% (really scary). The human race, at this same rate
of decline of
fertility, will be extinct within just a few generations. This information is a
direct set up for
WHY this has happened and then this particular company has some very important
solutions.
So what trends face your industry? You'd be amazed at how powerful this can be when
viewed
over time. For example, if we look at sperm count today, it's just a blind figure.
It's when you
look at what it was in 1929 that you literally fear the distinction of modern man.
For another
perspective, if you look at crime over the last ten years, it's declined. But if
you look at it since
1960, you see that home invasion has risen 600%. What's going on in your industry
that would
really motivate that buyer to take a serious look at your solution?
As a side point, Empire Research Group can do this research for you. See the link
at
www.chetholmes.com, under my photo, one of the blue bars says how research can
triple closing
ratios. That will link you to Empire Research Group. Or call 888-253-6121.
3) Now that you have done a righteous set-up and have your prospect(s) salivating
for a
solution, you have a section that says: "Here's What You Can Do About Some Of These
Challenges."
If you're a construction company trying to get builders to use you over your
competition, your
front part might've shown the market you serve and how much building has gone on.
Then it

might've gone into costs, labor problems, laws, lawsuits, etc., all areas of pain
for builders. It
would then segue into some solutions; some might not directly have to do with you.
So you
might say: "Three Solutions One Can Pursue." And two of them are a single panel
with a
suggestion from articles you might've read/found during the research phase. But one
of those
three things says: "You Can Choose Your Partners More Carefully." And then you
segue into:
"The Four Things To Look For In A Construction Partner."
This section is NOT a blatant pitch, but rather a section in which you "set up the
buying criteria"
in your favor (explained in Chet’s session on Strategy). You'd have a panel on each
of the things
they should look for and each is a righteous set up for you and how you go about
your services.
Then your final panels show how you fulfill all the criteria you just set up. This
is the ONLY
part where you get to present YOUR company. The other 90% of what you presented is
to serve
the viewer, not you. But if you've done a great job, believe me, you'll serve
yourself big time.
Begin with a title page that promises some wonderful educational experience: "The
Five Things
Everyone Should Know About Health in America." Or, "The Five Most Dangerous Trends
Facing Every (your industry target here)." The second panel is titled: "Areas
Covered." That's
where you pre-sell like a champion. REALLY make your prospects want it.
End with a summary. Two summary pages. The first one summarizes the data that leads
them to
your conclusion. The second one shows how your company provides the solutions.
Then you have a final ending panel that is your USP, as defined in Chet’s session.
Good luck. And remember, Empire can do this for you now and probably much better
than most
can do it themselves. Why? Because they’ve built hundreds of these and they are
highly trained
and efficient at it.
Good luck. If you build it, they will buy!
Research
In order, if you really want to dominate your market, the first thing you should do
is conduct
research. For example, when we had a calendar company as a client, we helped them
discover
that their market was shrinking, hence changing their strategy from going after
small gift shops
to going after large chain retailers like Wal-Mart. So point one, you want to look
at the size of
your market over the last several decades. The United States Census Bureau keeps
outstanding
records of every industry. Number of units, employees and gross sales, and the data
can go back
into the 50’s.
You get some great “wows” (explained on videos) when you look at data over several
decades.
Research items you’d like to know, just to make yourself an expert.
1. Size of market:

a. Annual billings for the entire industry. For example, if you’re in real estate,
you want to
know how many houses are sold each year and how much money is spent in this area.
This
positions you as an expert. So for any industry, you want to find out how many
units sold, or
how much spent, etc…
b. You also want to find out how many brokers there are. How many people employed,
etc.?
c. You also want to find out how these numbers have changed over the last few
decades. It is in
THIS part of the research that you find the “wow’s,” as described both in “Strategy
Versus
Tactics” and in “Effective Presenting.”
2. Major trends? Most trade journals that cover an industry do an “annual wrap up”
on the
industry. What they don’t do is compare that data over the years. So if you can get
ten years
of that particular industry, you can find correlations that literally make your
clients say
“wow” out loud. We had one client where we did some research and then laid out for
them
all these trends that they had never noticed, even though all the data came from
their trade
journals that they read religiously. When you’re looking to make correlations, it
changes
perspective and gives you superior weapons to your competitors.
3. The bad news. Ultimately, bad news motivates much more than good news (explained
in the
sessions with Chet). What’s going on in your industry that’s painful? Are companies
going
out of business? Is competition out of control, etc.
4. You have a sense of your own industry; so can think through other areas that
would be
telling. What other areas are there that you’d want to research? Market data arms
you over
your competitors. They never stop to work ON the business and this gives you a
superior
advantage. Even if you’re in a retail setting, know the details, you’ll find the
trends. For
example, if you’re in the jewelry store business, find out how much is spent on
each area,
how has it changed over the years, how many jewelry stores are there, etc. Knowing
your
market better than your competition will give you some surprising advantages.
5. For a more detailed example of an actual research document, see: “Research Doc
For
Teaching.” This lists a ton of bullets that dramatically set up the “core story”
this company
ended up telling. A core story that had a 35% increase on their business in the
first year, after
several years of no increases at all.

But for now, RIGHT now, list some areas that you would like to have researched:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
More guidance/stimulation to come.

Core Story Elements

A.) Name at least five pain points that would motivate your buyers to become more
interested in your products or services. Be clear, this is the step where you are
trying to get their attention. Motivating them to buy ONCE you have their
attention is the next step. For example, if you were selling to Foundries, you
might say: “Half of all foundries have gone out of business in the past few
decades. Learn why and how to avoid it.” Another example: If you were selling
training programs to HR executives, you might say: “98% of all HR executives
admit that they’d like to do a better job on retention. Here’s a superior method
that’s totally painless.”
Both of these statements, by the way, are true. To discover these things, we
researched the market on behalf of our clients. This step is to force you to think
through how market data might help you find the pain points that really GRAB the
attention of your buyers, helping to open the doors more easily for you. This is
thoroughly explained in “Strategy Versus Tactics.” At this point, we want you
THINKING before you deploy. List more pain points/research items that might
really grab the attention of your buyers.
1.
2.
3.
4.
5.
What measurable data, facts, comparisons, illustrations, construction, performance

levels and buying criteria do you want/need to know and include? Where will you
get it, i.e., research, vendors, analyzing data, etc?

B.) Name at least five pain points that would really motivate your buyers to buy
faster. (The first exercise was to find ways to “grab attention.”) Now that you
have their attention, how do you motivate them to take action faster?
1.
2.
3.
4.
5.
Describe, define, name the problem, challenge, question or issue for which your
company, product, or service is the only viable solution. Explain why you alone
can do it for them.

C.) Name at least five pain points that would motivate your buyers to buy more
(this is different than faster).
1.
2.
3.
4.
5.

Name five pleasures the prospect/client should want to attain, achieve, experience
or get from your product, service or company at work for them.
1.
2.
3.
4.
5.

Future pace - what it will be like when they have your product device
transactionally performing in your client’s life or business. List at least five
expectations.
1.
2.
3.
4.
5.

D.) Name at least 10 more things you want to (or already have) researched in order
to support the previous four sections.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
E.) Now write a compelling title for your core story.

F.) Now outline the sections in your core story (no more than five).
1.
2.
3.
4.
5.

Complete these sentences:

Write 12 headlines for your product/service/company that explains the biggest
single payoff, benefit, result your product, service, company at work for a client
produces/delivers. Go at it from every angle.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Write five ways your product/service adds specific, measurable benefit or value to
your client.
1.
2.
3.
4.
5.

Write ten advantages you have over your competition, tangible or intangible.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Make a list of all the specific, direct and indirect competition you have for the
problem your product/service/company solves.

G.) Now tell the five things everyone should look for in a product or service like
yours (without directly referencing your product or service⎯you’re setting the
market’s buying criteria here, so these should be things you do that your
competition doesn’t, or that they haven’t delineated. For example, if you’re a real
estate broker you may find that all your competitors help guide the homeowner
through the process AFTER the sale, but few real estate brokers make this part of
their presentation in order to get the listing in the first place).
1.
2.
3.
4.
5.
Provide five metaphors or similes that analyze or illustrate what else having your
product or service in their lives is like.
1.
2.
3.
4.
5.

2) Stadium Pitch: If we could gather all your customers in a stadium and give you
an opportunity to present to them all at once, what would you say? (See “Strategy
Versus Tactics” video for rules, full understanding of the concept and the “Pyramid
of Buyers” concept.) Again, now you can begin to see how much stronger your
stadium pitch will be when you have hard data that can rivet the attention of your
audience from the start. Outline your stadium pitch. This should be much stronger
now that you’ve done all these other exercises:
Now say it in a single sentence. This is your slogan/strategic position, that

statement that goes under your logo every time.

Module 05
Core Story Example
&
Basic Resource Sourcing
Chet Holmes & Craig Gaughan

Module 05: Core Story & Basic Research Sourcing
This document works in conjunction with Module 5. Read this information to get a
stronger
grasp on how to create a core story.
Increasing your closing ratio three fold.

Here’s how to build a KILLER presentation
that literally triples sales (with tons of proof
and examples below)
By Chet Holmes
Imagine I could put you in a giant stadium right now as the presenter, and the
entire audience is completely comprised of your most perfect prospects. Are you
ready right now? Could you walk out on that stage and present to every one of
them and do it perfectly? Now before you say yes, let me make the stakes higher.
Before you walk out there, the audience is told: “You had to come, but you don’t
have to stay. If this person (you) fails to keep your interest, you can simply get
up
and leave.”
Now let me even further complicate the situation by telling you the good news and
the bad new.
The good news: At any given time 3% of your prospects are currently in the
market to buy your product or service and looking right now to get it. Another 67%
are open to it, but not currently looking. The other 90% are divided into three
nearly equal categories: A) Not really thinking about right now. B) Think they’re
not interested (but might be, if you did a good job at presenting to them. C) They
KNOW they’re not interested.
So let’s say you sell brooms. And let’s say it’s a fantastic broom. But remember
90% of the audience isn’t in the market for your broom at this time. At least they
think they’re not interested. That means if you walk out there and start right off
saying how great your brooms are, 90% of your audience is going to get up and
leave.
So you need to open your stadium pitch (as I call it), with what I call “wow’s.”
This means that all great presentations start off with information that makes your
prospects say: “wow, I didn’t know that.” The focus must be on THEM and things

of interest to THEM, not you. So rule number one of a great presentation is that it
must be focused on the prospect and not on you (at least not initially).
I’ve built presentations that increase closing ratios from one out of ten to eight
out
of ten. I’ve even built presentations that dramatically increase your ability to
get in
front of prospects in the first place. How? Let’s bring that stadium pitch down to
its most practical application; Offer prospects something of value outside your
product or service. Something important to THEM.
Let me give you a case in point. I have a client who sells employee benefits and
insurance to companies. His sales team was used to calling up a client and saying:
“We want to come and talk to you about your health care benefits.”
Since 97% of prospects THINK they are happy with their current broker, that’s a
really hard call to make. However, when they created a presentation that pointed
out: “The Five Dangers Facing All Employers and How Knowing What Those
DANGERS Are, Can Dramatically Reduce Costs and Increases Profits,” it made
not just the sale go better, but also the getting the appointment go much better.
Meaning that information that is of value to THEM, like “Five Dangers Facing
You In Your Business,” creates what I call a “superior access vehicle.” More….
Another client of mine sells telephone systems. Prior to the learning curve in this
article, they’d call prospects and ask the prospect: “We want to come and talk to
you about getting a new telephone system.” Needless to say, the appointment
setting process was slow going. However, when they built THE ULTIMATE
PRESENTATION, one that offered (something like): “How You’re Wasting
Money In Five Major Areas of Your Voice and Data Spending,” -- Suddenly, they
went from getting three appointments per week (with four salespeople trying all
day) to getting 30 appointments per week. This effort is already tripling their
sales
in a single year.
So rule number one, again, for building a killer presentation, is to have
information
that is OF VALUE to your prospects even if they have never heard about your
products or services. Information that is above and beyond the product or service
you are offering will be considered extremely valuable to them.
I had another client that was trying to sell law books to lawyers. Over the years,
they had been reduced to talking to just the librarians in these law firms. And
since
the lawyers are the ones using the law books, their ability to get new product into
the market became severely hamstrung.

We helped them build a presentation that laid out: “The Five Most Dangerous
Trends Facing All Major Law Firms Today,” which resulted in meetings with
entire committees of lawyers. The data was excellent, legitimate and packed with
bad news. Oh, did I mention the part about bad news?
A great presentation is loaded with bad news to your prospects. Why? Because
bad news motivates. We’d get in front of a group of lawyers and show them that
lawyers keep growing, but the annual billings are flat (less money per lawyer):
That their firms would be sued (something like 44% of large law firms will be sued
by unhappy or dissatisfied clients): That the case law from which they must find
their information is out of control now, with more than THREE MILLION cases to
chose from when trying to find a single precedent. This presentation was packed
with bad news. Much of this news had nothing to do with law books. Keep in
mind, it didn’t matter. Bad news motivates, even if its unrelated.
Your prospect, when viewing a great deal of bad news, will suddenly feel the need
to take some action. Any action they take will make them feel better. In the case
of
the law book company, every lawyer in the room wanted more information or
wanted to purchase the law books outright, after they saw the presentation.
Now don’t take this too far. The more the data in the presentation sets up a need
for your product or service, the higher your closing ratio. So in the case of the
law
firm, the massive case law to be studied, created a need for law books that already
studied that for you. Plus, we tied the litigation against lawyers directly to the
massive case law, so that seemingly unrelated pieces of data, pieced together with
other data made the bad news more excruciating.
So rule number two to building a killer presentation is that the data should “set
up
a buying criteria” in which your product or service becomes the most logical
choice. When my telephone client laid out all the ways most companies were
wasting money on their voice and data spending, it made the prospects open their
arms and invite my client to look at how they might help them. This almost always
ended up being a new system that would help them save money in many different
ways.
What’s your client’s current buying criteria? Is it price? Easy to overcome with
the
right presentation. Is it that they want to buy only from the biggest provider?
Easy
to overcome with the right presentation. Is it that they don’t think they even need
what it is that you sell? Easy to overcome with the right presentation. Data can
motivate your prospects in all and any of the situations mentioned.

I have a client that is a distributor in a market where they once had only four
main
competitors. In the past several years, many other types of companies have added
my client’s type of product as an add-on. Since it’s not their main product, these
hundreds of new competitors can sell it even cheaper than my client can. Result?
My client was in big trouble and fading fast.
Presentation to the rescue.
We used data, compelling and riveting data to show that these competitors didn’t
know anything about this particular industry and as a result, in the long run, poor
choices in purchasing were going to cost their penny wise and pound foolish
buyers a LOT more money later. The presentation set up a buying criteria where
price became secondary to expertise. Will that work with you? I do not know. But I
DO know this. There’s no situation where one of these presentations, properly
prepared, can’t overcome any challenge you may be facing.
Declining market? Price is the main motivator? Inability to get appointments?
Inability to get to see the higher decisions makers? All of these challenges can be
met with a fantastic presentation.
The Core Story.
I call these “Your Core Story,” or your stadium pitch and they serve another
extremely valuable purpose. I had one client who used to take four months to train
a new person on all the subtleties of why a prospect should buy their product. The
Core Story used data as the motivator and suddenly, this core story could train an
outsider how to REALLY sell this product and in a single pass through the
information.
So a great core story makes for a fantastic new-hire training tool.
How to build a core story.
Let me tell you, it isn’t easy. But greatness never is. If you want to be the
ultimate
player in your market, you have to take the time to carefully craft one of these,
using data as a powerful access vehicle as well as an urgent motivator for your
otherwise slow moving clients to make faster and more urgent decisions. Before
you read the steps, and become discouraged, let me tell you that there is a group
that simply does this for you.

You do nothing but answer 60 to 90 minutes worth of questions about your

industry and your products and four to six weeks later, voila, they come back to
you with a KILLER presentation; filled with poignant and significant research
about your market. Research that your client will find fascinating, research that
is
compelling enough to get you more meetings; and critical, research that is highly
motivating to get your client to want to buy faster—and research that, hopefully,
in
some way, “sets up a buying criteria” where YOU are the MOST logical choice.
YOU are the ONLY one these prospects want to buy from.
Four to six weeks later, they will come back with not just the research, not just
the
facts, but visually arresting graphics. Yes, a KILLER presentation has graphics on
every panel. Vivid visuals, photo’s that triple the impact of your words, graphs
that
visually illustrate your points, pie charts that point out their problems, and
dollar
signs in all the right places to show them how you help them save, earn or increase
some area of their world.
85% of the information in the brain is taken in through the eyes. Studies show that
visuals nearly triple the communication experience. So don’t even think about
presenting anything to anyone, if you’re not going to use visual aids.
In any event, this group does a turn key job. You give them an interview and they
turn around and give you an awesome stadium pitch, fully illustrated with your
logo on every panel. If you want to know how you might use one of these and
you’re not sure, it’s certainly free to talk to this group.
They’re called Empire Research Group and they are little known outside the circle
of my clients, as most companies are not wise enough to utilize data this
effectively. This is to your benefit. You can reach Empire Research Group at
research@peirsontopeirson.com, or call to set an appointment at 1-888-253-6121.
Empire’s Research and Core Story building services began many years ago when I
was building these core stories for my billion dollar clients. Clients would pay me
$80,000 to build these and I would commission out all the research to an elite team
of top researchers. I would then sit around on the floor (too much data to put on a
desk) with piles of the raw data all around me and begin to see where I could piece
together all these disconnected pieces of raw data to create the “wow’s” or find
the
“bad news” that would motivate -- at the same time as position my clients. This
process alone is critical and difficult. In one case we were building a
presentation
for a client who wanted to target day-spa’s.

The researchers got me the numbers and I saw that there were 16,000 day spa’s in
the U.S. But to my utter shock, another piece of disconnected data showed that
there were maybe 200 of them only 15 years ago. Bad news if you’re a day spa.
Your market is gruelingly competitive. Two pieces of data over a 15 year period,
put together on a single panel to equal bad news!
After I finished building the raw data into final product, I would then pass back
my
finished product to the researchers to show them how I had utilized their data.
After years and years of doing this, this very bright research team began to get
the
hang of this process and they began to go a lot further with the assignments I gave
them. Before I knew it, they were getting these things pretty far along and that’s
when I realized that this service could now be expanded outside of the billion
dollar clients I was accustomed to working with.
So what I once charged $80,000 to produce, you can now get for a mere four figure
investment, affordable by almost any company or sole individual looking to
slaughter the competition.
Now, that said, if you cannot afford a four figure investment to simply have
someone do this for you, here’s what you need to do on your own.
Step One: Research your industry over a thirty year period. That’s where you’ll
find trends that no one else has spotted.
Step Two: Look for the bad news. That’s what motivates. Specifically, look for
bad news that you might be able to tie to a solution that involves your product or
service.
Step Three: Manipulation of that data is the most difficult part of it. It is an
art
form onto itself. Stack the info, cross reference the info, blend it with other
info,
etc. I do all the original panels by hand on 3X5 index cards. This way you can
erase info, and keep shifting the order of how you want to present the info, all in
a
delicate balance of insight that eventually leads to that prospect wanting YOUR
product or service over all of your competitors.
Do NOT pitch your product until the very end. You want the material in the front
and 3/4 through to all be a “set up.” Then somewhere toward the end, you want a
section that says: “What to look for in X type of provider.” At this point you
would
present all this data about yourself without really saying it’s you. In the
telephone
company example, they presented: “What to look for in your telephone system

provider” and they had five things and every one of them set them up to be the
most logical provider.
A great title is critical. Here’s a great title for everyone: “The Five Most
Dangerous
Trends Facing all (your prospect’s type of company or issue here) XYZ Type
Companies/consumers.”
The second panel is always “Areas Covered,” and is used as a teaser and pre-sell
opportunity. It should make their mouth water with anticipation. The rest of the
layout and ideas on graphics and how to utilize them is covered quite effectively
in
your module entitled “Effective Presenting” (That module is in both the Business
Growth Masters Series and Mega Marketing).
In summary, your core story can accelerate:
• Training
• Client access
• Decision making process
• Appointment setting
• Closing skills
• Rapport opportunities
• Increased credibility,
And so much more. If you build it, they will buy!
Or, you can certainly have Empire Build it for you. You can reach them again at
research@peirsontopeirson.com or 1-888-253-6121.
To your success!
Chet Holmes
Chet Holmes is President and CEO of Jordan Productions, an international marketing
and sales
consulting firm in San Rafael, California, that specializes in helping companies in
all areas of
marketing, mgmt and sales. He has conducted training sessions at more than 50
Fortune 500 and
other prestigious companies and is author of The Mega Marketing & Sales Training
Program. For more
information, you can go to www.chetholmes.com or call 888-663-3100
List of Basic Research Sites online for Developing Core Stories

Here are some great sites that share a whole host of information on various market
data
and facts to help supplement your research in developing your Core Story. In
addition,
there are many other research sites available that will be more specific to your
market
or industry. The best way to search for other more specific research sites that
will offer
valuable information for your specific industry is to test different key words and
phrases
on your favorite search engine. The type of key word you use can make all the
difference as to the quality of information you retrieve.

www.ABCNews.com
o Go to the various subheadings that are listed on the front page as your
scroll down. There are archives of information you can choose from.
www.FindArticles.com
o Where to look for what you need: 1,000’s of articles available that pull
from different news stations and programs.
Census Bureau: http://www.census.gov/

o For resources and information on Census and U.S. census bureau
Department of Labor: http://www.dol.gov/
Bureau of Labor and Statistics: http://www.bls.gov/
Society for HR Management: http://www.shrm.org/

o Information on labor, health care, executive backgrounds and
compensation, government, employer practices, etc.
www.Washingtonpost.com
www.give.org
o For information on various charities and their reputations. Part of the
Better Business Bureau. BBB Wise Giving Alliance.
www.CNN.com
o Go to the various subheadings listed below as you scroll down.

www.forbes.com
o Home Page For The World's Business Leaders


www.MSNBC.com
www.absolutefacts.com
o Information about autos, auto industry, computers, software
www.debtsmart.com
o Great site for Bankruptcies, statistics, etc.
www.business.com
o The search engine for managing and growing your business. Business
facts and information.

Module 06
The Dream 100 Sell:
Plus Strategies for Gaining Clients
Chet Holmes

Module 06: The Dream 100 Sell: Plus Strategies for Gaining Clients
This workbook works in conjunction with Module 6. Use these worksheets as directed
by the
speaker who is presenting this module
.
The Dream 100 Sell

This one concept, properly executed, could have more impact than perhaps
anything else you can do. This approach may be more long term, but ultimately
can take you to the top of your market.
Elements of the Dream 100 sell.
1) Who are the 100 (or whatever the number is) ideal prospects for building your
business? In some cases, this “Dream 100” could be the partners, lead sources
or strategic alliances that could get you large windfalls of profit. In this case,
100 may be far too many. Maybe there’s ten or twenty. Let’s do a profile of
your Dream 100:
a. Who are they?
b. Size of prospect? (How large a company, how many employees, how many
clients do they have, etc… How do you define the “Size of company that makes
them a DREAM sale?)
2) Assembling the list. Who is going to do it and when will it be done?

You mail to them every two weeks, something that gets their attention.
Today, that’s the most difficult thing you can do.
I recommend that my clients send clever promotional pieces, each with a theme
and ALL offering something for free.
Use stories from other clients.
Telecom client: Sent out 20,000 pieces and didn’t get a single response.
We sent out 500 Rubik’s Cubes and got a phone call ($344,000 telephone deal) and
then with follow up phone calls, secured another 15 appointments with only one
week of cold calling behind that letter.
Safety client: After only four such mailers, a HUGE client said to one of the
salespeople: “Oh, yes, glad you called. I just have to have you come here and meet
with me.”
“Why’s that?” says the sales rep:
Client: “Cause I’ve been getting all those letters of yours and I think you’re
marketing is just super.”
The point is that you can really stand out in the crowd very quickly with great
marketing.

Here’s a sample idea:

A client gets a letter and in it is a mini stopwatch. The letter is very brief, so
he
reads it. It says:
Dear (personalized),
Every second that you do not get our free Executive Briefing (The Five Most
Critical Insights in blank industry Today) you are losing money.
This is a free (industry) community service sponsored by our firm as a way to give
something back to the market. This Executive Briefing has more than $3 million in
research; boiled down to a bullet style, fast paced outstanding education on how to
increase business in this scary period of rising competition and other pain point
(fill yours in here) ________________.
Call for your free Executive Briefing today. The clock is ticking and you’re losing
money.
The Prospect smiles and some actually call you, THINKING that the “Executive
Briefing” is a report. It SOUNDS like a report, but we never actually say it IS a
report. This is on purpose.
So when they call, they get your (trained, fully briefed and rehearsed) “Manager of
Client Education.” When they ask for the report, our person responds:
“Oh, it’s way better than a report. It’s a live Executive Briefing taught by one of
our highly trained speakers. In fact I have a tour going through your area over the
next few weeks, let me tell you how this works—
“We underwrite the cost entirely. There’s no cost to you whatsoever. When we
have a touring speaker in your area, we arrange for them to come right to your
office. You don’t even have to travel.
“A lot of people we talk to will gather some of their key staff for the experience.
The entire experience only takes about an hour, and some people set it up as a
“Lunch and Learn” for key staff and hold it in their conference room.
“I’m the Manager of Client Education, so I’ll coordinate everything, including a
one-page memo I have that outlines what will be covered, and we give you this

with our compliments. It’s a way to help the entire market be more successful, so
it’s certainly good for us.
“The information is outstanding. We retained a top research firm and they studied
some of the most advanced trends on how to be more successful in (your industry).
Plus, they found some dangerous trends too; ones that you should be aware of. In
any event, do you have your calendar handy? Let’s see when you might have an
hour over the next few weeks so we can schedule in a tour.”
That’s a specific CLOSE, one of the seven steps to every sale. You need a CLOSE.
I am laying it out for you here, but if I’m involved, I’ll work the heck out of
every
piece of this and it will ALL be on tape for future hires.
After each mailing, we make a courtesy call to everyone who received the promo
piece.
And two weeks later, we mail again.
Rules on the gifts:
• Should be cute, not expensive. Expensive gifts come off like you’re trying to
bribe them.
• Should be something useful, that they will want to keep or play with—or take
home to their child, etc…
• The goal is merely to stand out. To breed more brand awareness and brand
loyalty.
This approach works really well and I’ve used it again and again.
Even if they do not take you up on the offers, the effort still dramatically raises
your visibility and solidifies your BRAND.
Let’s talk cost.
This is a very inexpensive marketing effort.
Since, by design, the gifts have to be inexpensive, you can buy most of the things
I
use for 100 pieces for $40. So if your target is 100 companies in five categories,

you’re talking about spending a few thousand dollars in marketing per month and
you’ll have more visibility with this approach than anything else you could do.
And every single letter will offer something free, and 90% of them will offer free
expert guidance in some way. Meaning your marketing should make a specific
offer.
Making sales is all about rapport. So you need vehicles that win you more rapport.
3) First offer/approach? What will be the first thing you do to introduce yourself
to
this valuable group? Suggestions might include offering a free education?
Something free? Something that makes them want to talk to you or interact with
you. What will that be? If you have a core story that is highly educational, that
could be your first offer.
a. Phone call before. Who is going to do that and when will it happen? What will
they say?
b. Phone call after. Who is going to do that and when will it happen? What will
they say?

4) Second offer or promo. After the first offer, now you are going to look to
really
capture their attention. A good way to do this might be incentives. Each
incentive should go with a clever letter that capitalizes on the incentive. And the
effort should be focused on THEM, not on you. For example, if you send a
flashlight, a bad headline might be: “We shine the light on better employee
benefit customer service” A much better approach would be: “Don’t be in the
dark about dangerous employer trends; we bring light for free.” Subhead:
Free executive briefing for the asking. Write the headline, now using a
flashlight.
a. Phone call before. Who is going to do that and when will it happen? What will
they say?
b. Phone call after. Who is going to do that and when will it happen? What will
they say?

5) Other incentives might include the following (we created a list of inexpensive
items that you could use with ongoing promos to your Dream 100. Write
headlines that would work with each of these and then list the before and after
actions you will take before sending it.
a. A stop watch: “Time to get (Benefit here).”
Phone call before. Who is going to do that and when will it happen? What will they
say?
Phone call after. Who is going to do that and when will it happen? What will they
say?
b. Magnifying glass, 12 for $5

Headline:
Phone call after. Who is going to do that and when will it happen?

c. Calculator, 12 for $20

Headline:
d. Toolkits, 12 for $12

Headline:
e. Paddleball, 12 for $5
Headline:

f. Glider, 100 for $7

Headline:
g. Rubiks cube, 12 for $4

Headline:
h. Metal whistle, 12 for $10

Headline:

i. Wild multi-colored pencils, 100 for $9

Headline:
j. 100 plastic dinosaurs, $26

Headline:
k. Two inch medal, $3 each, with three lines of copy, 20 characters per line.
Headline:
What are your three lines of copy? Twenty characters each.

________________________________
________________________________
________________________________

l. A (scratch off) lottery ticket: “If you win, it would be the perfect time for
you to take advantage of our ability to help you (Benefit to them).”
Phone call before. Who is going to do that and when will it happen? What will they
say?
Phone call after. Who is going to do that and when will it happen? What will they
say?
m. A coffee mug: “Tea, coffee or whatever your pleasure, relax while you sip it
and think of how we’ll help you (Benefit to them).
Before and after activity:

n. A pair of sunglasses: “You’re going to need these shades when we help the
sun shine brighter by helping you (Benefit to them).
o. A wallet or change purse: “We just wanted you to have this for all the
money you’re going to (save-earn) when you (action they must take).
p. A comb or brush: “We want you looking your best when you (Benefit to
them for getting involved with you).

q. A mirror: “Look into this mirror and see the smile on your face because
you (benefit to them for using your product or service).
r. A dollar bill. “This dollar bill is magical. It multiplies when you (what the
have to do to get the BENEFIT from working with you).

SAMPLE LETTER #1
Dear ____:
The program we discussed over the phone is an orientation that illustrates 5 unique
ways
organizations can reduce their overall costs. As I mentioned, the orientation has
been developed
as a public relations effort and as a way for us to provide employers with useful
information on
ways to reduce cost and as a way for us to introduce ourselves as well.
The program is our “Free Gift.” We have invested substantial resources to provide
you with over
$3 Million worth of research on:
•
•
•
•
•
•
IN the next five years, if you do nothing, your employee benefits will absolutely
double.
Since it’s the second biggest cost for any employer, they usually welcome practical
suggestions on how to not only stop the increase, but send it back the other way—
actually
gain you a savings over that same five year period.
Trends that every employer needs to know and how to turn them into positive,
profitable
outcomes for your organization
Human resource trends and simple things you can do that will pay off ten fold with
little to
no investment
Broker and insurance trends and what to be aware of and how to avoid disaster
Factors that must be considered when developing your strategic benefit plan
And much, much more
We are looking forward to giving you this 38 minute outstanding educational

experience.
Contact me to arrange a time to go through this incredible information.
Sincerely,
Date
Tom Smith
Your company name, Inc
Address
Address

SAMPLE LETTER #2 (REFERRAL LETTER)

Dear Tom:
I have to admit I was quite impressed with all that we learned when you gave
your “Executive Briefing on the current crisis in Employee Benefits costs. Most
CEO’s don’t drill down on these issues until there are serious problems. Your
insights armed us with the exact insight we need in order to be proactive and
start creating cost reductions now, before it’s too late. That ounce of prevention
in this case is surely worth the 45 minutes any CEO might spend. I can’t
imagine trying to keep up with all the changes occurring in this environment
without the education that you provide.
You’ve done a lot of work so that others don’t have to. I think your decision to
underwrite the cost of this study and to show really valuable, realistic and
down-to-earth suggestions that we can act upon immediately, is great
contribution and I’d really recommend the experience to others. Most of us are
too busy working IN the business to stop and work ON the business. You
forced us to work ON cost reduction in Employee Benefits with significant
results from the time spent. Thank you.
Sincerely,
CEO NAME

SAMPLE LETTER #3
Date
Name
Co name
Address
Address
Re: If you don’t shine a light on your benefit costs, they’re going to double in
the next 4-5
years.
Dear (use first name),
The cost of employee benefits will virtually double over the next four-five years
(guaranteed) if you
do not take immediate steps to reverse that trend. If you really want to decrease
costs, you need
innovation beyond simply trying to get insurance companies to give you lower bids.
Did you know
that hundreds of carriers have gone out of business trying to under-bid each other?
That’s why we’ve
hit the bottom (we’re at the bottom of where you can go to reduce costs simply by
getting new bids).
Free Executive Briefing:

Five Alternative ways to reduce costs
This Executive Briefing shows you how one company reduced benefits costs by $700
per employee
over a four year period while everyone else went up. We’ll show you how another
company saved
$13 million in employee benefits by being just a little proactive about health
issues. We’ll show you
how another company, with only 80 employees reduced their costs by $500 per month,
per
employee, while making the employees feel better about what they were getting.
We’ve compiled $3 million in raw data and turned it into a riveting Executive
Briefing where you
can learn all five alternatives to reducing costs immediately. “Just the facts,” in
a fast paced
educational Briefing that is designed for high-level executives to get insights
quickly and that have
already been tested and used by well established companies.
This our way of introducing ourselves to you. If we ever work with you, we
guarantee to never cost
you a penny. We’ll only save you money and get you more yield per dollar over what
you’re
spending now. Guaranteed.
So take this flashlight and shine it on your telephone keypad and dial us up to see
your copy of this
free Executive Briefing: Five Alternative Ways to Reduce Costs in Health Insurance.
Sincerely,

SAMPLE LETTER #4
Date
Tom Smith
Address,
Address
Dear Tom,
I wanted to write to thank you for being so persistent to enter our world and help
us cut costs
while improving the employee benefits outlook at our company. I’m writing this to
encourage
other companies to visit with you and your team. So let me just state it plainly.
This is what you
have done for us and I whole heartedly encourage others to see how your out-of-the-
box thinking
can impact them as well:
•
We were facing an employee benefits increase of 12% from our current provider and
you
reduced that by more than 30%.
Where we once had only one static program, you showed us how we could reduce costs
by
offering three different programs and allowing employees to chose the program most
appropriate for them- Resulting in a perception of an improved plan, while saving
us costs in
the process.
You created and host a website strictly for our employee benefits program, which
not only
created a perception of excitement for our employees, but saved us more money in
that
everyone could download and print their enrollment forms right from the site (with
more than
80 locations and 1500 employees, every penny counts—Thank you).
You were able to take on three of our admin functions (COBRA, FLEX and Consolidated
billing), again reducing stress around here and increasing your value
significantly.
Finally, the mass teleconference training and the 800 “(your company name here)
Team”
assistance to educate and inspire our employees, was just down right over the top
service.
Please put us on your list of very satisfied new clients. We are grateful that you
were so
persistent and we hope others will listen when you call. We know they will be
grateful as well.
Sincerely
Name
Title

SAMPLE LETTER #5
Date
To: (Their name)
From: Your name
Re: Executive Briefing: How to NOT double the cost of your employee benefits
program over
the next five years.
The cost of employee benefits will virtually double over the next five years
(guaranteed) if you
do not take immediate steps to reverse that trend. Cost of benefits can only go so
low using
traditional bidding methods. So if you really want to decrease costs, you need
innovation beyond
simply trying to get insurance companies to give you lower bids. Did you know that
hundreds of
carriers have gone out of business trying to under-bid each other? That’s why we’ve
hit the
bottom (we’re at the bottom of where you can go to reduce costs simply by getting
new bids).

We’ll show you how one company reduced benefits costs by $700 per employee over a
four year
period while everyone else went up. We’ll show you how another company saved $13
million in
employee benefits by being just a little proactive about health issues. We’ll show
you how
another company, with only 80 employees reduced their costs by $500 per month, per
employee,
while making the employees feel better about what they were getting.
And if programs really are designed to reduce costs, they shouldn’t cost you
anything to do them.
There is zero costs associated with this entire experience. The techniques for
reducing costs
won’t cost you anything and our assistance is entirely underwritten by us. We won’t
ever cost
you a penny. We will only save you money. The first way we show you, -on the spot-
(how to
reduce costs) is through this Executive Briefing. We’ve compiled $3 million in raw
data and
turned it into an extremely fast paced and riveting Executive Briefing where you
can learn all
five alternatives to reducing costs immediately.
Who should attend: If you really want to start reducing costs immediately, while
putting plans
into place that will reduce cost dramatically over the next several years (while
everyone else’s
costs are expected to double), then the CEO, CFO and HR executives should attend.
We underwrite the cost of this education entirely. There is no cost to you. We
guarantee a fast
paced and highly educational experience from the first page of the briefing. Call
to get yours
today. PHONE

SAMPLE LETTER #6
Date
Name
Co name
Address
Address
Re: Puzzled about how to NOT double your health benefit costs over the next five
years? (That’s
exactly what’s going to happen if you don’t take proactive action right now).
Dear (use first name),
The cost of employee benefits will virtually double over the next five years
(guaranteed) if you
do not take immediate steps to reverse that trend. If you really want to decrease
costs, you need
innovation beyond simply trying to get insurance companies to give you lower bids.
Did you
know that hundreds of carriers have gone out of business trying to under-bid each
other? That’s
why we’ve hit the bottom (we’re at the bottom of where you can go to reduce costs
simply by
getting new bids).

This Executive Briefing shows you how one company reduced benefits costs by $700
per
employee over a four year period while everyone else went up. We’ll show you how
another
company saved $13 million in employee benefits by being just a little proactive
about health
issues. We’ll show you how another company, with only 80 employees reduced their
costs by
$500 per month, per employee, while making the employees feel better about what
they were
getting.
We’ve compiled $3 million in raw data and turned it into an extremely lively and
riveting
Executive Briefing where you can learn all five alternatives to reducing costs
immediately. “Just
the facts,” in a fast paced educational Briefing that is designed for high level
executives to get
insights quickly and that have already been tested and used by well established
companies.
This our way of introducing ourselves to you. If we ever work with you, we
guarantee to never
cost you a penny. We’ll only save you money and get you more yield per dollar over
what you’re
spending now.
This Rubik’s Cube has 317,000 possible combinations. We’ll show you FIVE that will
make all
the difference when it comes to reducing your health benefits costs. We guarantee a
fast paced
and highly educational experience from the first page of the briefing. Call to get
yours today.
PHONE
Sincerely,
SAMPLE LETTER #7
Stop watch promo
Dear (personalized):
Every second that you delay in asking for our free Executive Briefing (Five Ways
for All Employers to Cut Costs), you’re losing money.
This is a free community service sponsored by our company as way of putting our
best foot forward. At (Your company name here), we’ve helped more than 700
companies save money on not just employee benefits, but in many other areas of
the company. This Executive Briefing has gone even further, giving you $3 million
in research, boiled down to a bullet style, fast paced outstanding education on how
to reduce costs in this scary period of rising expenses.
Call for you free Executive Briefing today. The clock is ticking and you’re losing
money.
Sincerely,

WORKSHOP: What is the lifetime value of YOUR best buyers?

• What is an initial purchase?
• How often will they buy from you?
• How long will the buyer buy from you?
• How much will they spend each time?
• What does that add up to?
Workshop: What is the lifetime value of YOUR best buyers?

• What is a client worth to you over the next 10 or 20 years?
• Write down three additional products or services that you will offer your
current clients (can you plan quarterly?).

Workshop: Piggyback & Fusion Marketing. Who can you deal with right
now? Brainstorm for fusion and piggyback marketing possibilities.
Workshop: Finding partners. Brainstorm for web search terms you can use to
find new partners.

Workshop: Database Power.

• What are the essential pieces of information for your database?
• What additional information would make your database even more

valuable?

Module 07
Seven Musts of Marketing:
Tactics for Gaining Clients
Chet Holmes

Module 07: Seven Musts of Marketing: Tactics for Gaining Clients

Workshop: Press Releases. Write down what your angle would be to get 300
press releases placed
Workshop: Headlines. Create one killer headline for each of the 7 pictures
•
•
•
•
Tell me what you want to tell me

Give me a benefit
Use the word you or YOUR
Make me want to read further
Headline #1
Headline #2
Headline #3
Headline #4
Headline #5
Headline #6
Headline #7

To be used in conjunction with module 6
What’s The Lifetime Value of a Client?

List each area and then a plan to improve/expand.
Average Unit Of Sale
My Goal To Improve
Profit Per Transaction
Frequency of Turnover
Current Back Ends
Additional Back Ends

Customer loyalty program

Hertz has the Gold Service
Carpet Cleaning client has the Gold Service that gets people to buy twice per year,
and they also now offer all six of their services to every buyer (they used to only
sell the item asked for). What can YOU do to breed customer loyalty? Or more
frequent buying?
Think outside the box. For example, can I offer my services as for you to provide
your clients with a free mass teleconference training session? (minimum numbers
apply, but I’m just trying to get you stimulated.)
Can you offer them something that you don’t even have to stock, store, ship or
service? Something that someone ELSE supplies even?
What else do they need before, during or after your sale? What else would help
them and maybe help you in the process?

Brainstorm, write out some details:
Cultivating Lifetime value: What can you do that will really help breed customer
loyalty?
What extra step can you provide? What kind of bonding effort can be made? List some
ideas here:
What else could you sell them at the point of purchase? 30% will buy if you offer.
Can you down-sell to something? Ideas here:
Lessons I learned the hard way
Chet’s first business model: Sell my services direct to clients. Results: High
fees,
TONS of travel.
Then I built a mass of products that could be sold by others. Results: No more
travel,
huge staff, highly volatile monthly numbers.
Then I built a subscription-based business. Clients signing up for monthly help.

Results: Highly stable business that was very stable. In fact, I sold it.
How stable is your business? Is there a model that would make it more stable? Is
there some kind of ongoing service you could give that would guarantee you income
each month?
•
•
Or is there some club-like offer you could make that would breed remarkable
loyalty?
WORKSHOP: Work that through right now:

Business Model (Describe)⎯How to make better.

Current
Improved

Capital⎯Intellectual, Human, Financial (list what you have, list how you’ll
improve, expand or better utilize each area.).
Current
Improved

Relationships⎯Strategic, Vendor, Collegial, Clients, Industry, Key

Influencers, Associates, Experts. List each and THINK through how to get
more out of each area.
Current - Whether Fully
Leveraged or Not
Improved

Distribution Channels and Markets/Niches Addressed⎯List current and how

you can improve markets and segments served.
Current
Improved

Products and/or Services Current⎯Describe and Pricing. How to improve,

or add new, or take on affiliates. Include proprietary and licensed/joint
ventures.
Current
Improved

Web search for fusion partners

Every time I get a client, I go onto the web and type in their kind of business,
using
many different ways to describe it. It always gives me great ideas for them. You’d
think you would’ve done that for yourself, but have you? What are some search
terms for you to use, list some now.
Database Power
How much and what type of info do you want from clients? List here, create
multiple choice as a way of getting more cooperation.
For example: What is your income bracket?
____Under $20K per year
____ $21K to $50K
____ $51K to $100K
____ $100K plus
What do YOU want to know about your clients.

Superior access vehicles?

What can you create that would give you superior access to your dream 100?
Here are some suggestions:
a. A magazine or newsletter? What would be the title? What questions would you
ask if you were to interview them for a feature article?
b. A party or really cool invite? What would be something really cool that they
would want to attend or in which they would participate? (Some suggestions:
i. A movie premier.
ii. A charity event.
iii. A party at a trade show.

iv. A mass teleconference with a celebrity or for some other valuable purpose.
What are some ideas for your particular situation?
v. A barbecue at your home?
vi. A free dinner somewhere?
vii. What else?

c. A committee that you want them to join? What will THEY get out of
belonging? What benefit is there to them? Can you start a trade association that
they would want to join?
d. An awards Ceremony. What would be the title of the awards? What would be
the theme?
2) Now go back through your list and set some goals. Write the goals in the left
hand margin next to the activity. WHEN are you going to do it?

Complete these sentences:

Write 12 headlines for your product/service/company that explains the biggest
single payoff, benefit, result your product, service, company at work for a client
produces/delivers. Go at it from every angle.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Write five ways your product/service adds specific, measurable benefit or value to
your client.
1.
2.
3.
4.
5.

Write ten advantages you have over your competition, tangible or intangible.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Make a list of all the specific, direct and indirect competition you have for the
problem your product/service/company solves.

A.) Now tell the five things everyone should look for in a product or service like
yours (without directly referencing your product or service⎯you’re setting the
market’s buying criteria here, so these should be things you do that your
competition doesn’t, or that they haven’t delineated. For example, if you’re a
real estate broker you may find that all your competitors help guide the
homeowner through the process AFTER the sale, but few real estate brokers
make this part of their presentation in order to get the listing in the first
place).
1.
2.
3.
4.
5.
Provide five metaphors or similes that analyze or illustrate what else having your
product or service in their lives is like.
OR: Some analogies that show the pure logic of your positioning, such as: (Chet’s
example of Outside Magazine and Sports Illustrated, versus Backpacker magazine
or Tennis Magazine).
1.
2.
3.
4.
5.
1) My Master Strategy Is:
Now that you’ve “thought” through (for perhaps the first time ever) all of the ways
you can “strategically” outsell your competition, can you tie it all together? What
is your ultimate Strategic/Preemptive Position (how I differentiate from all the
rest). Now spell it out for YOUR company (and note that this will grow even
stronger when you have market data):
Just keep asking “what is the ultimate benefit,” and when you’ve answered that,
ask the benefit of the benefit you just named.

2) Stadium Pitch: If we could gather all your customers in a stadium and give you
an opportunity to present to them all at once, what would you say? (See
“Strategy Versus Tactics” video for rules, full understanding of the concept and
the “Pyramid of Buyers” concept.) Again, now you can begin to see how much
stronger your stadium pitch will be when you have hard data that can rivet the
attention of your audience from the start. Outline your stadium pitch. This
should be much stronger now that you’ve done all these other exercises:
Now say it in a single sentence. This is your slogan/strategic position, that

statement that goes under your logo every time.

Deming 101
What are the key processes currently driving my revenue and how do they perform
both transactionally in a timeline-denominated basis and measurably in a
quantifiable basis. Meaning, taking sales as an example. You may have one person
who is very good at getting new clients, but terrible at keeping them. Then you
have another person who keeps them forever, but has a terrible time getting in the
door. Each of those situations offers a “process” that can be defined, examined and
then improved and duplicated. But first you have to study them.
You may also have marketing efforts that work better at some stages than others.
You may also have delivery issues (for your product or service) that can be broken
down, examined and improved. This is your opportunity to work ON your
business. To look at each of these areas and look for incremental gains. For each
area, we suggest a “workshop” with your crew in which you use everyone’s brain
power to improve. So list each aspect of the functions of your company below and
then the current levels of performance/results, and then; either what you can do to
improve them, or at the very least, define the title of the workshop you will have,
i.e.; “Do workshop with crew on improving our shipping department.” Or, “Do
workshop with sales team to improve our closing ratio and test closing.” Or “Do
workshop with crew to improve our rapport skills. Or, “Do workshop with
technology team to streamline our information flow.” Workshops are covered
thoroughly throughout the entire series.
List Areas of Impact
Performance Levels

What other companies, individuals or industries can I turn to for borrowing higher
and better performing success procedures? List:
Companies
Industries
Individuals

How Many Different & Complimentary Ways I Can Use My Marketing Weapons.
Several pages of choices follow, but let’s begin with “the Seven Musts.” There are
dozens of ways to use each of these marketing weapons. This has been explained
in detail on the videos. In this section, you’re planning “what” you can do. In the
next section, you will plan “how” you will do it, and in the following section, you
will actually plan WHEN you will do what. So under each area, let’s begin with
which of these weapons is appropriate for you and what are some of your
ideas/goals for utilizing this area. Remember, goals focus the mind. So let’s write
some down.
Salespeople Plans/Goals
P.R. Plans/Goals
Trade Show Plans/Goals

Direct Mail Plans/Goals
Advertising Plans/Goals
Internet (web, email, affiliates) Plans/Goals
Promo Pieces & Brochures Plans/Goals

Increasing your lead generation through:
• Referral systems. What will they be, who will deploy them? What is the plan?
(Put into calendar and into area that asks for “strategic objectives”).
• Acquiring clients at breakeven up front and make a profit on the back end
• Guaranteeing purchases through risk reversal
• Host-beneficiary relationships

• Using telemarketing
• Running special events or information nights
• Acquiring qualified lists
• Increasing the perceived value of your product/service through better client

education

Increasing your client retention rate by:

• Delivering higher-than-expected levels of service
• Communicating frequently with your clients to nurture them
Separate focus, which may involve the same weapons, but now with a different
objective. This is designed to help you THINK more.
Increasing your conversion from inquiry to sale by:
• Increasing sales skills levels of your staff (more on this later)
Let’s review the “Seven Steps to Ever Sale” as it relates to YOUR Business
1. Rapport - Improved methods. Steps you will take that will help you build better
rapport at every turn. List ideas for each level of customer contact, including
electronic methods.

2. Qualify/find need
(Name at lease six questions you will ask every prospect—To help you find the
acute areas of need for your product or service—pain AND pleasure)
3. Build Value What makes what you sell have “value” to them?
(Education you will provide that helps THEM, but also “Sets up the buying
criteria in your favor.”)
4. Create Desire: How do you make them want it? Specific techniques, pain
points, etc…
How can you dramatically enhance this process. Intensify it?

5. Overcome objections
What are the most common objections and the methods for overcoming them?
This single exercise can dramatically improve your closing ratio.
Most Common objections
How to overcome
6. Closing techniques
(What different closing techniques can you use: i.e., small point close, “either
or” close, straight forward question close, graduated closes offering more and
more with each offer. When do you close? Perfect time, secondary time, etc…)

7. Follow up: What are your standardized follow up efforts? Jay and Chet noted
that it took 26 follow ups to sell PEQ / Business Growth Masters Series to
people. How many do you have? List your minimum follow up procedures
here:
NEXT:
• Acquiring clients at breakeven up front and make a profit on the back end

• Guaranteeing purchases through risk reversal
• Host-beneficiary relationships
• Advertising

To Increase the Average Transaction Value, You Can Focus On:
• Improving your teams’ selling techniques to up-sell and cross-sell. How can
you do that?
• Using point-of-sale promotions
• 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
To Increase Transaction Frequency, You Can Focus On:

• Developing a back end of products that you can go back to your clients with
• Communicating personally with your clients (by telephone, letter, email, etc.) to
maintain a positive relationship

• Endorsing other people’s products to your list
• Running special events such as “closed door sales,” limited pre-release and so
on
• Programming clients
• Price inducements for frequency

From all these past several pages what will also serve as what Chet calls: “A
superior access vehicle?” (Something that by design gives you superior access to
your prospects.)
What’s easy to sell? Can you sell something that’s free?

List ideas here:
Why and how have I been limiting or keeping people from buying from us? What
is slowing down, hindering or stopping sales from being made?
What key factors must I now test?

Factors
How Will I Test Them
When

Who can endorse our product, services, company?
From whom can we get testimonials?

Name
Who To Do It/How

How can I make my risk reversal stronger?
What do my clients value most in the area in which I occupy?
What weaker companies could I acquire the products, services, distribution, sales
force, or clients and prospects from?
Key Assets To Target
Company

Module 08
How to Hire Superstar
Salespeople
Chet Holmes

Module 08: How to Hire Superstar Salespeople
Workshop: List at least three initiatives that you would LOVE to put someone
on in which the reward could be great if they did a great job for you.
The rest of this workbook module is meant to be used while viewing the video.

(To be reviewed while watching the video)

Research of hundreds top sales people in all fields shows that they have the
ability
to bond and be friends with almost anyone. They have the drive, the passion and
self-confidence to “go-for-the-jugular.” To close the sale and get the order
without
being fazed by rejection or obstacles along the way.
The two main personality traits that drive superstars are . . .
1. Empathy
2. Ego!!
Rules For Hiring Superstars

1. Look beyond a resume. You can’t hire a superstar from a resume. Age and
experience don’t matter. The psychological profile is everything!!
2. Personally screen all inquirers. When they call act busy, sound gruff and
be to the point. “So tell me, why do you think you are a superstar?”
Tell them your story and ask them to tell you why they should be hired. Make
them sell you, they can’t be intimidated!! If you can … “chew them up and spit
them out!!” they are not worth intervieing. They must be able to take this
treatment well if they are going to sell like champions, because it’s part of
sales.
“Don’t interview them.” Instead use the probe, relax, attack technique.
Candidates Must Be:

1. Able to talk their way into an interview.
2. Don’t be put off by a little arrogance – top producers know they are good.
3. Confident when confronted with the third degree!
Most superstars will intimidate you to some degree and may even appear a little
arrogant. That’s because they know they are really good. Don’t discount a person
because of this confidence. Put them to the test.

If You Decide To Interview:

1. Ask them to write down 5 questions they’d like to be asked during the
interview!
2. Tell them they’ll be judged by the quality of their questions and that you
want questions that will show their best sides. The questions will tell you a
lot about them.
3. Tell them to bring a resume to the interview.
The Interview: Relax, Probe and Attack!

1. Relax – Be super friendly, relax them totally. Let them see you really like
them. Let the candidate show you their best side.
Try to understand the candidates psyche and who they really are!!!
Tell the Candidate …

“Don’t give me the standard answers, you don’t know what I’m looking for so the
best thing for you is to …”
1. Be honest, so we can discover if you’ll be happy here.
2. Let me understand what shaped you.
Probe
Seek deep understanding about their psyche and background.
1. If they feel uncomfortable answering questions about their background and
themselves, they lack empathy. Top producers live to bond with others.
2. Find if someone in their background gave them confidence (Usually their
mother). Ask …”How would your mother describe you?”.
3. If you were 5 years old and told your mother you want to be an actor, what
would your mother/father say to you?
A. Don’t do it.
B. Do it, but train for a job
C. Do it – you’ll be successful at whatever you do!!!!!
What is relevant is the parents belief in the child’s ability to accomplish his or
her
goals. Top producers were found to often have parents that were wildly
encouraging to them.

Determine: If the candidate’s background contributed to their present levels of

confidence.
Ask Questions Like:
1. What types of things in your childhood shaped who you are? How were you
raised?
2. Tell me about some of your biggest challenges in your life? (Not necessarily
work related) and how you dealt with them.
3. Tell me about the toughest sale you ever made? (Ask a lot of specifics, what
they said, details of the process, what was the ‘crunch’, how they closed it,
etc).
Look For Other Areas of Accomplishment

Top producers usually have some other area of discipline; physical skill or
accomplishment!!
Ask questions like:
1. Tell me about the 3 or 4 things of which you are most proud? What are you
most proud of? Why?
2. Tell me about a time in your life when you surmounted difficult odds.
3. Have you practiced or overachieved in any other area of discipline, like
sports, music, specialized knowledge, etc.?
4. Can you give me any other examples where your personal determination
took you through to winning.
Determine Their Ability to Bond with Others

Top producers are eager to please and bond with others. Their life is an open
book. You can ask them anything and they’ll tell you.
Ask Questions Like:
1. How would your best friend describe you?
2. Of all the people you know, who has the most faith in you? Why?
3. What are some of your best memories?

Determine Confidence
Ask them to rate themselves in these 10 areas – see workbook!!
1. Ambition
2. Confidence
3. Ability to face rejection
4. Empathy – establishing rapport
5. Time Management
6. Presentation Skills
7. Strategic Thinking
8. Market Knowledge
9. Self-improvement
10. Getting around gatekeepers
More Questions: Find out how the candidate measures themselves against the
best.
1. Who’s the best salesperson you’ve ever met? Why?
2. If they named themselves – offer them the job.
3. If not, ask what’s the difference between them and you.
Ask Them to Rate Themselves in Their Ability

Ask them to rate themselves on a 1 – 10 scale in the below listed areas to making a
sale. 10 being the best salesperson they’ve ever known. Superstars will rate
themselves very highly.
1. Develop rapport
2. Qualify – find need
3. Build Value
4. Create Desire
5. Overcome objections
6. Closing skills
7. Follow up skills
8. Presentation skills
9. Cold calling skills
10. Cold calling discipline

Determine Dedication And Desire For Improvement

The best are always trying to get better. To improve themselves. Ask …
1. What was the last self help book you ever read? Or tape you listened to? Or
which seminar you went to? (Look for people trained by Tony Robbins, Jay
Abraham, Jim Rohn and other marketers and sales stars.)
2. Of all the people in the world today (past or present) who do you admire the
most?
After you’ve bonded and got rapport with them: Ask about their resume history.
1. Why did you leave each of the last 3 positions?
2. Why were you looking? What was bad about it?
3. If you’ve left were you unhappy? Why?
4. What are your top 3 personal goals. What are you doing right now to
achieve them?
Determining Confidence, Perseverance, and Judgment

1. Tell me about a disappointment or disagreement with a boss and what
happened? Then what? And then?
2. Name 2 weak points of your previous boss? How did you deal with this?
3. How do you handle stress? What is your technique, give me some recent
examples.
(You are looking for how they think and you can ask deeper questions to clarify)
Probe on How They Think

1. Name two times when a boss criticized you and why?
2. What was the result? How did you deal with it?
Important: Don’t react to their answer or react positively. If you react
negatively to anything the person says they won’t tell you any more and clam up.
You must encourage them to tell you more.

Attack
This separates the men and women from the boys and the girls. You may find someone
who you
think is …
1.
2.
3.
4.
Top communicator/producer
Likeable
Has a good sense of self
Has good rapport skills
But the attack stage will tell you if they really believe in themselves. This is a
pre-requisite for a
top producer!!! If they can’t take rejection and come back even stronger, they will
never be able
to close the sale.
The Ultimate Interview Test

Tactfully tell the candidate you don’t think they have the right stuff. Say …
“You seem like a nice person _____________, but I only have one opening and I need
a real
superstar. While I am sure you’d do well in many other endeavors, this is a very
competitive
business and I doubt your particular skills and personality would hold up in this
business!!!”
Look directly at them and watch them crumble.
The Attack Will Amaze You

1. A number of candidates who looked great a minute ago will crumble when you act
like
you doubt them. A top producer will NEVER crumble.
2. A top producer will convince you that he or she can do any job even when you
“attack”
and express doubts.
The Attack Phase May Be Hard To Do

1. You may feel mean and hard to “attack” the candidate’s ability.
2. If you can convince them they don’t have what it takes, they are not a top
producer.
Hire Only The Best And Watch

Your Sales Skyrocket!!

A Superstar Ad
Superstars Only:
Don’t even call unless you are a truly awesome salesperson.

You have a burning desire to succeed, are extremely customer
oriented, highly motivated, and never say die. You develop
deep and meaningful rapport with your clients, and
communicate with piercing persuasiveness. You believe you
can be the best at almost everything you do, and you can prove
it. Don’t call unless you fit this bill. Excellent salary and
commission structure, and great opportunity for upward
mobility. Build an empire within our fine and progressive
company. (Type of business here) We don’t hire backgrounds,
we hire top producers. Call Susan Martin at … (phone number).
Call only between … (You may want to limit the hours.)
In addition to the superstars, this ad can attract the weirdos

To Determine Confidence, Ask

Them To Rate Themselves.
Ask them to rate themselves on a scale
from 1-10 for superstar traits.
•
•
•
•
•
•
•
•
•
•
Ego drive – ambition

Ego strength – confidence
Ability to face rejection
Empathy – establishing rapport
Time management
Presentation skills
Strategic thinking
Market knowledge
Self-improvement
Getting around gatekeepers
A superstar will rate themselves very high in all areas.

Module 09
tm
ProfitNOW
Workshop
Scott Hallman

Module 09: ProfitNOWtm Workshop
tm
Your ProfitNOW Windfall

Three Opportunities To Impact Your Profits
1) Implement a New System (or resurrect a past
success)
Identify and implement a process or procedure or
technique that can produce measurable results
(like you are learning at this seminar)
2) Systemize a Current System – “How many
times out of 10?”
This one simple step can produce profound profit
increases
3) Improve the Current System
Add another product or service or add one more
item, offer, request, procedure, ad-run, referral, or
improve the process

Simple Strategy #1
Upsell/Cross Sell/Down Sell
Pick the TOP application and calculate how much
PROFIT you can earn IF you IMPLEMENT
A) Number of Transactions Per Year: ________
B) Expected _____ % = ______# Add’l Items/Custs
C) Increased Revenue (price $______ x # items) = $ _______
D) Increased Profit (revenue $ from C X Gross Profit) = $ _________
E) 5 Year Impact $_________________ D X 5
F) Increased Business Value $ __________ D X 6
Total Profit Stream $__________ E+F

Simple Strategy # 2
Conditioning Customers to
Purchase More Often
A) Number of Transactions Per Year: ____
B) Expected _____ % = ______# add’l items/custs
C) Marginal Profit of Add’l Revenue = _______%
D) Increased Annual Profit $______________ B X C
E) 5 Year Impact $_________________ D X 5
F) Increased Market Value $ __________ D X 6

Simple Strategy # 3
Expand Purchase Patterns
A) Number of Transactions Per Year: _____
B) Expected _____ % = ______# add’l sales
E) 5 Year Impact $_________________ D X 5

Simple Strategy # 4
The Ultimate Leverage REFERRALS
A) Number of Referrals Per Year: _____
B) Expected _____ % = ______# New referrals
C) Lifetime Value of New Client = $_______
E) 5 Year Impact $_________________ D X 5

Simple Strategy # 5
Customer Retention
A) Number of Clients: _____
B) Retention Increase _____% = #______ additional
clients
C) Lifetime Value of a Client = $ ________
E) 5 Year Impact $_________________ D X 5

Simple Strategy #6
Leveraging Your Success™
A) Current Revenue/Year from Successful System: $______
B) Expected ____% Improvement = $ ______
E) 5 Year Impact $_________________ D X 5

What’s Your Total Expected

Impact of Applying These
Strategies to Your Business?
Now add it all up…
1) Upsell/Cross Sell/Down Sell = $_________
2) Conditioning Customers to = $_________
Purchase More Often
3) Expand Purchase Patterns = $_________
4) “Active” Referral Systems = $_________
5) Customer Relationship
Management System
= $_________
6) Leveraging Your Success™ = $_________
TOTAL PROFIT IMPACT = $_________

(1-6)

Module 10
Creating The Perfect Ad
…No Matter What The Media
Dave Lakhani

Module 10: Creating the Perfect Ad…
No Matter What The Media
by the
speaker who is presenting this module.
Create The Perfect Ad No Matter What The Media

Perfect ads are compelling stories about your business that people can relate to on
an
emotional basis. Frequency of the story determines how quickly it moves from short
term to
long term memory. Relevance determines whether it is moved from outside conscience
awareness processing to attentive processing.
Write the answers to these questions, be as detailed as possible, then have someone
who is
not in your business read your answers and highlight the things that they find very
interesting. If they have more questions as a result of reading, write their
questions down
along with your answers.
•
Tell me your story, how did you get started in this business and why this business?
What are you passionate about in the business?
What does this business do for you personally?
Why have you chosen the products that you have?
What would people be shocked to know if they knew this about your business?
What do your competitors try and copy of yours?
What do you do for your customers that consistently, pleasantly surprises them?
Why do you do it?

•
What problems are you solving for your customers?
What frustrations do prospects usually have when they are shopping for your product
or service?
How do you add value to your products or services that your competition doesn’t or
can’t.
How do you know?
When was the last time you shopped your competition?
•
•
Tell us about your background, why are you an expert in your business?
If you are not an expert in your business, what would you have to do to become an
expert?
If you could only tell a prospect three things about your business and they’d make
a
buying decision based on those three things, what would they be and how would they
be different than what your competitors will say about themselves?
Why specifically would they be making a good decision based on those three
criteria?

•
What do people have to hear every time before they’ll buy from you?
What are the three most common questions you get when people are trying to decide
to buy?
Who is your number one competitor and why?
What is it that you know about your product or service that you wish people could
just understand and why is that important?
By doing very detailed discovery with yourself and your employees you get one level
of
information. Now you’ll do the same thing with a select group of clients, those
people who are
buying from you consistently, your good clients. In addition to the appropriate
questions we just
discussed we’ll also ask them these questions:
•
You are a great customer of ours and we want to attract more people like you, what
makes us your first choice for X (insert your product or service here)?
What do we do better than anyone else in our category?
Why is that important to you?
Could you imagine doing business anywhere else? If yes, tell me about that. If no,
tell me
why.
Can you tell me the process that you went through in order to choose us?

What do we do consistently that surprises you?
What is unique about you that makes us a good fit for you?
What could we do to make your experience here the best and most memorable
experience
you’ve ever had in this situation?
Now you’ve added another layer of information from which you’ll create your best ad
ever, but
we’ll go one step deeper just to be sure we’ve gotten all the information we need.
We’ll go to a
good customer who has quit using you or buying from you. And to those people we’ll
ask these
questions:
•
What made you switch away from us?
What could we have done to serve you better?
What is unique about you that we were not serving that made you switch away?
Is there anything that could ever make you come back and be a client again?
Can you tell me the process by which you chose your current supplier of . . .?

Was there anything we did that you wish your new supplier would do?
How long did it take to make the decision to change from us to a new supplier?
Is there anything that isn’t happening with your new provider that they could do
that
would make you happier?
What would make you switch away from this supplier to someone other than us?
With that layer of complexity and answers to those questions, you’ll end up with a
tremendous
pool of information from which you can pull some very surprising and powerful
ideas,
information and stories that will be the basis for your uniqueness and for your
ads, the kind of
ads that people will want to pay attention to. As a bonus, you’ll also find a lot
of information that
you can use to improve your service.
So what are the qualities of a great ad (or direct mail)?

•
•
•
•
•
All great ads have a headline no matter what the medium. The purpose of a headline
is to interrupt, grab attention and sell you on the very next sentence or idea, it
must be
something that hooks you and pulls you in.
It interrupts the general malaise that overtakes us when we experience ads on
television, radio or in newspapers and magazines. The headline grabs us by the ears
and speaks directly to us about what is important to us or it grabs us by the
eyeballs
and forces us to read the headline which compels us to read the next sentence.
Great ads focus on me, not on you. What is in this for me?
Great ads speak to the listener, viewer or reader, they create a one on one
conversation that tells a story, answers questions and compels us to learn more or
take
action.
Many great ads ask a question relevant to me and then answer it.

•
•
•
•
•
•
•
•
•
•
•
•
•
Great ads include documented evidence of success, reliability, experience etc., and
don’t rely on unsubstantiated fluff statements like “ours is better than the
competition.” If you want them to believe you, prove it.
Exceptional ads give clients a real reason to believe what you are saying is true
Great ads use third party endorsements or testimonials. No one wants to be the
first
one to dip their toe in your water, they want to know someone pulled back a golden
slipper and not a stump when they tried it.
Great ads use words that allow us to create dynamic, beautiful actions and pictures
in
our mind that include us in the picture.
Great ads tell us what to do next.
Perfect ads set up the criteria by which every competitor will be judged but create
a
standard that only YOU can meet.
Great ads make use of words, images and phrases that put me in the picture, that
demonstrate something I can understand that has happened or that I’m afraid will
happen to me if I don’t use this product or service. Verbs move mountains in the
mind.
Great ads have a hook, something that ties all this together and ties it to your
mind so
that you know what you are hearing or seeing and who it is. This is where branding
begins to occur over a long period of time.
Great ads have a single focus that is driven home over and over again through any
medium where the prospect may experience it and is not changed until a new
campaign is started.
Great ads always remember that their purpose is to sell something to one person at
a
time and that their key element is to sell.
Great ads are clear, succinct and free of jargon or trendy words that many people
may
not understand.
Great ads set you apart from your competition. When you can put their name or logo
in place of yours and say there is no way they can say this about themselves, then
you’ve got an ad that has a real chance of being successful.
Great ads focus on one thing, if you have ten things to say you say it in ten
separate
ads.
It is imperative that you spend time focused on writing, rewriting, and researching
your ads to
get them perfect. But writing and rewriting is not enough, you must be able to
determine their
effectiveness in creating new customers and new revenue. If they are not doing
either, then you
must discard them and try again. If the bar isn’t moving higher your ads are not
working. Testing
and measuring are the keys to effectiveness.
I want to leave you with a few last tips for creating good ads:
•
Great ads have a rhythm, like a song or a poem, they have a beat, a feel that
compels you
and takes you on the ride with them that encourages you to continue and keep the
pace. I
find that when I’m writing ads many times it helps to listen to music as it reminds
me of
pace and rhythm. In visual medium the words create the rhythm for the visuals and
the
visuals are harmonized with the message to create a powerful outcome. I encourage
you
to look at a lot of ads to begin to find that rhythm and feel and see how you can

•
•
•
incorporate it when you create your own ads. If you’ve never written before I’d
like to
suggest a couple of books that will really help you get started:
o Oglivy On Advertising – David Oglivy
o The Art Of Writing Advertising – Dennis Higgins
o Lessons from a lifetime of writing – David Morrell
Great ads can be created inexpensively and expensive ads are not always better but
unless
you are a professional graphic artist or production person, get some professional
help to
have your ads look and sound their very best.
The only awards you need to worry about your ads winning is the six inch Ben
Franklin
award, the one that fits nicely in your wallet or bank account.
If you are not coming up with the answers that you need or ads that work make the
investment to hire someone who can create the kind of ads that will work, you’ll
easily
recoup any amount of money you invest in ad development through ads that pull
better
and bring in more paying customers than ever before.
Write Your Category Killer Ad

Tell your story here, write a compelling, engaging story about your business and
tell me what I
need to know to do business with you, surprise me along the way, intrigue me, reel
me in and
compel me to action at the end.
Intuitive Marketing
Marketing truly is intuitive. You already know and have a good feeling for what
compel you to
buy and what compels others to buy from you. By simply breaking down a process that
is
someone unconscious for you we can put it into steps that you can recreate over and
over again.
In the simplest form, making marketing intuitive is really nothing more than
brining your
automatic or unconscious processes to the surface, acknowledging them, defining
them and then
recreating them in the minds and hearts of other buyers.
Then do it again and again and you will make your marketing work like never before.

Three Marketing Mistakes You Are Making In Your Business Today

1. Failing to be relevant
• Prospects only respond to information that is relevant to them. Relevancy goes
far
beyond putting the right product in front of the right people, it means also tying
in
what is relevant to them on an emotional, psychological, sociological level.
• You must create ads and selling propositions that enhance the quality of the
information people are receiving, that cuts through the expected chatter they hear
and grabs them right between the ears. You must say things that are so profound
they have no choice but to desire more of what you are saying and selling.
• Relevancy also has to do with timeliness. Be sure that your message is either
timely or timeless. Not tired and worn out.
2. Failing to Realistically Differentiate
• In a world that increasingly the same and where people now have more equal
access to information than ever before you must be able to quickly and succinctly
set yourself apart from the pack.
• Ask your self this important question: If I said everything about myself about a
competitor would it be true? In most cases, businesses that answer yes
IMMEDIATELY improve their revenue and profitability the moment they
determine how they are truly different and how they can clearly articulate that
message to their clients and to their prospects.
We spent some time working with an Optometrist who was trying to

differentiate his business from a large group of very similar competitors.
After we got past why his new equipment was no different than his
competitors and why his training was not different we came up with two
simple things that really DID set him apart. What were they?
1. He was a specialist in eye disorders related to diabetes and allergies
and even got referrals from his competitors because of his
exhaustive knowledge.
2. He called virtually every patient within 48 hours of their exam to
follow up with them and see how they were doing, just like the old
time doctors that made house calls. His patients LOVED him for it.
He didn’t realize that not every Optometrist does that.
Two simple, yet powerful differences changed the whole business!

3. Failing To Define Success
• You MUST know what outcome you expect AND if it is a realistic outcome
before you spend even one dollar marketing your business.
• Success can be defined in many ways
New Customers
Increased Average Transaction Amount
Reactivation Of old Clients
Building Brand Awareness (more on this in another call)
Increased Word Of Mouth Marketing
Promotion of An Event
Reduced Returns
•
Until you know how you define success you’ll always be shooting at a moving
target. Define success and evaluate your progress toward it every day.
The Cost Of The Three Marketing Mistakes
The Smallest incremental changes in your business can reap the largest profits
over the long term. While some of this may sound very obvious to some of
you, no matter what your sophistication, you are not doing 100% of these
things all the time. The result is that you can pick up “free” sales and find
revenue simply by focusing.
One new client means a lot to virtually any business. Satisfied clients can be
molded into unpaid evangelists who spread your good word everywhere they
go. Word of mouth marketing doesn’t “just happen” it is a conscientious effort
on the part of the marketer to make it happen. If you are not getting word out
moth marketing that is exceedingly positive you are spending too much for too
little return. Simply changing the way you view the value of one new client
will change the financial future of your business.

The Logo Test

Honestly ask yourself this question: If I cut the logo out of my ad and replaced it
with my biggest
competitor’s logo, would the ad still be true. If it isn’t you MUST clearly define
who you are and
what you do NOW. You cannot wait any longer or you WILL continue to lose profits.
The logo test applies to your TV, Radio, Direct Mail, Billboard and direct sales
pitches. Go
through every customer facing influence vehicle and ask yourself that very powerful
question.
Then get busy on adding the substance, the relevancy, the REAL reason to believe
and you’ll
increase your business immediately.
This research from Yankelovich Partners shows exactly why it is IMPERATIVE that you
focus
your advertising and your message.
• 60% of consumers have a much more negative opinion of marketing and advertising
now than
a few years ago
• 61% feel the amount of marketing and advertising is out of control
• 65% feel constantly bombarded with too much marketing and advertising
• 53% of consumers polled said that spam had turned them off to all forms of
marketing
and advertising
• 36% of consumers polled said that the shopping experience is less enjoyable
because of
pressure to buy
• 53% said that for the most part, marketing and advertising does not help them
shop
better.
We’ve talked about relevancy here a number of times and this clearly points to the
fact that you
must be more relevant, more genuinely compelling and more intensely concerned about
the
customer experience than ever before.
Here are some additional interesting facts:
• 59% feel that most marketing and advertising has very little relevance to them
• 64% are concerned about practices and motives of marketers and advertisers

• 61% feel that marketers and advertisers don't treat consumers with respect
• 65% think there should be more limits and regulations on marketing and
advertising
• 69% are interested in products and services that would help them skip or block
marketing
• 33% would be willing to have a slightly lower standard of living to live in a
society
without marketing and advertising
WHAT MAKES YOUR CLIENT WANT TO SPEND THEIR

MONEY WITH YOU?
EMOTION
RELEVANCE
BETTER INFORMATION
PERSONAL EXPERIENCE
Emotion
Nothing good or bad in this world happens without emotion attached to it. The most
impassioned
plea wins.
Love Is A Rose
Love is a rose. Remember the first time you gave your mother a rose . .
.That look on her face and the feeling in your heart? That memory is
still alive but her rose is long gone. Loveisarose.com roses last as long as
your memories because they are forever preserved in pure 24 karat
gold. Loveisarose.com roses are extremely limited this Mother’s day, so
you may not hear this ad again. Go to www.Loveisarose.com rose now
and remind mom that love is a rose. www.loveisarose.com
This radio ad for Loveisarose.com is a perfect example of how subtle an ad can be

yet still
impact you with the emotional impact of a sledge hammer.

Who doesn’t remember the first time they gave their mom or mother figure a rose?
And whose
mom among them was callus to the effort? None of course but if you stop and examine
your
feelings and thoughts you are experiencing right after the ad you can’t NOT think
of your mom
and doing something nice for her. This ad is VERY relevant, it is tied into an
event that (at this
writing) is only nine days away. Is the ad working? So far the client is up a
significant amount
over last year’s sales. A very similar ad at Valentine’s day virtually sold the
company and ALL
their suppliers out of roses after running for only ONE week.
Relevance
We’ve talked about that a lot, think about how you can be relevant to your
audience. In this
example, our audience is little boys in men’s bodies. And men who have small
children and want
to be a part of helping them create that memory.
ASK yourself: HOW CAN I BE RELEVANT TO MY CLIENTS NOW?
Better Information
Information is only one Google away from anyone today . . . but for most people
doing the
research is a pain in the butt and they’d rather not, it is just more information
to sift through.
Give clear, concise information. Use the psychological principle of social
proof . . . that is, show
how others are using it and who they are. Use scientific or other proofs to prove
your claims,
show studies, use whitepapers, and give examples that the client or prospect will
have already
experienced.
Give your clients an “insider” (I mean legally here) knowledge of products and
services and of
the industry so they can be better informed. Better informed clients get to
practice a form of
“oneupsmanship” when they know something someone else doesn’t, in their world they
become
the foremost expert on the topic at hand.
Personal Experience
Your advertising HAS to live up to its promise and your client must have an AMAZING
experience with you the very first time and every other time they walk through your
door, visit
your website or call your phone.
Advertising sets an expectation and the experience has to be as rich and rewarding
as the
expectation the client has.
When expectations are not met you almost never get another chance to create a
powerful
experience. Be sure the experience you create is one the client will talk about to
everyone.
CREATING COMPELLING ADS


Compelling ads are the fuel that run your business. The very worst thing a client
can say
when they see or hear your ad is:
“So What!”
“Yeah And?”
The secret to powerful ads are the words you use and the most powerful words you
can and must
use in every ad are:
VERBS
Action words, words that make your blood boil and heart desire. Verbs are the words
that
conquer new worlds and kick down old barriers, the very words that can breathe life
into an
ordinary situation or fan the flames of profit into an avalanche of growth.
Use words powerfully and wisely and you’ll reel in more clients than ever before.
Neglect them,
make them powerless and predictable and you’ll herd clients to your competition.
THE FORMULA FOR A GREAT AD

Tell A Powerful Story Using Verbs
Compel them to take some action
Tell them what you want them to do
Have them do it
Reap your reward
In wrapping up your ad, be sure and tell people what you want them to do next, they
just need
that little nudge to get over the hump and take action.
Remember, you can’t take any action outside your body until you’ve already taken it
in your
mind. Get your client involved, have them take the action in their mind and the
biggest hurdle to
taking it in person has already been crossed.
Which Media Is Right For Your Business?
There is one very simple answer:
The media that you can afford to use with the appropriate frequency to fully
influence an
identified group of people.
Once you’ve done a good job in newspaper for example (and you’ll know because sales
are
increasing) you take your newfound profits and invest it in the next media and you
don’t do
anything else until you have fully reached that audience.

You only ever need to reach 50% of the people in any given city or group because
they know or
are related to the other 50% and they’ll tell them for you if you’ve done a good
job of
influencing and serving them along the way.
ACTION STEPS FOR YOU TO TAKE NOW

1. Perform the logo test on all of your client facing ads, sales processes and
influence
mechanisms.
2. No matter much of what you read here or hear on the calls, note how many of
those
things you are NOT doing daily and add at least one per week and document your
results
3. Interview at least three prospects and three clients to see what it is that THEY
feel makes
you significantly different
4. Do the same with at least three people who don’t buy from you
5. Write down what TRULY makes you different than your competition
6. Competitively shop or research at least one competitor this week and note what
they do
better than you and what you do better than them, then improve your process
7. Spend at least one hour focused on evaluating your marketing and making it
better.

Module 11
Internet Traffic and
Website Strategies
David Dean

Module 11: Internet Traffic and Website Strategies
How to make the Most of the Internet For

Your Business and For YOU!
By: David Dean
Consumer Sales $50bn in 2003
• According to the U.S. Department of Commerce, U.S. shoppers spent more

than $50bn shopping online in 2003.
• This represents an increase of 26.3% in online shopping from 2002 – 2003.
Upward Trend Continues in 2004
• Early figures for 2004 show Valentine’s Day up 40% from 2003.
• The growth to the $50.4bn does mark a slight reduction in the pace of the
expansion…
• But the figure does not include online travel, financial brokers or ticket sales
agencies.
• Including those sectors, some estimates put total online retail sales in 2003
as high as $100bn.
The Internet - Friend or Enemy?
• It’s not just whether you are using the Internet to crease new areas of
growth.
• It’s also whether your competitors are taking business away from you by
default simply because you do not have a strong Internet presence.
The 6 steps to becoming more successful on the

Internet
• You have to get people to FIND your website.

• You want to INSTANTLY tell people what they can accomplish there.
• Your website must be user-friendly and easy to navigate – and you must
begin with a goal in mind.

People generally have to come to your website 6, 7 or 8

times before they will take an action.
• You must get people to come BACK to your website.
• You must get them to “convert” to a) a sale b) a subscriber, or c) an
appointment.
• Use the Internet as an easy way for people to refer their friends.
4 overriding principles of the Internet
• The Internet is a direct response medium, not a branding medium.
Information = Marketing
• The Internet is an information medium, not an entertainment medium.
The Infomediary
• The most successful Internet business model – “infomediary”.
Don’t Fight the Internet
• Use the Internet for what it is and not for what you want it to be.
- Direct Response
- Not branding
- For information
- The great disintermediary
Getting People To Find YOU
• Four ways to drive traffic

• ACES
Affiliate Marketing
• How to generate traffic by getting others to send you their customers for
free.
• The traffic is already on the Internet – you do not have to get it there, you
just have to put yourself in front of it!
• How would you like to put 50-100 commission only sales people to work for
you over the next 3 months?

Affiliate Marketing –
An Online Strategic Partnership
• Others have already gained the attention, trust and patronage of these people.
• This may be THEIR greatest asset. And you can help them to realize that.
- They may be looking for other things to sell
- They may be in a mature market
- They may be looking for additional revenue streams
• The only risk they ever need to undertake in their business is a simple, small
test.
Power of Affiliates
• Go to a search engine and type in your category. In seconds you will have a
list of hundreds, maybe thousands, of potential affiliates.
• Each one of these has the potential to be a partner.
- To put a link on their site.
- To endorse you to their customers.
The More Affiliates The Better!
• You could hire a single person who does nothing else but recruit affiliates
for you every day.
Here’s How You Do It.
• You currently sell a product. Let’s say it’s an instructional golf video.
• And you want to find affiliates to refer their visitors to you.
Making The Affiliate Relationships
• You type “golf equipment” into the search engines and find the top twenty
websites – which, by virtue of their placement, probably have the most
traffic in the golf category.
• You appeal to the first one with an affiliate deal they can’t refuse – 50% of
your gross revenue.

Now Multiply Your System
• That person gives you a link on their website, and endorses you in their golf
newsletter that goes out to 50,000 golfers every month.
• Then you make the same deal with search engine results 2-20.
Convert the traffic or LOSE the affiliate
• You land the visitors on a “Landing Page”. Never land people on the home
page from a link!
• You write a killer sales letter that converts an extremely high percentage of
visitors.
Cause Marketing
• The supporting of a socially responsible cause that matters to your target

constituency.
• “Eight-in-ten Americans have a more positive image of companies that
support a cause they care about.”
1999 Cone/Roper Cause Related Trends Report
Supporting A Cause “Matters”
• “66% of people surveyed will use a product or service that is associated with
a cause they care about – given a choice.”
• If you do these things, make them known on your website.
1999 Cone/Roper Cause Related Trends Report
Email Marketing
• This is how you get people to come BACK to your website!

• Except for making a sale, the single most important thing you can do is get
your visitor’s email address.
• The goal is to get people to raise their hand to begin receiving your
curriculum of correspondence from you.

Put yourself where the people are already going

Email is about building better relationships
• Gives you an opportunity to build better relationships with all clients and
potential clients.
• Double your traffic and sales for two days every month.
How to capture emails
• To start, you will have to do one thing – ask people for their email address.
• Create an “Opt-in” form and put it on your home page.
Respond automatically
• Get visitors to “opt-in” to your list by offering them something of value in

return – a free report, valuable offers, innovative information.
• Send new subscribers an immediate, automated response. Aweber.com.
Your Future Is In Your Past
• Email is how you can tap into the dormant, hidden wealth that is sitting in
your business right now.
• Gives you a chance to add value to the relationships you have with your
current clients, as well as encourage referrals. Why?
People Have Friends
• People who use financial planners probably have friends who will use
financial planners.
• People who have plastic surgery have friends who will have plastic surgery.
•
•
•
•
Make it easy for people to refer others to you

EMAIL is easily FORWARDABLE.
Your happy past clients would gladly refer their friends to you anyway.
This just makes it easier for them to do.
The email will be opened when it has an “endorsement” (an implied
endorsement from the friend who sent it).

Search Engine Optimization
• THE Search engine – Google.com

• How it works today.
- SEO
- Pay-Per-Click
What else will improve your search engine ranking?

• Go to Overture.com and type in the keywords that relate to your product
category.
• This will tell you which keywords people are searching on, which to
compete for, and which may not be worth it.
How to get to the top of the search engines
• Do you want to become a search engine expert or do you want to run your
business?
Search engines look at content and “link relevancy”
• Content is King!
• If content is King, link popularity is Queen.
• Search engines will also evaluate the number of people you are linked to, as
well as how many are linked to you.

Banner Ads?
• The average banner ad gets less than a .05% click-through rate.

• We have learned by now that they are not just pretty little pictures. They are
ADS. We filter ads out!
• If you do want to buy banner ads, know that the VAST majority of banner
ad space goes unsold, so you can negotiate very low rates right now.
•
•
•
•
How to improve your click-through up to 800%

Create banners to look like what people are familiar with.
People are familiar with HTML.
The whole goal of the banner is to get a click-through.
People are used to clicking on HTML!
The website
• Now that you’ve spent all of that money to get someone to your website,
how do you make the most of their visit?
• The first problem – most companies let a designer or programmer lay out
their website.
• But your website is not a design or a programming tool. It is a marketing
tool!
Start with your goal in mind
• Your first goal, whether your website is transactional or not, should be to

achieve some type of conversion of the visitor.
• You either want the person to buy and convert into a purchaser, opt-in to
your correspondence list, and convert into a subscriber, or contact you and
scheduled an appointment or consultation.
• You must have an action-oriented goal.
If your website takes too long to load, people will leave

• More people than not are still on dial-up modems, not high-speed access.
• If you have flash or some other motion picture in front of your website,
people may leave.

Let people in!
• “This door…”
• Remember that the Internet is an information medium, not an entertainment
medium.
• Out attention span is extremely abbreviated on the Internet.
Tell people what to do!
• If people came to your website, they came to you looking for the expert.
They are looking for you to tell them what to do.
• Just like in a good sale, you have to lead the transaction. But you cannot do
that if you do not know what you want people to do first.
Create a plan for your visitors
• You should know what you want and intend for people to do first, second,
third, and so on…
• If you don’t know, how will they? You need a plan! Prioritize actions.
Know your Website HOTSPOTS!
• Layout your website according to your plan for your visitors. Know your
navigation HOTSPOTS!
• The hottest spot of your entire website is the upper left hand corner.
Whatever action you want people to take first, put it there. Why?
• The next hottest spot is the lower right hand side of the screen. Why?

The circular website
• Picture your website like a circle.

• Know your ultimate goal for every visitor.
• Layout your navigation so that WHEREVER they go, it leads them to what
YOU want them to do ultimately – convert into a sale, a subscriber, or an
appointment.
Do You Want Your Site To Make You Money?
• Isn’t the point of your website to make money after all?

• You can most likely make more money with a 5 page website than with a
100 page website.
- Home/landing page with KSL
- Order/Upsell Page
- Downsell Page
- Thank you page
- Terms and Conditions page
Remember – the Internet is a Direct Response

medium!
• You want people to respond directly to you directly from your website.
• You would never run any type of direct response marketing campaign
without your contact information prominently displayed.
Put your phone number on every page
• If your goal is to have people contact you from all of your other direct
response advertising, you should also have your telephone number and
contact information prominently displayed on EVERY PAGE OF YOUR
WEBSITE!
Don’t make your website about you!
• One of the most common problems with all websites is that they are all
about “we,” “us,” “our business,” “I,” “me,” “what we do, and how we do
it.”
• Yes, your website is about you and your business, but your business exists
for the benefit of your clients.

Make your clients feel as though your website is all

about them!
• Your clients want to feel that your website is all about them.
• It should be about what they can accomplish there, their desires, their hopes,
their happiness, their solutions. It should not be all about you.
The 4-to-1 rule of thumb
• Here’s the easy way to make your website about your visitors.
• There should be 4 “you,” “your,” “your needs,” “your goals,” “your
desires,” “your result,” to every 1 “I,”, “our business,” “we,” “me,” “the
doctor,” or “us,” etc…
Summary
• Great marketing is nothing more than great communication.

• The Internet is the ultimate communication tool and, therefore, the ultimate
marketing tool.
• Start today with one simple improvement, and build on that to stay ahead of
the curve – and ahead of your competition.

Module 12
Fundamentals of
Web Traffic Conversion:
29 Success Secrets That Help You Win
The Hearts of More Online Customers
O. Alex Mandossian

Module 12: Fundamentals of Web Traffic Conversion
This workbook works in conjunction with Module 12. Use these worksheets and fill
them in as
the speaker presents this module.
Success Secrets Of A 9-Year Old Cub Scout
Secret #1: Always know your target

_____________ before you begin to develop
your _______________ products.
Secret #2: Your marketing message is NOT

nearly as important as the ______________ you
build with your market.
Secret #3: Success depends on selling the right

___________ at the right _________ to the right
_____________ at precisely the right ________.

Which Success Secret Do You Need Most?

• How to build targeted online lists during your
public speeches
• How to acquire dozens of testimonials in 24
hours … or less
• How to JV with online list owners and keep
50% of the profit
• How to fill seminar seats without a location,
date or speakers
• How to instantly make money from your
Website abandoners
• How to instantly avoid getting blocked from the
Spam filters
• How to use your pictures to get first-time
visitors to say “Yes”
• How to get free publicity (and sales) from
“virtual book tours”

TARGET MARKET STRATEGIES

How Your Target Market Finds You
Secret #4: Write an _______ teaser to a tightly-targeted
market to extract the _____________________ in your
prospects’ minds.
Sample Letter
November 15th, 2003

FR: Alex Mandossian
RE: John’s Most Important “Conversion” Question
Hi John,
Because we’re both short on time I’ll make this quick …
* * * WHAT’S YOUR MOST IMPORTANT QUESTION? * * *
If you had a 30-seconds to ask me your single most important question about how
to convert MORE first-time Website visitors into paying customers for life, what
would your question be?
Think about it carefully and then click the link below to submit your question.
(Your name and email address is NOT required).
http://www.AskAlexMandossian.com
This survey takes just 30 seconds out of your day, but my answers may give you
new ideas to flood your bank account with new cash profits!!
Good Sales,
Alex Mandossian, Co-Founder
Traffic Conversion Institute

Secret #5: Test each of these two types of ASK™

campaigns:
1) ______________ “What your single biggest problem
with …”
2) ______________ “What’s your most important
question about …”
Secret #6: Create simple __________ ______ that
conveniently and anonymously __________ responses
from your target market.
Secret #7: If you don’t have an _________ list, find
________ __________ partners who do to quickly and
easily pocket ____ % of all future profits.
Secret #8: Create _______ _________ that conveniently
and anonymously __________ key questions from your
audience.
Secret #9: Review all of the “ASK” questions to
determine a winning teleseminar ________________ you
get paid for.
Secret #10: Choose the most _________ and __________
questions to produce a meaty, content-rich ___________.

Secret #11: Send an email __________ that invites your

chosen target market to a ________ teleseminar.
Secret #12: Craft a _______________ Web page that
reflects the core _____________ your prospects want to
hear most.
Secret #13: Acquire dozens of _____________ within 24
hours of your teleseminar by offering a free __________
______.
Secret #14: ___________ the teleseminar and
____________ the audio content for a best-selling
_________ _________.
Secret #15: Use the power an ASK™ ____________ to
launch a ____________ book tour™ for the entire world
to hear!
Secret #16: Use the ASK™ methodology to fill
____________ seats without having a _____________ ,
date or _____________.
Secret #17: Use the ASK methodology to instantly
increase the pulling-power of your ____________ or
_________ titles.

Secret #18: Use _________ ____________ to increase

the “Session Times” of your first-time Website visitors.
Secret #19: Use __________ testimonials to instantly
improve the pulling-power and ________________ of
your Website(s).
Secret #20: Use your ________ in your online guarantee.
Secret #21: ________ postcards dramatically improve
your _______ rates to capture more paid teleseminar
registrants.
Secret #22: If you want your Websites and emails to talk
for a paltry $1, please fill-in the No-Risk Acceptance
Form at: www.________________________________
Secret #23: Use _______ pop-ups to recycle the 98% of
your Website __________ who leave without giving your
offer a fair try.
Secret #24: Avoid key words that get your email
broadcasts blocked by __________ __________ like
Spam Assassin™
Secret #25: Use _____________________________ to
check words & phrases that get caught in Spam
Assassin™ filters.

Secret #26: Review this Spam Assassin™ “hot list”

BEFORE pushing the ________ button with your
________ _____________.
The Official Spam Assassin™ HOT LIST: 17 Common Phrases To Avoid
SUBJECT LINE contains “Hello”…………………………………….…… 2.1 Spam points
SUBJECT LINE contains “Your Family” ……………………………… 2.9 Spam points
SUBJECT LINE contains “Double Your” ……………………………… 1.6 Spam points
BODY COPY contains “Dear (something)”……………………….… 2.5 Spam points
BODY COPY contains “Online Business”……………………………. 2.9 Spam points
BODY COPY contains “For Pennies A Day”……………………….. 2.9 Spam points
BODY COPY contains “No Investment”…………………………….. 2.9 Spam points
BODY COPY contains “While You Sleep”………………………….. 4.2 Spam points
BODY COPY contains “No Investment”……………………………….. 2.9 Spam points
BODY COPY contains “Additional Income”…………………………. 2.9 Spam points
BODY COPY contains “Financial Freedom”………………………….. 4.3 Spam points
BODY COPY contains “Be Your Own Boss” ………………………… 2.9 Spam points
BODY COPY contains “Money Making” ……………………………... 2.7 Spam points
BODY COPY contains “100% Guaranteed”…………………………. 1.1 Spam points
BODY COPY contains “STARTING NOW”……………………………… 2.9 Spam points
BODY COPY contains “Take Action Now!” …………………………… 2.9 Spam points
BODY COPY contains “Requires Initial Investment”…………... 2.7 Spam points
Secret #27: Increase the value of __________ products

by _____________ your audio-tape content into a CDROM format.
Secret #28: You can quickly build tightly-targeted, highly
valuable ___________ lists using ______ giveaways from
platform speeches!
Secret #29: The collision of ___________ and
__________ imagery increases the “stickiness” of direct
response Websites.

This is The 10% I Want You to Remember
1. Find your target ____________ before you

decide to develop any ______ ___________ to
sell.
2. ______ marketing campaigns take the

guesswork out of creating high-demand info
products from scratch.
3. ______________ your virtual enterprise to

increase the _____________ __________ of
your customers.

Module 13
Detailing and Perfecting
The Sales Process
Chet Holmes

Module 13: Detailing and Perfecting the Sales Process
directed by the speaker who is presenting this module
Rule: You can’t improve something that you haven’t identified.
So let’s break down your sales process: whether it is on the web or in person.
Step one: Establish credibility, build rapport
Workshop: Building rapport and credibility
Think (and write down) your two best relationships (client relationship if you have
been in sales, personal relationships if you haven’t).
Write down the top three to five reasons why those are great relationships
(Example: We share a lot in common.)
Turn those reasons into rules. (For groups of 4 or more, break up into small work
groups.) Example: Look for areas of common interest.
Now rank the rules in order of importance. Example:

• Genuine interest in helping them succeed.
• Learn a lot about them and their business.
• Find common areas of interest.
• Build trust, etc....

What are the ideal ways to build credibility fast?
Give us some kind of an education on some area of your industry that would show
that you are an expert: Teach us something?
Workshop: Another powerful method of establishing rapport is to ask good

questions. What are the six questions you will ask every prospect and why are you
asking each and every question (what’s the objective).

From Chet’s training, what are some good questions to ask in almost every single
situation?
1.
2.
3.
4.
5.
6.
7.
Now add some of your own questions that are specific to your situation:
1.
2.
3.
4.
5.
6.
7.

Workshop: Build Value / Website

This is where you’d introduce market education into the sales situation (Whether
this be live, on the web, on your brochure, etc…).
Let’s write the actual dialogue used to introduce market education into a sales
situation:
Chet to provide sample dialogue in training module (now write yours):
What are some sample titles of buttons on your website that would engage a
prospect and make them want to take your “tour” (See Chet’s training module for
more detail).

Workshop: Features vs Benefits.

What are some ways to “Create desire” in your prospects? What are some pain
points that would motivate them/ Write a few right now:
1.
2.
3.
4.
5.
Major benefits of having your product or service?

1.
2.
3.
4,
5.
Have you just written features or benefits? Examine based upon Chet’s training.

Workshop: Integrity-based selling.

What are some “integrity-based” questions, statements, approaches or positioning
you could be using that would motivate your buyer to buy because of WHO they
are, rather than WHAT you sell?
What are other questions you can ask that will help the prospect realize either how
important, how valuable or how costly it is to NOT move forward?

Workshop: Inducing the prospect to make a decision now!

What other inducements can you bring into the sale to make it sweeter? (See
module for many ideas): Write some ideas for you right now.

Module 14
Peter Sage

Module 14: Integrity Based Selling
by the

By Peter Sage
Integrity Based Selling combines the power of _______ with

the concept of selling the right ________ to the right _______
for the right ________.
PHASE 1 - First let’s talk about the role of Identity:
Three Powerful Facts:

1) People never rise above the opinion of _______________ EVER!
2) The most powerful force in the human personality is the
_______ to remain ___________ with how you define yourself.
3) How you see yourself determines your _____________ and
most importantly what you ________
The Self Sabotage Principle:
The Thermostat – The hidden determiner between your ______
and your _________
$1M Question:
What is my ________ honestly…?
I truly believe that as a _________ I am _________ $________

PHASE 2 – Using it
OK, now that you understand how powerful Identity is let’s see
how we can use that knowledge to our advantage when it comes
to increasing our sales.
Integrity Based selling focuses on getting people to buy because

of ____________________ not _____________________.
Step 1:
Describe your target customers.
List their characteristics:
Write their Profile:
How you perceive them:
What do you think is most important to them?

Step 2:
Build up their identity with your product.
Now you have identified how they see themselves, Write as
many things as possible as to how and why YOUR product or
service builds up, supports or increases value to their identity:
Step 3:
Show the downside.
Powerful Organising Principle: If they feel their identity is compromised
through not taking your product it becomes very compelling for them to buy it!
In what ways could it affect their identity if they did NOT buy
your product / service?

Step 4:
Incorporating Integrity based selling into your marketing.

Examples of great questions to ask your clients…

• As an (insert identity) what is most important to you?
• How would you like others to see you?
• What are some of the situations you would do almost anything to
avoid happening?
• (What would happen/ how would you feel if it did?)
• What people or companies do you look up to / respect the most (in
their industry sport or profession etc) and why?
• What would have to happen in order for you to be a better (X)?
• What is the Price of NOT having this?
• What has it cost you to not have this? How do you feel about that?
Are you happy to settle for that or do you value yourself more?
• If you are an X then this is the product for you, If you are just a Y
then settle for that instead
• Have you ever seen yourself as X? What would happen if you
could?
• What could this mean to you 6 months from now?
• Do you think you could become a better X as a result of taking
this step?
• What other great things do you think will happen to you as a
result of buying this?
• How much (happier, more efficient, stronger, profitable etc) can
you see yourself once you have mastered this?
• What does that mean to you?
• Use endorsements from people or companies they aspire to be:


BONUS SECTION: Upgrading your identity

Answer these questions:
1. What beliefs do I have that may have been holding me back?
2. What beliefs would I have to change in order to remember who I really

am?
3. What habits would I have to adopt, condition or change in order to

reinforce or become this person?
I AM….
I AM…
TITLE
WHO
AND
I AM…
TITLE
WHO
AND
Incredible
Entrepreneur
Never gives up
Eats cold calls for breakfast
Resourceful
Influencer
Seamlessly
Produces outstanding results
Relentless
Marketer
integrates what I
•
Always finds a way to make
Example
Dynamic
World class
learn with ease

•
things happen!
Spots and seizes

opportunity from
nowhere

Module 15
Guerrilla Public Relations
Jill Lublin

Module 15: Guerrilla Public Relations
“It’s Not Who You Know,

It’s Who Knows You”
Presented by
Jill Lublin

by the
Who Are You? . . .

in 30 seconds or less
1)
Ooo-aah factor
_________________________________
_________________________________
_________________________________
2)
Expertise
_________________________________
_________________________________
_________________________________
3)
What’s Your Hook?

_________________________________
_________________________________
_________________________________

Repositioning - Creating Spin

• Determine your hard-hitting emotional
story!
___________________________________
___________________________________
___________________________________
• What is your reason for being in this business?
___________________________________
___________________________________
___________________________________
• People want to be affected where they feel the
most - “give it to “em” in the heart and guts
___________________________________
___________________________________
___________________________________

Your Press Release . . .

Grab ’em Fast
• Use Statistics
___________________________________
___________________________________
___________________________________
• First paragraph is the most important
___________________________________
___________________________________
___________________________________
• Contact Information
___________________________________
___________________________________
___________________________________

15 Things Media Hates!

1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
11)
12)
13)
14)
15)
Not Taking “No” For An Answer

• DON’T whine if you get rejected—try again
• DON’T make 500 phone calls after the say “No”
Long News Releases
Lying, Hype & Misrepresentations
• Untrue Claims
Lack of Preparation
• If you don’t know your message and “hook”
• When you don’t know anything about the program,
magazine or newspaper
Small Talk
Overkill
• DON’T send videotapes unless requested
• DON’T treat your media appearance like an infomercial
No repeated cold calling
Freebies
Name Dropping
Lack of Focus
Confirmation Calls
Gimmicks
• DON’T send “sneaky” press releases with no
information
Not Following Up Requests
Same Ideas
Getting Upset
• When we say “No”, DON’T say “Why Not?

15 Things Media Loves!

1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
11)
12)
13)
14)
15)
News
Brevity - Be Clear!
Knowing Targets
• Know the show you are pitching
Relationships
• People who build relationships and work on relationships
versus “pitching” the producers
Preparation
• Remember the media you are pitching to:
o with radio--watch your voice
o with TV have strong visuals
Broad Appeal
• When the story feeds into something larger--such as a
trend
Ties
Experience
Visualization
Celebrity Tie-Ins
Prompt Response
Courtesy - People who watch the timeline and appreciate
the volume that editors get
• An editor at Fast Company gets 50-100 e-mails per day
and 10 books plus dozens of phone messages
Visual Aids
No Road Blocks
A Pleasant Attitude

Entrepreneur Magazine
• Professional presentation-easy to read
• Artwork and sample, if appropriate
• Relevant and memorable
• Earnest
• Production is March for June’s issue
• For a June issue – writer’s deadline is January 15

TOP TEN TIPS FOR WRITING A PRESS RELEASE THAT WILL GET NOTICED
1. Type, never handwrite. Double space, use BIG margins, and leave lots of white
space. Editors use the white space to edit.
2. Avoid BIG letterheads. They take up space on the page and can shout, "my
message is weak, but look at my credentials."
3.
Type the press release on your stationery.
4. Name the contact. Skip a few lines below the letterhead and list the person to
call for more information. Listing a home phone (or cell phone / beeper) in
addition
to the business number indicates your willingness to be helpful. It is best to have
the
contact someone else other than the President or
owner of the business.
5. Provide release instructions. Either FOR IMMEDIATE RELEASE or FOR
RELEASE MONDAY JUNE 8TH. Do not leave too long a time, though, or your
release will likely be buried or forgotten. If possible, leave off the date so you
don't
become dated.
6. The headline should catch their attention, snappy without giving away the whole
picture.
7. The first two words are the place where the story originates (city, state)…put
it in
parentheses and put three dots after.
8. Write concisely. The first paragraph should answer the 4W's: who, what, where,
and why.
9. The mechanics: Keep the release to one single page, if possible. If you need
more than one page to complete the release put - "more" - at the bottom center of
the
page and be sure the pages are numbered. The succeeding pages should be "slugged"
that is, tagged with an identifying headline or subject reference, for example:
"ANOTHER GREAT SEMINAR - 2".
10. When you reach the end of your press release, use either four # signs centered
in
the page or - END - centered in the page.

20 Questions to Keep You on the Guerrilla Publicity Track

1)
2)
3)
4)
Do you know who you are and what you do?

Can you express it positively and clearly in under 30 seconds?
Do you always carry your business card and ask for others?
Are you impressed by the quality and design of your
materials?
5) Are you consistent in creating the image you desire to
project?
6) Is your information completely truthful and not over hyped?
7) Do you know what’s special about your story?
8) Can you specifically define your potential customer?
9) Have you written an article about you and your business and
sent it with a photo to your media list?
10) Do you send your materials or articles out six weeks before
the publication’s deadline?
11) When something exciting happens with your business, have
you sent out a press release?
12) Do you have a media list appropriate to your business that
will reach your clients and potential customers?
13) Are you thoroughly familiar with the media you have on your
list?
14) Do you follow up on anything that you have sent to the press?
15) Are you prepared to respond with five or six “why I’m news”
points to the media’s calls to you?
16) Do you update your media list every three months?
17) Do you stay in touch with your media contacts on a regular
basis?
18) Do you send acknowledgment notes to those who refer
business or support you in other ways?
19) Do you participate in social and community activities?
20) Do you help others get business by networking?

Module 16
The High Art of Getting
Appointments With Anyone
Part 1
Chet Holmes

Module 16: The High Art of Getting Appointments With Anyone, Part 1
(Follow along and fill in with the video)
What can you create that will provide “superior access” to your buyers?
What are some ideas offered by Chet that may be applicable for you, just as a
method of helping you gain faster, easier, smarter or more potent access to your
buyers?
•
•
Elements of telephone pitch. (Covered in the video training)
1.
2.
3.
4.
5.

Workshop: Cold calling best buyers.

Make a quick stab at your opening telephone pitch. For current clients, write three
reasons to invite them back. We’ll go deeper on this in a moment, but have a crack
at it right now to warm-up.

Workshop: Gatekeepers
How many times can you send the gate-keeper back and what will you say each
time?
1.
2.
3.
4.
5.
Workshop: Who should you be selling to, ideally? Who has the authority to say
yes without checking with someone else in order to buy what you sell?
What’s easier to sell for you initially, that gives you easier access?

Workshop: Write down ideas for orientations that you could give to your Dream
100. Remember, this should grab their attention and be about problems facing
them.
Example: The nine ways you’re wasting money on your voice and data spending.

Developing your full appointment getting script

The exec comes to the telephone:
What’s your opening to hook them quickly?
What’s the story you have to tell, something that continues to be “curiosity
driven.”
Who else can you name-drop that will raise credibility? Build value?
What are pain points that might motivate them to want to meet with you?
What’s your close?

What if they say no? (On average it takes 8.4 no’s to get a yes) What do you say?
Then next?
Then next?
Then next?
Then next?
Then next?
Then next?
Then next?
Remember, the one with the most passion wins.


Module 17
The High Art of Getting
Appointments With Anyone
Part 2
Chet Holmes

by the
Time to go deeper:
In the “Dream 100” module, there is very good and detailed information about
sending gifts, including an excellent workshop with many gift ideas and headlines.
Now we’re into nuts and bolts of the sales process to help you get those big
appointments.
If you got the appointment, after applying “The high art of getting an appointment
with anyone, part I,” --what’s the first thing you want to do after you got the
appointment?
Answer (see Chet’s training):
Workshop: What is the content of your follow up fax after you’ve secured an
appointment? Put down some ideas right here:
Outline your first follow up if the client rejects you. (See, Chet’s training).
What would your first follow up say?

Workshop: One page promo

Let’s outline an excellent one page promo piece that describes your first meeting
with the prospect/affiliate, etc…
(See Chet’s training for the elements)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Finish a draft right now:

Workshop: A CD or cassette tape.

What would be the outline of what you’d say on your CD?
• Remember that your title has to be all sizzle.
• The content works best if you actually teach me something.
• Start with some wow’s.
• Build/unfold to the logical next step in a way that really makes them want it.
• Tell ‘em what you want to tell ‘em. Call to action.
• What would you do after sending this?
Flesh out some ideas right now.

Module 18
Professional Presenting
Rules and Skills Training
Chet Holmes

Module 18: Professional Presentation Rules & Skills Training
Building an awesome training or presentation tool -- workbook material
Workshop: Starting your core story
What are important sales points you need to make?
(List some here)
1)
2)
3)
4)
5)
Now, how would you SHOW these sales points in a visually compelling way?
(Draw some examples below. Ideas might include: A bar chart, pie chart, a photo
or line drawing, something amusing or entertaining, etc…)
(Watch the rest of Module 18, then complete the rest of this workbook module)

Let’s further structure your presentation.

Using some of the work you’ve done on your core story, let’s outline your
presentation a little more thoroughly.
Or, if you are in the kind of business where you are less like to create a
presentation (such as retail), let’s create your core training module. This would
say
everything you’ve ever wanted to say to a new employee.
So right now, design your Table of Contents or “areas covered”:

As an exercise to get your juices flowing and enable you to get input and
reactions,
let’s design a quick five-panel presentation (or training tool). This means,
creating
the header, then the bullets and then the graphic you think you need to achieve the
proper impact.
Header:
Bullets:
Graphic
¾
¾
¾
¾
Header:
Bullets:
Graphic
¾
¾
¾
¾

Header:
Bullets:
Graphic
¾
¾
¾
¾
Header:
Bullets:
Graphic
¾
¾
¾
¾

Header:
Bullets:
Graphic
¾
¾
¾
¾
Header:
Bullets:
Graphic
¾
¾
¾
¾

Header:
Bullets:
Graphic
¾
¾
¾
¾
Header:
Bullets:
Graphic
¾
¾
¾
¾

Header:
Bullets:
Graphic
¾
¾
¾
¾
Header:
Bullets:
Graphic
¾
¾
¾
¾

Header:
Bullets:
Graphic
¾
¾
¾
¾
Header:
Bullets:
Graphic
¾
¾
¾
¾

Header:
Bullets:
Graphic
¾
¾
¾
¾
Header:
Bullets:
Graphic
¾
¾
¾
¾

Header:
Bullets:
Graphic
¾
¾
¾
¾
Header:
Bullets:
Graphic
¾
¾
¾
¾

Header:
Bullets:
Graphic
¾
¾
¾
¾
Header:
Bullets:
Graphic
¾
¾
¾
¾

Header:
Bullets:
Graphic
¾
¾
¾
¾
Header:
Bullets:
Graphic
¾
¾
¾
¾

Header:
Bullets:
Graphic
¾
¾
¾
¾
Header:
Bullets:
Graphic
¾
¾
¾
¾

Header:
Bullets:
Graphic
¾
¾
¾
¾
Header:
Bullets:
Graphic
¾
¾
¾
¾

Research
In order, if you really want to dominate your market, the first thing you should do
is conduct research. For example, when we had a calendar company as a client, we
helped them discover that their market was shrinking, hence changing their
strategy from going after small gift shops to going after large chain retailers
like
Wal-Mart. So point one, you want to look at the size of your market over the last
several decades. The United States Census Bureau keeps outstanding records of
every industry. Number of units, employees and gross sales, and the data can go
back into the 50’s.
You get some great “wows” (explained on videos) when you look at data over
several decades.
Research items you’d like to know, just to make yourself an expert.
1. Size of market:
a. Annual billings for the entire industry. For example, if you’re in real estate,
you want to know how many houses are sold each year and how much
money is spent in this area. This positions you as an expert. So for any
industry, you want to find out how many units are sold, or how much spent,
etc…
b. You also want to find out how many brokers there are. How many people
employed, etc.?
c. You also want to find out how these numbers have changed over the last few
decades. It is in THIS part of the research that you find the “wow’s,” as
described both in “Strategy Versus Tactics” and in “Effective Presenting.”
2. Major trends? Most trade journals that cover an industry do an “annual wrap
up” on the industry. What they don’t do is compare that data over the years. So
if you can get ten years of that particular industry, you can find correlations
that
literally make your clients say “wow” out loud. We had one client where we
did some research and then laid out for them all these trends that they had never
noticed, even though all the data came from their trade journals that they read
religiously. When you’re looking to make correlations, it changes perspective
and gives you superior weapons to your competitors.
3. The bad news. Ultimately, bad news motivates much more than good news
(explained in the sessions with Chet). What’s going on in your industry that’s

painful? Are companies going out of business? Is competition out of control,

etc.
4. You have a sense of your own industry; so can think through other areas that
would be telling. What other areas are there that you’d want to research?
Market data arms you over your competitors. They never stop to work ON the
business and this gives you a superior advantage. Even if you’re in a retail
setting, know the details, you’ll find the trends. For example, if you’re in the
jewelry store business, find out how much is spent on each area, how has it
changed over the years, how many jewelry stores are there, etc. Knowing your
market better than your competition will give you some surprising advantages.
5. For a more detailed example of an actual research document, see: “Research
Doc For Teaching.” This lists a ton of bullets that dramatically set up the “core
story” this company ended up telling. A core story that created a 35% increase
on their business in the first year, after several years of no increases at all.
But for now, RIGHT now, list some areas that you would like to have researched:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
More guidance/stimulation to come.

Core Story Elements

A.) Name at least five pain points that would motivate your buyers to become
more interested in your products or services. Be clear, this is the step where
you are trying to get their attention. Motivating them to buy ONCE, you have
their attention. That is the next step. For example, if you were selling to
Foundries, you might say: “Half of all foundries have gone out of business in
the past few decades. Learn why and how to avoid it.” Another example: If
you were selling training programs to HR executives, you might say: “98% of
all HR executives admit that they’d like to do a better job on retention. Here’s
a superior method that’s totally painless.”
Both of these statements, by the way, are true. To discover these things, we
researched the market on behalf of our clients. This step is to force you to
think through how market data might help you find the pain points that really
GRAB the attention of your buyers, helping to open the doors more easily for
you. This is thoroughly explained in “Strategy Versus Tactics.” At this point,
we want you THINKING before you deploy. List more pain points/research
items that might really grab the attention of your buyers.
1.
2.
3.
4.
5.
What measurable data, facts, comparisons, illustrations, construction, performance

levels and buying criteria do you want/need to know and include? Where will you
get it, i.e., research, vendors, analyzing data, etc?

B.) Name at least five pain points that would really motivate your buyers to buy
faster. (The first exercise was to find ways to “grab attention.”) Now that you
have their attention, how do you motivate them to take action faster?
1.
2.
3.
4.
5.
Describe, define, name the problem, challenge, question or issue for which your
company, product, or service is the only viable solution. Explain why you alone
can do it for them.

C.) Name at least five pain points that would motivate your buyers to buy more
(this is different than faster).
1.
2.
3.
4.
5.

Name five pleasures the prospect/client should want to attain, achieve, experience,
or get from your product, service or company at work for them.
1.
2.
3.
4.
5.

Module 19
Perfecting Your Follow-up:
Keys to Future Success
Chet Holmes

Module 19 – Perfecting Your Follow-up:
What is the most perfect first follow up after a client interaction or sale is
made.
Right now, design what you’re going to do as follow up step number one:
If it’s a letter or an email, what is the ideal structure (as per training from
Chet).
How can you alter this for you?
Workshop: Designing your follow-up structure (feel free to add elements that
may apply to your business):
1.
2.
3.
4.
5.
6.
7.
Workshop: Creating your standard FIRST followup (compose a rough draft
right now):

Workshop: Second follow up. What are some ideas you have?
When should it go out? Plan it right now.
If it’s a phone call, what is the script?

Workshop: Third follow up. What are some ideas you have?
Flesh out your idea a little more right now:

Workshop: Fourth follow up. What are some ideas you have?

Workshop: Fifth follow up. What are some ideas you have?

Workshop: Sixth follow up. What are some ideas you have?

Workshop: Seventh follow up. What are some ideas you have?

Workshop: Eighth follow up. What are some ideas you have?

Workshop: Ninth follow up. What are some ideas you have?

Workshop: Tenth follow up. What are some ideas you have?

Module 20
Subconsciously Seeking Success:
Goal Setting for
Increasing Results
Chet Holmes

Module 20: Subconsciously Seeking Success:
Goal Setting for Increasing Results
by the
Affirmation Workshop
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Goal Writing Workshop

Let’s put the Reticular Activating System (RAS) to work (on purpose) at attracting
some great
thing into your life.
Write Down 5 Lifetime Goals

Lifetime Goal #1: ______________________________________________________
Lifetime Goal #2: ______________________________________________________
Lifetime Goal #3: ______________________________________________________
Lifetime Goal #4: ______________________________________________________
Lifetime Goal #5: ______________________________________________________

Write Down 5 Annual Goals

Annual Goal #1: ________________________________________________________
Annual Goal #2: ________________________________________________________
Annual Goal #3: ________________________________________________________
Annual Goal #4: ________________________________________________________
Annual Goal #5: ________________________________________________________
Write down the desired annual income each year for the next 5 years.
Income Year 1: $_______________
Income Year 2: $_______________
Income Year 3: $_______________
Income Year 4: $_______________
Income Year 5: $_______________
5 things you’ll do each month to improve productivity!!

Productivity #1: ________________________________________________________
Productivity #2: ________________________________________________________
Productivity #3: ________________________________________________________
Productivity #4: ________________________________________________________
Productivity #5: ________________________________________________________

Keep Focused
This next statement deserves your full attention. “If you can constantly focus on
the things you want and close your mind tight against the things you don’t want,
before long you’ll start to see things happen in your life you once only dreamed
of.”
Using your sub-conscious to make your business contacts more receptive: From
the one-minute Sales Manager . . .
“Do one minute of visualization and affirmation because
it increases self-confidence, transmits a sense of confidence
which attracts others and helps make prospects more receptive.”
Feed Your Mind Success Or Be Fed Garbage

If you don’t work at feeding positive goals, attitudes and thoughts into your
subconscious mind, life’s negativity will have greater influence over your life.
Your mind is like a garden. Weeds grow on their own. You must tend the
‘garden’ of your mind everyday and plant the seeds of positive thoughts daily.
Focus Like A Laser Beam On What You Want!!

Summary
Positive self-talk every day makes a huge difference in your attitude!! Your RAS
will focus on whatever you give your attention to . . . Positive or negative. A few
affirmations you could use to focus your mind are:
⇒
I attract success like a magnet.
I only think positive thoughts.
People are instantly attracted to my happy personality.
Success comes to me easily and effortlessly.
Read motivational books, listen to tapes and use affirmatives before you sleep and
before you get out of bed. Review your goals daily.

Can you draw between the lines using only a mirror to guide you?

Module 21
Referral Workshop:
Implementing formal referral systems in your
business to grow profits and acquire new clients
Michael Alexander

Module 21: Referral Workshop
Referral Workshop
Formal Referral Systems can create more profits, more clients and more new
business than you ever thought possible. As with all great systems, however, the
key is proper implementation. Use this workshop time to answer the following
questions and create your referral system implementation plan. Then,
IMPLEMENT!
What is the lifetime value of your client?

How much profit do you earn from an average client initially?
How often does an average client repurchase yearly?
How much profit do you earn from an average client repurchase?
For how many years does your average client buy?
What is the lifetime value of your client (i.e., $100 initial profit +
[($50 repurchase profit X 4 times per year) X 3 years] = $700 average
lifetime value)?

Types of Referral Systems:

Endorsement Letters
Let’s make an endorsement letter template for your clients to send to their
colleagues/associates/friends
• Intro…Why is your client writing to their colleagues / associates / friends?
• How did your client find your company? How was your client feeling about
your company before they did business with you? Why did they decide to do
business with you?
• What has happened to your client’s business/life as a result of working with

you?
• What can you offer your clients to compel them to refer you business?
• What is the action step you are asking your referral to take and within what
timeline must they take the action step?

Referral Generating events

• Who if anyone will sponsor your event?
• What is the theme or purpose of your event?
• Why would a referral choose to attend your event?
• Who will be invited to your event?
• How will you capture each prospect’s contact information?

Independent Referral Partners (“IRP”)

• Who are your dream clients?
• What individuals do your dream clients trust?
• What individuals currently do or formally did business with your

dream clients?
• What organizations or associations provide a service to your potential

IRPs?
• What organizations, websites or databases maintain current contact

information for your potential IRPs?

• What benefits will your IRP receive from referring you clients?
• What action are you asking your IRP’s to do for you first (i.e. set up a
meeting, lunch, presentation etc.)?
• What action step are you asking your referral to take first?
• What can you offer your referral to compel them to do business with
you?

Strategic Alliances
• Who has a complementary product or service to yours?
• What products or services are sold in the same time frame as your
products or services (i.e., a new home purchaser may quickly install a
pool, hire a landscaper and build a deck)?
• What benefits will your Strategic Alliance partner receive from

referring you clients?
• What can you offer your Strategic Alliance partner’s customer base to
compel them to do business with you?

Ask your clients to refer you to their colleagues,

associate and friends:
• Remind - Have you reminded your clients of the value they received
from your product or service?
• Initiate action-“Do you have your rolodex handy?”
• Specify - “I would like you to refer me specifically to

____________(type of person or company, the more detailed, the
better)”
• Future pace- “the results the referral will experience

are__________”
• Ask for help – “you can really help me by ________ (calling their
referrals right now, writing an endorsement letter)?

• Follow Up - When and how often are you following up with the
prospect?
• Quantify - “I would like you to refer us to _______ people”
• Offer –“We are going to offer all of your referrals ___________”
• Reward - What will you offer your clients for referring you
prospects?

Employee Referral Programs

• What interests or hobbies do your employees have?
• What are your employee’s short and long term goals?
• What themes or contests can you employ to generate friendly

competition between teams of employees in order to produce referrals
(e.g. Final Four)?

Networking Groups:
• Who are the local networking groups (e.g. Alumni Associations,
Trade Associations, Rotary Club, Chamber of Commerce, Le-Tip,
church, synagogue, temple, etc.) in your area?
• What are your specific areas of interest?
• What kind of networking group can you create around that specific
area of interest?

Incentive programs for existing clients to refer new

business to you
• Based on the lifetime value of a client what percentage of that value
are you willing to offer your referring client for their referral?
• What interests or hobbies do your existing clients have?
• How can you help your existing clients achieve their goals and
dreams?
• What are some activities, products or services that your existing

clients would enjoy but that they would never do for themselves?

Implementation
• What referral systems did you learn today that you will implement in
your business?
• Which Referral systems will you implement first?
• Who is responsible for implementing each referral system?
• What variables will you test in each referral system (e.g., headline of
your endorsement letter, $ amount offered for each referral)?
• For how long will you test each referral system?

• How many referral programs will you test in the next 90 days? 6
months? 1 year?
• What will a successful referral program look like?
• What obstacles will you encounter in implementing your referral

programs?
• How will you overcome those obstacles SPECIFICALLY?
• What other steps must you take to ensure that you will implement
your formal referral programs immediately?

Module 22
Prioritizing and Maximizing
Your Opportunities
Scott Hallman

Module 22: Prioritizing and Maximizing Your Opportunities
Step 1
Identifying Your Top Profit Opportunities
It is a simple as creating a list of the opportunities that you are
excited about, which you believe can produce measurable results.
This list might include 10-25 items or more…
Opportunities
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
Ranking
______
______
______
______
______
______
______
______
______
______
______
______
______
______
______
______
______
______

Step 2 - Initial Ranking of Opportunities

Next, go back to your list of opportunities that you believe will produce
measurable profit results and rank them as priority 1,2 or 3.
Step 3 - First things First

How will you determine what to work on first? What criteria will you
apply? In order to determine the answer to this question, you must first
determine your selection criteria.
Step 4 - Power Ranking the Top Opportunities

Next, go back to your list of priority #1 opportunities and apply your
criteria to each one, this will clearly determine what you MUST work on
first, second, etc.
Step 5 - Select the Top 3 Opportunities

Ok, now the painful step. Circle the top 3 you will work on and rank
them 1,2,3. (NOTE: This is very difficult for the people that are use to
working on five things at once)
Step 6 - Setting Realistic Expectations

Once you decide on the highest priority opportunities, you then need to
establish realistic expectations as to what you want to achieve and by
when. Failure to do so will consistently result is failed projects.
Step 7 - Developing The Plan - The Profit Map™

Once you determine the top opportunity you and your team will work
on, the final step is to develop the plan for how you will execute and
implement the various tasks AND Hierarchy the action steps.

tm
The Profit Map in Action
tm
It’s ALL about IMPLEMENTATION


Tests For Selected Modules
Modules 2, 3, 4, 6, 7, 8,
13, 16, 17, 18, 19 & 20
Chet Holmes
A Test For: Module 02

Business Secret’s of the World’s Most Effective Entrepreneurs
Name:_____________________________________________________
Total Score: (6 points for each correct answer) ________________________
1.
The best type of training is “The Tribal Method,” where information is passed from
person to person.
(Circle one)
True
False
2.
The training you do today has little or no impact on your future.

(Circle one)
True
False
3.
The two key traits that make great salespeople are: ____________________
and _____________________
4.
According to Sun Tzu’s Art of War, what is the number one essential of victory?
__________________________________________________________
5.
The main difference between the top performing offices and the worst performing
offices in the same corporation is:
(Circle one)
a)
b)
c)
d)
6.
The employees in the top performing offices were paid more than the
other offices.
The level of communication between managers and staff was higher in the
top performing offices.
The top performing offices were in better geographical regions.
The employees in the top performing offices had higher I.Q.s.
Training has a positive impact on the following areas:

(Circle all that apply)
a)
b)
c)
d)
e)
Time
Money
Company Unity
Performance
Relationships
7.
The best time to learn a new skill is at the time of crisis (Heimlich maneuver).
(Circle one)
True
False
8.
The first impression made on employees impacts their performance throughout the
entire length of their employment with your company.
(Circle one)
True
False

9.
Which of the following is important when you hire a new employee:

(Circle one)
a)
b)
c)
d)
Explain the dress code.

Explain when breaks may be taken
Offer a comprehensive introduction and initial training program.
Have other employees introduce themselves in a friendly manner.
10.
Most people love, and enjoy, the opportunity to learn new things.
(Circle one)
True
False
11.
Mandatory training is not necessary if the training is good.

(Circle one)
True
False
12.
Repetition of core concepts is not an effective training practice.

Bring more and more new material to your staff all the time.
(Circle one)
True
False
13.
What is the only way to teach an old dog new tricks?

(Circle one)
a)
b)
c)
d)
Punish the dog.

Make the training fun.
Repetition
Be very precise about what you want.
14.
Define the term “workshop training”:

______________________________________________________________
______________________________________________________________
15.
Role-playing is an inept method of training.
(Circle one)
True
False
16.
Tests are for high school students; they are inappropriate for
company training settings.
(Circle one)
True
False
17.
When faced with improving tasks or resources, training only improves tasks.
(Circle one)
True
False
Please Note: This test should be copied for repeated usage, but only by the
original purchaser of this program, not to be used
or resold for profit. Uses for the test: a) Used as a primer before viewing the
video, this test will prompt you to note the important
points as they arise. b) The test should be given after viewing the video to show
how well you retained the information. c) The
test can be used as a vehicle to measure the comprehension of employees who view
the video (for current employee new-hires, or
any employee who uses the video for self-study or in a training situation). d) The
test can be given every eleven weeks as a
means for promoting memorization (the minimum acceptable level of learning) of the
material.

A Test for: Module 03

Time Management Secrets of Billionaires
Name:___________________________________
Total Score: (11 points for each correct answer, 99 - points = 100%) _________
1. In the course of a year, how much time do you think the average office worker
wastes rereading the same information without taking action?
(Circle one)
a) 24 hours b) 3 days c) 3 weeks d) 1 month
2. What is the rule to avoid this?_____________________________________________
3. What percentage of our time is spent on tasks that yield high results?
(Circle one)
a) 10%
b) 20%
c) 40%
d) 60%
4. When writing your “to do” lists, how many items should be on that list?_________
5. When it comes to time management, where should you concentrate your efforts
first? (Circle
all that apply.)
a)
b)
c)
d)
Hard projects
Get the details out of the way so you can do the tough projects
Projects that yield high results
Busy work
6. What percentage of all filed information is never referred to again?

(Circle one)
a) 15%
b) 32%
c) 62%
d) 80%
7. When something interferes with your schedule, what should you do?
_____________________________________________________________________
Having a “to do” list is more important than actually planning out each hour of
your day.
(Circle one)
True
False
8. List the Six Steps To Time Management:
1)____________________________________________
2)____________________________________________
3)____________________________________________
4)____________________________________________
5)____________________________________________
6)____________________________________________
material.
A Test for: Module 04

Become a Marketing Master:
The Super Strategist Wins Every Time!
Name:_____________________________________________________
Score: (8 points for each correct answer, 96 points = 100%) _________
1)
The average consumer will receive ___________ commercial messages per day.
a) 800
b) 200
c) 1,000
d) 3,000
2)
On average, how many attempts does it take to get an appointment today? ______
3)
When considering strategy and tactics, there are three types of executives; which
type of
executive is the most effective?
_______________________________________________________________
4)
As it relates to marketing and sales, define strategy:

_______________________________________________________________
_______________________________________________________________
5)
Define tactics:
_______________________________________________________________
_______________________________________________________________
6)
It is better to have tactics driving the proper strategy.

(Circle one)
True
False
7)
Define selling tactically versus selling strategically:

_______________________________________________________________
_______________________________________________________________
8)
What is the most strategic view of your company? (This question is not to be
graded.)
__________________________________________________________________
__________________________________________________________________
9)
What is the most strategic view of a railroad company?
__________________________________________________________________
__________________________________________________________________

10)
What are the three ultimate benefits your customers will receive from doing
business
with you? (This question is not to be graded.)
1.________________________________________________________________
2.________________________________________________________________
3.________________________________________________________________
11)
What do the initials “USP” stand for?___________________________________
12)
The ideal strategic position resets the buying criteria in the mind of the buyer.
(Circle
one)
True
False
13)
What is the current buying criteria for your product of service?

(This question is not to be graded.)
__________________________________________________________________
__________________________________________________________________
14)
In what way can you create a new criteria that resets the buying criteria in your
favor?
(This question is not to be graded.)
__________________________________________________________________
15)
In the 00’s, a slogan is corny and unnecessary.

(Circle one)
True
False
16)
A perfect slogan contains the following elements: (Circle all that apply.)
a) It rhymes.
b) It has a catchy tune.
c) It contains features about your product or service.
d) It contains a benefit.
e) A slogan positions your company above competition.
material.

A Test For: Modules 06 & 07

Dream 100 Sell / Seven Musts of Marketing
Name:__________________________________
Score: (5 points for each correct answer) ______
1.
Which of the following factors or criteria might be considered in making a profile

of the
“ideal buyer”? (Circle all that apply)
a)
b)
c)
d)
2.
Geography
Height and weight
Repetition of purchasing
Ability to buy
Explain the Dream 100 concept.

_______________________________________________________________
_______________________________________________________________
3.
The best buyers are influenced by other best buyers.

(Circle one)
True
False
4.
Customers For Life is a concept in which…(Circle all that apply)

a) You give such good customer service that you have the customer for life.
b) You will spend a lot more to acquire customers when you consider their “lifetime
value.”
c) You determine how much a customer might be worth to you over a lifetime.
d) You don’t care about new customers because you keep your current customers
happy.
5.
Conquest Strategy is an extension of the Customers For Life concept.

(Circle one)
True
False
6.
Your company should not have standard procedures to make customers feel special,
this
should be left up to each individual employee.
(Circle one)
True
False
7.
How much more does it cost to acquire a new customer than to retain a current
customer?
(Circle one)
20% more
100% more
300% more
600% more

8.
What percentage of your customers will buy more products or services if you make an
offer at the point of sale?
(Circle one)
20%
3%
6%
30%
9.
Customers are less likely to purchase from a previous vendor than they are from a
new
vendor. (Circle one)
True
False
10.
What are some of the benefits of Piggyback Marketing?

_______________________________________________________________
11.
Building a database that can tell you a multitude of information about your buyers,
is part
of what marketing strategy?
_______________________________________________________________
12.
What is Top of Mind Awareness?

_______________________________________________________________
_______________________________________________________________
13.
Which of the following is/are part of the Seven Musts of Marketing?

a)
b)
c)
d)
14.
Customer Education
Repetition
Public Relations
Piggyback Marketing
Explain the concept of Stacked Marketing?

_______________________________________________________________
_______________________________________________________________
15.
What is the most potent form of marketing?
_______________________________________________________________
16.
List some ways you can provide customer education.

_______________________________________________________________
_______________________________________________________________
17.
If you want a brochure to be read by your prospects, you should focus heavily on
your
company.
(Circle one)
True
False

18.
Direct mail is another excellent marketing weapon, but only if deployed:

a)
b)
c)
d)
All at once
On a regular basis
To a wide cross section of the population
To friends and family only
19.
Advertising creates the most “top of mind awareness.”

(Circle one)
True
False
20.
Which of the following are rules for effective advertising?

a)
b)
c)
d)
Ask for the order

Be distinctive
Don’t use features in your ad
All of the above
material.


How to Hire Superstar Salespeople
Name: __________________________________________________________
Score: (4 points for each correct answer, 96 points = 100%) ________________
1.
What are the two main traits that drive a superstar?

1.___________________________
2. ________________________
2.
Superstar salespeople are mostly guarded in an interview.

(Circle one)
True
False
3.
Most superstars do not waste time on difficult prospects, they quickly move to the
next
prospect.
(Circle one)
True
False
4.
If an interviewee is pushy and aggressive in an interview, it is a sure sign that

they are not
a superstar. (Circle one)
True
False
5.
The psychological profile of a superstar is irrelevant. Direct experience is

everything.
(Circle one)
True
False
6.
Be warned if the candidate has jumped around a lot or had unusual jobs, this
candidate is
probably not a superstar.
(Circle one)
True
False
7.
What of the following elements make an effective ad for attracting superstars?

a) Scare them away in the ad.
b) Make sure that they have industry-specific background.
c) The financial opportunity should be great.
d) The opportunity to build something will also attract superstars.
8.
It is better to sift through resumes than to tie yourself up on the phone screening
through
countless applicants.
(Circle one)
True
False
9.
If you do talk to candidates on the phone, be endlessly patient; let them show you
their
best side.
(Circle one) True
False
10.
If the candidate comes off a little arrogant, you definitely do not have a top
producer.
(Circle one) True
False
11.
What is one of the things you will ask the candidate to do before an interview?
______________________________________________________________
______________________________________________________________

12.
When you interview the candidates in person, your initial approach must be gruff,
in
order to challenge them right from the start.
(Circle one)
True
False
13.
Superstars become uncomfortable when you ask them questions about their roots.
(Circle
one)
True
False
14.
Childhood challenges are irrelevant, a superstar usually becomes a superstar when

they
hit the job market. (Circle one)
True
False
15.
If a candidate is overdeveloped in some area (sports, music, or in some specialized

knowledge) it is usually a sign that they are an intellectual, not a superstar.
(Circle one)
True
False
16.
Asking a candidate to rate themselves in specific areas is a futile exercise as all

candidates rate themselves very high in those circumstances.
(Circle one)
True
False
17.
True superstars are bored with self-help books.

(Circle one)
True
False
18.
It is unwise to get too intimate with a candidate before you go through the resume.
(Circle one)
True
False
19.
Most candidates leave jobs to look for greener pastures.
(Circle one)
True
False
20.
A candidate’s thinking process, their judgment, is not as valuable as their sales

skills.
(Circle one) True
False
21.
At the end of the interview, it is pointless to tell the candidate that you don’t
think they
can do the job.
(Circle one)
True
False
22.
It will serve no purpose to put pressure on a candidate in an interview, it will

only turn
them off to the position.
(Circle one)
True
False
23.
Motivating superstars requires constant challenging and disapproval from the

supervisor.
(Circle one)
True
False
or re-sold for profit. Uses for the test: a) Used as a primer before viewing the
video, this test will prompt you to note the
important points as they arise. b) The test should be given after viewing the video
to show how well you retained the
information. c) The test can be used as a vehicle to measure the comprehension of
employees who view the video (for current
employee new-hires, or any employee who uses the video for self-study or in a
training situation.) d) The test can be given every
eleven weeks as a means for promoting memorization (the minimum acceptable level of
learning) of the material.


Detailing & Perfecting the Sales Process
Name:____________________________________
Score: (7 points for each correct answer, 105 points = 100%) _____________
1.
Name the $even $teps to Every $ale. (The first step is to “establish rapport.”)
1)__________________________
2)__________________________
3)__________________________
4)__________________________
5)__________________________
6)__________________________
7)__________________________
2.
As it relates to sales, what is the ultimate definition of rapport?

____________________________________________________________
3.
How do top producers view the task of “establishing rapport?”

(Circle one)
a)
b)
c)
d)
4.
Establishing rapport is good to do, but not critical.

Be friendly, but keep things on a pure business level.
“Closing” skills are more important than rapport skills.
Establishing deep and meaningful rapport gives the greatest opportunity in all
sales
situations.
If you could boil it down, what one activity creates the most rapport?
(Circle one)
a) Talking constantly
b) Asking good questions and listening with great interest
c) Sharing personal stories about yourself
5.
What is the best way to find out the needs of your clients?
______________________________________________________________
______________________________________________________________

6.
What are the six questions you should ask every prospect? (These must be graded
by your organization.)
1. ____________________________________________________________
2. ____________________________________________________________
3. ____________________________________________________________
4. ____________________________________________________________
5. ____________________________________________________________
6. ____________________________________________________________
7.
What is the one comment you would make about your company if you wanted to impress
a client (This answer to be graded by your organization.)?
_______________________________________________________________
8.
What two opposing concepts, working together, help a salesperson create desire
in a prospect?
_______________________________________________________________
9.
What are some examples of problems that your clients face?

_______________________________________________________________
_______________________________________________________________
10.
What is the hardest objection to overcome?

_______________________________________________________________
11.
What is a good question to ask every prospect to find any hidden objections?
_______________________________________________________________
12.
How do the best salespeople close?

_______________________________________________________________
13.
What are the other ways to close a sale?

_______________________________________________________________
_______________________________________________________________
14.
It is not wise to make a prospect feel pressure when you are trying to close a
sale. (Circle
one)
True
False
15.
When compared to the cost of keeping a current client happy, how much more
expensive
is it to get a new client? (Circle one)
a) 50% more
b) 25% more
c) 100% more
d) 600% more
material.

A Test For: Module 16 & 17

The High Art of Getting Appointments With Anyone,
Part 1 and Part 2 (Mastering The Telephone)
Name:_____________________________________________________
Score: (8 points for each correct answer, 96 points = 100%)___________
1.
Circle the items below that you think are important when speaking on the
telephone.
a)
b)
c)
d)
e)
f)
g)
2.
Speak clearly.
Speak loud to emphasize your points.
Use a deeper tone of voice.
Sound relaxed.
Establish rapport by using charm.
Use a tone that shows authority and intelligence.
Give your sales pitch to the gatekeeper.
What should your main attitude be when you pick up the telephone?
____________________________________________________________
3.
Concerning the impact of your conversation, what percentage comes from the words
you
choose (versus the movements you make, or the tonality you use)? (Circle one)
a) 10%
b) 90%
c) 7%
d) 40%
4.
When trying to get past a gatekeeper, always let them lead the conversation.
(Circle one)
True
False
5.
Salespeople should be exceptionally friendly, especially in an initial conversation

with a
gatekeeper.
(Circle one)
True
False
6.
If a prospect tries to rush you, it means they are very busy. You should respect
their time
and shorten your pitch.
(Circle one)
True
False

7.
Why should you never pitch the gatekeeper?

______________________________________________________________
______________________________________________________________
8.
How can you avoid pitching the gatekeeper? (Circle all that apply.)
a)
b)
c)
d)
e)
Always lead the conversation.

Sound important, and show authority.
Answer all questions with enthusiasm.
Keep asking for what you want.
Make the gatekeeper go back to their boss as many times as possible.
9.
Should you tell your life’s story to the gatekeeper who wants it?
(Circle one)
Yes
No
10.
The one asking the questions is in control.

(Circle one)
True
False
11.
What can you design or create that will help make you irresistible to your
prospects?
a)
b)
c)
d)
12.
A night on the town

A great brochure or media kit
Information that helps them succeed
A special deal for buying quickly
You should lie, if need be, to get past the gatekeeper to your potential client.
(Circle one)
True
False
material.

A Test For: Module 16 & 17

The High Art of Getting Appointments With Anyone,
Part I and Part II (Getting Appointments)
Name:____________________________________________________
Score: (9 points for each correct answer, 99 points = 100%)__________
1.
What do you think is the main reason why most salespeople are mediocre?
_____________________________________________________________
_____________________________________________________________
2.
What percentage of salespeople stop pursuing clients after the first time the
client has
said, "No.”? __________
3.
What percentage of all salespeople drive in only 20 percent of the sales?

(Circle one)
a) 10%
b) 80%
c) 28%
d) 95%
4.
Is persistence considered obnoxious?
5.
What is the only quality that made “Rocky” a winner?
(Circle one) Yes
No
_____________________________________________________________
6.
What is the fastest, easiest way to get an appointment? (Circle one)

a)
b)
c)
d)
7.
A phone call
A fax
A letter
Go through a friend of the prospect
If you get the appointment, what should your next step be?
(Circle one)
a)
b)
c)
d)
e)
Celebrate.
Write it in your appointment book.
Fax a confirmation of the appointment.
Notify your boss and ask him for the best way to proceed.
Show up on time.

8.
If a prospect tells you that they are simply “not interested,” what should you do?
(Circle one)
a) Go on to the next potential client.
b) Make a file for trying again when you run out of potential clients.
c) Begin a campaign to get an appointment, no matter how many rejections you
receive.
d) Decide that sales is not the career for you.
9.
What sort of follow-up would you suggest after each letter sent to a resistant
prospect?
_____________________________________________________________
_____________________________________________________________
10.
Finish this statement: Once you call on a prospect, you stop only after …
_____________________________________________________________
11.
What is the main lesson taught by this session?

_____________________________________________________________
_____________________________________________________________
material.


Professional Presenting Rules & Skills Training
Name:__________________________________
Score: (5 points for each correct answer)_______
1.
“A prospect will retain only 20% of information that is communicated verbally, and
only 20% of information that is seen.” What is the percentage of retention when
information is communicated both visually and orally with professional presentation
materials?
____________________________________________________________
2.
Why is it important that your client has a high retention of the information that
you have
presented? (There are two main reasons)
____________________________________________________________
____________________________________________________________
3.
How much of the information stored in the brain is taken in through the eyes?
(Circle one) a) 10%
b) 20%
c) 25%
d) 85%
4.
What percentage of motivation is optically stimulated?

(Circle one) a) 10%
b) 20%
c) 40%
d) 80%
5.
How many images can the eyes capture in a single glance?

(Circle one) a) 15
b) 150
c) 1,500
d) 1,500,000
6.
The average person speaks at how many words per minute? ________wpm
7.
The brain is capable of taking in information at how many words per minute?
_____wpm
8.
Do visual aids cut down the amount of time you need to present ideas and
concepts? (Circle one)
Yes
No
9.
Given the same period of time, how much more information can you present if you are
using visual aids?
(Circle one) a) 2%
b) 12%
c) 22%
d) 40%
10.
Repeating the same core information several times during a presentation is not a
wise
idea.
(Circle one)
True
False

11.
When doing presentations, it is wise to put a great deal of information on one

page, the
more the better.
(Circle one)
True
False
12.
Spend a lot of time on each page of your presentation.

(Circle one)
True
False
13.
It is not your job to educate clients about anything except the facts about your
products or
services.
(Circle one)
True
False
14.
Telling relevant stories during your presentation will bore a client.

(Circle one)
True
False
15.
If you do tell a story which illustrates your point, a person’s recall will
increase by what
percent?
(Circle one) a) 2%
b) 3%
c) 26%
d) 50%
16.
When you are presenting, what you say (the words that you
choose) are far more powerful than how you say them (how you move your face
and body). (Circle one)
True
False
17.
You should never take over someone’s office when you are presenting. It is rude to
ask
them to come around the desk and sit next to you.
(Circle one)
True
False
18.
“I’m sorry for taking your time. I know how busy you are,” is the best way to begin
a
meeting with a busy client.
(Circle one)
True
False
19.
It is good to stand up when you are presenting to a group, but it is not advisable
to stand
up when you presenting one-on-one.
(Circle one)
True
False
20.
It doesn’t matter if your hands are in your pockets when you are presenting.
(Circle one)
True
False
material.


Perfecting Your Follow-up:
Name:_____________________________________________________
Score: (5 points for each correct answer, 90 points = 100%)__________
1.
Once the sale is closed, the job is done.

(Circle one)
True
False
2.
How long does it take for the “cool-off” factor to begin. (Circle all that apply)
a)
b)
c)
d)
3.
The minute you leave

At least one week
A few days
Less than a mile
What two things must you keep “hot” in your prospect’s mind?
_________________________________________________________________
4.
What becomes even more important in a sales call if you didn’t “bond” with your
prospect?
_________________________________________________________________
5.
Trust and respect are more important than closing skills.

(Circle one)
True
False
6.
How can you reduce the chance of your prospect forgetting the core reasons why they
were persuaded?
_________________________________________________________________
7.
What is the most powerful benefit of being in good rapport with your client?
(Circle one)
a) You gain influence
b) You have greater access
c) You become part of their inner circle
d) All of the above
8.
Does this statement describe the majority of your client relationships? “My clients
look
forward to my calls (visits).” (Circle one) Yes
No

9.
If a sales call goes extremely well, should you do less follow-up?

(Circle one)
Yes
No
10.
What are the elements of a good follow-up letter?

____________________________________________________________
____________________________________________________________
11.
How long should you wait, after an initial meeting, before your client hears from
you? (Circle one)
a) Within 10 days
b) Within a week
c) Within a few days
d) The same day
12.
Clients will think you are pushy if you follow-up within two days.
(Circle one)
True
False
13.
Does this statement describe you? “My clients will have lunch (breakfast, dinner)
with
me anytime I call.” (Circle one)
Yes
No
14.
It is far too pushy to send a follow-up letter after every single meeting with a
client.
(Circle one)
True
False
15.
Does this statement describe you? “At least once a month, I sit down and
handwrite a note to every client. I always enclose a humorous cartoon or item of
interest.” (Circle one)
Yes
No
16.
Crossing the lines of business and getting to know about my client’s family is not
proper for a salesperson.
(Circle one)
True
False
17.
Your job is to supply information about your product, not personal items of
interest to your client, and not materials about their business.
(Circle one)
True
False
18.
How would you go about surrounding the account?

____________________________________________________________
____________________________________________________________
material.


Subconsciously Seeking Success:
Name:______________________________________
Score: (9 points for each correct answer)___________
1.
2.
What percentage of self-talk is negative?

(Circle one)
a) 15%
b) 32%
c) 73%
d) 90%
What percentage of success is dependent on attitude?

(Circle one)
a) 2%
b) 7%
c) 52%
d) 85%
3.
What percentage of the brain is utilized by the conscious mind versus the
subconscious
mind?_______________%
4.
The subconscious mind accepts everything you tell it is reality.

(Circle one)
True
False
4.
Circle two totally necessary functions performed by the RAS (Reticular Activating
System):
a)
b)
c)
d)
Screens out unwanted noise and allows you to focus

Automatically zeros in on items of interest to you
Helps you go to sleep at night
Gives you insight and good judgment
6.
Name the two major modes of brain activity:

1. ______________________________ 2. _____________________________
7.
Which mode of brain activity is the most receptive to autosuggestion?

_________________________________________________________________
8.
The subconscious mind continues working to solve problems, even though the
conscious
mind has been stumped.
(Circle one)
True
False
9.
Of the two suggestions below, which is the better method for learning to do
something?
(Circle one)
a) Practice 4 hours every day
b) Practice 3 hours and visualize for one hour every day

10.
Why?_______________________________________________________
11.
When you sleep, your mind stops working?

(Circle one)
True
False
material.

Bonus #1
The Ultimate Business
Growth Plan
Chet Holmes
BGM 3.0 Bonus #1 - 1

Marketing Weapon Objectives

Target Goals per Marketing Weapon
Weapon Here
Goal You Want to Achieve
How Many Ways I Will Test This Weapon


Weapon Here


Weapon Here

Maximum Strategic Objectives Per Weapon

This is where Chet teaches the power of considering the maximum strategic
objectives that you can achieve per
marketing weapon (explained thoroughly in “Master Your Market: The Super Strategist
Wins Every Time!).
Weapon Here
List all the strategic objectives for each weapon & how you will achieve them


Weapon Here


Weapon Here

Resources & Responsibilities per Marketing Weapon
Weapon Here
Budget
Steps to Prepare
Resources Needed
to Deploy
Who is
Responsible
to Deploy

Resources & Responsibilities per Marketing Weapon

Weapon Here
Budget
Steps to Prepare
Who is
Resources
Responsible
Needed to Deploy to Deploy

My Marketing Calendar
(Now list which marketing weapons you will use when)
June
July
August
BGM 3.0 Bonus #1 - 10

Sept.
Oct.
Nov.
BGM 3.0 Bonus #1 - 11

Dec.
Jan.
Feb.
BGM 3.0 Bonus #1 - 12

March
April
May
BGM 3.0 Bonus #1 - 13

How many different ways can I effectively/continuously communicate with my clients

to keep
them bonded and what would each communication be focused upon. List and describe.
Move
this into your marketing calendar.
Who’s Responsible
Type of Communication
Content
To Do It?
BGM 3.0 Bonus #1 - 14

My Training Plan
Areas of my business that require ongoing, consistent and interval training. You
SHOULD be
using the modules from this program regularly. That is how you will achieve master
level
skills. Get your list of the modules from the two programs as you review this info
and fill in
what videos you will use with what people/departments to accomplish what goals.
Time
management should be repeated regularly, goal setting as well. Sales training for
salespeople,
etc.
List & Describe areas of your biz.
Then list the training that each area needs.
Then list how you will measure the results.
Then how you will reward improvement (time off, bonuses, raises, trips, prizes).
BGM 3.0 Bonus #1 - 15

Area of Biz/Person
Training Needed
(Can even put names)
Desired Result
Way to Measure
Reward for
Improvement
BGM 3.0 Bonus #1 - 16

Area of Biz
(Can even put names)
Training Needed
Desired Result
Way to Measure
Reward for
Improvement
BGM 3.0 Bonus #1 - 17

Training Calendar – Date____

Week 1
Week 2
Week 3
Week 4
Who needs
What will they

get
Who
Responsible to
give/how
supplied/which
video?
Time Allotted
BGM 3.0 Bonus #1 - 18

Training Calendar – Date ______

Week 1
Week 2
Week 3
Week 4
Who needs
What will they

get
Who
Responsible to
give/how
supplied/which
video?
Time Allotted
BGM 3.0 Bonus #1 - 19

Training Calendar – Date ______

Week 1
Week 2
Week 3
Week 4
Who needs
What will they

get
Who
Responsible to
give/how
supplied/which
video?
Time Allotted
BGM 3.0 Bonus #1 - 20

Training Calendar- Date _______

Week 1
Week 2
Week 3
Week 4
Who needs
What will they

get
Who
Responsible to
give/how
supplied/which
video?
Time Allotted
BGM 3.0 Bonus #1 - 21

Training Calendar – Date ________

Week 1
Week 2
Week 3
Week 4
Who needs
What will they

get
Who
Responsible to
give/how
supplied/which
video?
Time Allotted
BGM 3.0 Bonus #1 - 22

My Personal Training Calendar – Date _____

(CEO/Owner commitment to growth)
Week 1
Week 2
Week 3
Week 4
Areas I need to
improve
What I will do
to do so/which
video/exercises
Time I will
allocate
How I will
measure my
success
BGM 3.0 Bonus #1 - 23

My Personal Training Calendar – Date _____

(Your commitment to growth)
Week 1
Week 2
Week 3
Week 4
Areas I need to
improve
What I will do
to do so/which
video/exercises
Time I will
allocate
How I will
measure my
success
BGM 3.0 Bonus #1 - 24

My Personal Training Calendar – Date ______

Week 1
Week 2
Week 3
Week 4
Areas I need to
improve
What I will do to
do so/which
video/exercises
Time I will
allocate
How I will
measure my
success
BGM 3.0 Bonus #1 - 25

My Personal Training Calendar – Date ______

Week 1
Week 2
Week 3
Week 4
Areas I need to
improve
What I will do
to do so/which
video/exercises
Time I will
allocate
How I will
measure my
success
BGM 3.0 Bonus #1 - 26

What are the specific performance goals and metrics I’ll set for each component of
this plan?
How Will I Monitor And Measure These
Plan
Biggest “Key Breakthroughs” and major impacts in this document are:
I pledge to begin this plan on:

Day:
Date:
Location:
Signed:
Your Name and Title
For:
Company Name
BGM 3.0 Bonus #1 - 27

Bonus #2
CHI Fortune 500 Audit
Questionnaire
Chet Holmes
CHI Fortune 500 Audit Questionnaire
Marketing, Management and Sales Audit Questionnaire
This document is a hybrid of an audit used for the Fortune 500, combined and
altered specifically for
companies participating in the Business Growth Masters Series. Some of the
questions may seem unclear
(though we’ve tried to clarify them) or redundant. Answer what you think you should
answer, adjusting
for your particular type of business. The redundancies are designed to get more and
more out of every
person interviewed. It is also highly effective to have other management people and
some salespeople fill
this out as well. When you compare your answers you learn quite a bit about
perceptions of your key
people. When this document is used on large companies, it is accompanied with a
high level interviewer
who pushes the interviewees more and more to deliver content and customize the
content. Skip those
questions not appropriate for your type of business. Where appropriate, write not
just where you are,
but where you want to be.
General Overview
Name of Interviewee: ___________________________________
1. Describe your position:
a. How long have you been at the company?

b. What was your previous position?
2. What people, what books, what life factors have influenced and impacted the
person who is answering this
questionnaire.
3. Describe your training, your interests, and your hobbies. What do you do when
you’re not at the office, and
why?

4. Describe your family. Are you married? Are you divorced? How many children? How
is your health?
5. What is your greatest life achievement?
6. What one thing, more than anything else, do you want to accomplish in this
business before you get out?
7. Describe your company as a person.

a. Gender:
b. Personality traits:
c. Character:
8. Describe your company as a football team.
Who plays each position?
a. Owner:
b. General Manager:
c. Team Manager:
d. Quarterback:
e. Players:
9. Corporate structure: The following section is to force you to think through the
structure of your
organization. Fill in the boxes as appropriate. You may split the boxes to
represent a different reporting
structure, or create your own box, but this is an excellent exercise for an
entrepreneur serious about building
a bulletproof organization.

Please fill in appropriate

name, even if one person
is responsible for several
areas, write their name
in each of the areas.
Finance
CFO
Technology
(Now very
much a part of
every
company’s
strategy)
CEO
Finance, corporate vision,
ultimate strategic position in
the market, marketing, sales,
management and training
Marketing
or Sales
Operations
and Admin.
Your company many not

have four layers of
management to fill up the
boxes, but you should
continue down the org
chart to show what your
organization would look
like if it did have these
layers.
Manufacture
(product or
service
production/
development)
Other, could
be strategic
initiatives
If you have not filled in all the boxes, take this time to fill in
Initiatives you are, or should be pursuing to improve your organization.
10. What are the goals of the owner:
11. Describe exactly who the owner or owners are.
12. What is the power structure? (For example, I owned a business but I was never
there and I deferred to my
manager.) We want to know whether it's hands on, hands off, who runs things, what
kind of turf or political
environment we're dealing with, who are the decision makers.
13. Who are the key people involved in the initiatives that will develop out of
this GMK Series process?
14. Explain, realistically, how much more business you can add without having to
add any more people,
equipment, service or space.
15. What is the operating philosophy that the business has been built on?

16. What do you really want from your business? Do you want to become filthy rich?
Do you want it to
become a turnkey money machine? Do you want to position and maneuver it for
ultimate sales? What are
your goals?
17. Explain where all your time is being spent versus where it should be spent.
18. How do you explain your company to someone outside your industry (i.e. at a
party), keeping it as simple as
possible.
a. Now describe your company in one sentence.
19. How do you explain your company to someone in the industry (i.e. to a potential
buyer or client). This is
the “company pitch” NOT the product pitch (that’s later)

20. List your last five year's sales - gross sales and approximate profits (pre-
tax).
a. Last year
a. Year before
b. Year before
c. Year before
d. Year before
21. Indicate all costs of sales.
22. List all overhead factors, showing breakdowns of what the overhead includes.
23. What are your year-to-date sales levels?
24. Where does most of your business come from (describe for each category below)?
a. Product or service (which products or services drive the most revenue?)
b. Category of customer (which category /type of customer drives the most revenue?)
c. Geography (Is there a particular region that is more fruitful?)

Products/Services
25. Describe the services you offer. This is the product/service pitch:
a. Benefits?
b. Advantages?
26. What does a client get when they buy your product/service?
27. What products/services do clients want that you do not offer?

28. Why must a prospect buy your product or service?
a. What would make it irresistible?
29. Who stands to gain more than you if you grow, i.e., people who have products or
services that are purchased
after your products or services arc purchased, or concurrent to the purchase?
30. Who are your suppliers or other providers of products or services that benefit
massively when you are
successful?
31. What products or services do people normally buy prior to, in conjunction with
and right after your product
is purchased.

32. Give an assessment of the transactional implication your product or service has
in the end-user’s life. In
other words, if, because someone has your product or service, they save $400 a
month forever on
electricity, we want to know what that is. If you're a real estate person and you
put someone in a greater
lifestyle and get them a house they can appreciate, list all the factors you think
you impact when a sale is
made.
33. Describe your competition. (Use above criteria; Rate each on a scale from 1-10)
on:
Competitor’s Name
Product
Sales Ability
Marketing Ability
Customer Service
Product
Sales Ability
Marketing Ability
Customer Service
1)
2)
3)
4)
5)
Now rate your company:
Competitor’s Name
34. Describe all you know about your competitors: Who are the top three?
35. Where are they located?
36. What do they do best?
BGM 3.0 Bonus #2 - 10

37. What do they do worst?
38. Describe as much as possible about their selling approaches, their selling
strategies, their infrastructures,
etc.
39. Where do you see your industry in five years?
40. Where will your company be in five years? Chart year-by-year growth including
the initiatives necessary to
accomplish your goals. List financial goal and then the initiatives.
Financial Goal
Initiatives to achieve it
Year One:
Year Two
Year Three:
Year Four:
Year Five:
BGM 3.0 Bonus #2 - 11

Sales Activity/Rep Productivity: Use this as a way to measure, evaluate the

person/people responsible for
making sales.
41. Describe the typical sales cycle to close a sale, from generating the lead
through to a close.
a. How many contacts to sell?
b. Description of typical clients.
c. Length of cycle from initial contact to close?
d. Number and type of competitors involved.
e. How many different people do you usually meet with to close a sale?
42. Describe the full effort to prospect (list every way you have of generating a
prospect).
BGM 3.0 Bonus #2 - 12

43. How many customers /clients do you have now in your database?
44. How many “dream” clients are there (the absolute most perfect clients, that 20%
that would drive 80% of
your sales)?
a. Of those, how many do you have now?
b. How many total potential clients altogether?
45. What are the most frequent objections you hear?
46. If you target 10 prospects, how many will you close? (Closing ratio)
47. What do you do with the prospects you don’t close?
48. How do your closing ratios fare against competitors?
49. How else does your customer get the product you supply?
BGM 3.0 Bonus #2 - 13

50. Describe five of your most typical purchasers:

1)
2)
3)
4)
5)
51. What are the top three reasons that you lose business to a competitor?
1)
2)
3)
52. What are the top three reasons that a prospect would do nothing at the end of
the sales cycle?
1)
2)
3)
53. What is the follow-up with a client after they buy?
BGM 3.0 Bonus #2 - 14

54. Do you ask for referrals, and how?
55. Describe the typical buying structure. (What is your clients’ process to a
decision? What are the factors that
they will contend with? When and how does money come into the picture? What’s their
buying criteria; the
factors effecting a decision? And anything else involved in the decision process.)
56. With how many clients are you dealing with the top decision maker? (Not the
person who has to go to
someone else to get approval, but the person who ultimately makes the decision.
Give percent %)
57. With how many of your clients do you have a strong relationship with the top
decision maker?
58. List three things you could do to strengthen your relationship.

1)
2)
3)
BGM 3.0 Bonus #2 - 15

59. How are salespeople compensated?
60. What are the standards for hiring salespeople?
61. What kind of training is currently being offered?

a. Sales training?
b. What would make the sales training excellent?
c. Product training?
d. What would make the product training excellent?
e. Account management training?
f. What would make the account management training excellent?
g. Time management training?
BGM 3.0 Bonus #2 - 16

62. How often is training provided?
63. What are the procedures for training people?
64. What is the turnover rate for salespeople?
65. How often do you send clients interesting information that is not about your
product but could be relevant
to them or their business?
66. How much outbound phone calling effort (to generate prospects) is made per day?
Average rep?
Best rep?
67. How many appointments set per day, week, month?
Average rep?
Best rep?
68. How many active accounts serviced at any given time?
Average rep?
Best rep?
BGM 3.0 Bonus #2 - 17

69. How many prospects contacted per 100 efforts made?
Average rep?
Best rep?
70. How many letters sent out per day, week, month?
Average rep?
Best rep?
71. How many brochures distributed per day, week, month?
Average rep?
Best rep?
72. How many introductory presentations made per day, week, month?
Average rep?
Best rep?
73. How often is there follow-up with clients? Every day, week, month, year?
Average rep?
Best rep?
74. How often is your company in touch with clients as a corporate initiative, not
something that depends on
the mood or skills of an individual rep?
75. How many proposals per week /month?

76. Number of hot prospects at any given time (pipeline)?
77. Number of warm prospects?
78. Number of cold prospects?
BGM 3.0 Bonus #2 - 18

Marketing
79. Describe the company's marketing philosophy.
80. What is the marketing theme or slogan?
81. What is the staff's attitude toward marketing?
82. Describe every successful advertising, selling or marketing program you have
engaged in for the last three
years that has worked.
BGM 3.0 Bonus #2 - 19

a.
How many of these that have worked have you continued, and how many were more of a
“one shot”
promotion?
83. Do you have a marketing budget?

a. What is it?
b. How is it allocated?
c. How has it been used in the past?
84. What strategic alliances, if any, do you have or have you ever had?
a. How did they fare and how did they affect your business?
85. Marketing Weapons:

a. Do you buy advertising (if not describe what you COULD/MIGHT be doing)?
i.
How often do you buy?
ii. What sources do you use?

b.
What is the theme of the campaign?
c.
What do you want the campaign to accomplish?
BGM 3.0 Bonus #2 - 20

d. Describe its effectiveness.
e. Do you have promotion pieces covering important sales points? If so, how many?
i. What are some examples?
f. What promotion ideas do you have? Think of three themes right now that would
make good headlines
for promotional pieces that pitch /sell /persuade on one particular aspect of what
you sell:
86. Do you have a PR effort? If so, what does it consist of?
a. Who is responsible for PR?

b. How does the press view your company?
87. Do you have a referral program? If so, how much of your business comes from
referrals?
88. Describe your direct-mail efforts.
BGM 3.0 Bonus #2 - 21

89. Do you have a brochure/media kit?
a. How is it used?
b. What message is the brochure trying to communicate?
90. How do you educate your clients?
a. Do you provide seminars?
b. Attend trade shows?
c. Newsletters?
d. Sponsor events?
BGM 3.0 Bonus #2 - 22

Clients
91. How do clients perceive your industry?
a. How do clients perceive your company?
b. Your competitors?
92. Describe your most satisfied customer.
a. Describe your ideal client relationship.
93. Describe a situation where you were able to turn an unhappy client into a happy
one.
BGM 3.0 Bonus #2 - 23

94. What do clients say about your company?
95. What could you do/offer to make your clients say, "Wow"?
96. Do you have a database?
a. Profile (what are the factors by how you can sort)?
b. Format?
97. Go through all 30 of the standard options in the “Three Ways to Grow a Business
Model” and tell us what
you do. In other words, do you have a referral program? If the answer is no,
explain why. If the answer is
yes, describe how it works, what you do. Include all the details. (See Attachment 1
- “3O Standard
Options.”)
BGM 3.0 Bonus #2 - 24

Attachment 1 – 30 Standard Options
Attachment 1
30 Standard Options
BGM 3.0 Bonus #2 - 25

I. METHODS TO INCREASE THE NUMBER OF CLIENTS OR CUSTOMERS

The number of clients can be increased by increasing the lead or inquiry
generation, increasing the client
retention rate, and by increasing the conversion from inquiry to sale. Please
evaluate and improve your process
in the below listed areas. So if you are not doing something in the given area,
write what you could be doing or
how you can improve what you are currently doing:
Increasing your lead or inquiry generation through:

1. Referral Systems
2. Acquiring Customers At Break-Even Up Front And Making A Profit On The “Back-End”
3. Guaranteeing Purchases Through Risk Reversal
4. Host-Beneficiary Relationships
5. Advertising
6. Using Direct Mail
BGM 3.0 Bonus #2 - 26

7. Using Telemarketing
8. Running Special Events Or Information Nights
9. Acquiring Qualified Lists That More Effectively Target Your Prospect
Increasing the perceived value of your product/service through better client

education:
Increasing your customer retention rate by:

1. Delivering Higher-Than-Expected Levels Of Service
2. Communicating Frequently With Your Customers To Nurture Them
BGM 3.0 Bonus #2 - 27

Increasing your conversion from inquiry to sale by:

1. Increasing Sales Skill Levels Of Your Staff
2. Qualifying Leads Up Front
3. Making Irresistible Offers
4. Educating Your Clients By Giving Them The "Reasons Why"
BGM 3.0 Bonus #2 - 28

II. METHODS TO INCREASE THE AVERAGE TRANSACTION AMOUNT

To increase the average transaction value, you can focus on:
1. Improving Your Team's Selling Techniques To Effectively Up-Sell And Cross-Sell
2. Using Point-Of-Sale Promotions
3. Packaging Complementary Products And Services Together
4. Increasing Your Pricing And Hence Your Margins
5. Changing The Profile Of Your Products Or Services To Be More "Up Market"
6. Offering Greater/Larger Units Of Purchase
BGM 3.0 Bonus #2 - 29

III. METHODS TO INCREASE YOUR TRANSACTION FREQUENCY
To increase transaction frequency, you can focus on:

1. Developing A Back-End Of Products That You Can Go Back To Your Customers With
2. Communicating Personally With Your Customers (By Telephone, Letter, Etc.) To

Maintain A Positive
Relationship.
3. Endorsing Other People's Products To Your Customer Base
4. Running Special Events Such As "Closed Door Sales", Limited Pre-Releases, Etc.
5. Programming Customers
6. Price Inducements For Frequency
BGM 3.0 Bonus #2 - 30

Attachment 2 – Strategic Planning Questionnaire
ATTACHMENT 2
STRATEGIC PLANNING QUESTIONNAIRE
BGM 3.0 Bonus #2 - 31

STRATEGIC PLANNING QUESTIONNAIRE

1. What initially got you started in your business? What motivation, occurrence,
etc.?
2. When you first started, how did you attract your first customers (what process,
method or action did you
use)?
3. Why did customers originally buy from you?
4. Why do customers buy from you now?
5. What ongoing sales efforts do you personally perform today? What sales functions
did you perform when
you started your business?
6. What are you most proud of about your business, product or service?
BGM 3.0 Bonus #2 - 32

7. If you had a magic wand, would you rather attract more new customers or garner
more money from your
existing customers, and why?
8. How have your methods for doing business, or the product(s) or service line(s)
you market, changed since
the inception of your business?
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
9. What is your vision for your business for the next:
6 months
1 year
3 – 5 years
10 years
10. What is your biggest opportunity to achieve this vision?

___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
11. What is your greatest strength and is it consistent with this opportunity?
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
12. What is your greatest problem or weakness in achieving this vision and what's
the solution?
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
BGM 3.0 Bonus #2 - 33

13. What are your sales per employee? Is that above, below, or equal to your
industry average and what are the
steps you are taking (or going to take) to improve it?
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
14. What's the "lifetime value" of your typical customer (i.e. how much revenue
will he/she generate for you
over the entire period he/she does business with your company)?
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
15. What is the biggest customer complaint about your industry and how does your
company address this
problem?
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
16. Do you buy from your competitors to keep track of what they're doing right and
wrong?________
Explain how these insights have helped you refine and better focus your overall
business strategy.
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
17. Do you actively seek information from experts in your field and other fields
related to yours?_____ Explain:
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
18. When was the last time you introduced a new product or service to your market
(both existing customers
and prospects), how well did it work, and what was the reason?
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
BGM 3.0 Bonus #2 - 34

19. What is your Unique Selling Proposition or USP (why do your customers buy from
you - what is it about
your product and/or service that distinguishes you from your competition)? You may
have more than one
for different product/service lines or segments of your business.
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
20. Is your USP a consistent theme in all of your marketing and sales efforts? If
yes, how, and if no, why not?
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
21. How much of your time each month do you devote to marketing and how much will
you devote in the
future?
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
22. Do you have a marketing director? If so, describe his/her primary
responsibilities and duties?
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
23. Do you provide incentive bonuses to your employees for creating new and better
marketing methods for
your company? ___________ Explain:
24. What is your market potential (universe) and your current share of that market
(%)?
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
___________________________________________________________________________________
_______
BGM 3.0 Bonus #2 - 35
25. What are the ways you have attained your existing customers (from best to
worst)?
1._________________________________________________________________________________
_______
2._________________________________________________________________________________
_______
3._________________________________________________________________________________
_______
4._________________________________________________________________________________
_______
26. Other
27. What does it cost you to get a new customer? (e.g. if you ran an advertisement
that costs $1,000 and you
attained two new customers it would be $500.)
28. What is the average sales and profits generated from a new customer in the
first year and how is that
information useful in your overall marketing strategy?
29. What is your biggest and best source of new business and are you doing
everything possible to secure this
business? If no, why not?
30. What has been your biggest marketing success to date (defined as a specific
promotion, advertising
campaign, telemarketing script etc.) and are you still using it or a version of it?
BGM 3.0 Bonus #2 - 36

31. Do you have a systematic back-end (selling your own or others' products to
existing customers)? Describe
how it works.
32. If you had as much money as you wanted, what would you do to improve your
marketing (i.e. what is your
biggest marketing problem or challenge today)?
33. If you had as much money as you wanted, what would you do to improve your
product or service and what
impact would that have on your customers?
34. Do you have a written marketing plan that you adhere to? If so, explain it.
35. Is the plan based on a fixed budget number (e.g. $1000 per month in the yellow
pages), or is it a variable
percentage of sales?
36. Why do customers buy from you? Do they buy from you exclusively or do they also
patronize your
competitors? What steps can you take to get the main portion of their business?
BGM 3.0 Bonus #2 - 37

37. Do you have an adequate supply of customer testimonials and is there a system
in place for their capture?
a. Are they written or taped, and how are they (or will they be) used in your
marketing?
38. Do you actively solicit referral business? __________ If so, how does it work
and if not, why not?
39. Have you ever tried to reactivate your former customers and non-converted
prospects? ________ Explain.
40. Have you ever tried selling your non-converted prospects to your competitors?
__________ Explain.
41. Do you ever barter your products, services, or assets with other companies in
exchange for their products,
services or assets? ________ If not, do you see barter possibilities in the future?
________ Explain.
42. Do you use bonuses in all your sales/marketing propositions, and how did it
affect the response?
43. Do you use risk-reversal in your marketing propositions? ____________ Explain

its effectiveness:
BGM 3.0 Bonus #2 - 38

44. What kind of guarantee or warranty do you give your customers and how does it
compare with your
competitors or with the industry at large?
45. How do you capture the names, addresses, and phone numbers of all your
customers and prospects? Do you
then use them in your marketing programs?
46. What is your selling season, if any, and are you actively looking to sell other
complimentary products or
services during the slower periods? If so, how do they interrelate?
47. How loyal are your customers? Is that normal, high, or low relative to your
industry and what is the reason?
How can it be improved?
Congratulations!
Just by completing this questionnaire, you have placed yourself ahead of 95% of the
business owners in
America today, who never take the time to think deeply about their business. Those
individuals (many of
whom are your competitors) spend so much time working in their businesses that they
never take the
time to work on their businesses.
BGM 3.0 Bonus #2 - 39

Bonus #3
52 Workshops and
Workshop Training
How to create dynamic growth in your company
by harnessing and focusing your mind on
improvement on a consistent and regular basis.
Chet Holmes

52 Workshops and Workshop Training
Workshop Training:
Copyright @ 2008. The following data is protected by copyright law, which is a
federal division of the
government and comes with strict enforcement and penalties. This information is not
to be shared with
third parties without the expressed written permission of its author.
The following document contains twenty five years of learning curve. I hope
you appreciate the huge labor that went into this learning curve and
preparation of this document. Though it is only 15 pages, it contains a golden
key to your success.
Used properly, this may be one of the most profound things you can do in
your company. In every company I’ve run and in every client I’ve handled,
this is the method of creating the greatest success. If you ever speak to anyone
who’s ever worked for me, they will tell you that this is the most religious
exercise they could consistently expect to occur.
This is an excellent method of focusing your mind on solutions and improvements
within your organization. "Workshop" means that instead of me teaching you and
you listening, you get to WORK through an idea, adding your own insights. It's a
good idea to include everyone for most of you, being that the majority of Jay’s
clients tend to be medium to small companies. Therefore, have every single
employee participate. You never know where the big ideas are going to come from
and even the receptionist can add ideas that will surprise you, as they are often
the
first point of contact with any customer.
Even if you are a one-man army, this is still a process that forces you to work ON
your business, not just IN your business.
Workshop training does many things:
A) Often the best ideas in the company are never shared. This forces the best ideas
to be shared.
B) It helps the company begin to sing in better harmony. Often, if you ask six
different people the same questions, you will get six different answers.
That is NOT a good thing.
C) It is an opportunity to create synergy in your organization.

D) Workshops give the company leader a rare opportunity to influence attitudes,

ideas, and direction of the company.
If you want to get to the most out of this, then you should be sure that you DO
NOT READ AHEAD. Follow the instructions, in order as presented, reading them
ONLY as you go.
Let's begin if you're ready to actually DO the exercises with your staff.
Step 1: Appoint the person to lead the group. In small companies, the CEO is often
best, unless he or she wants to defer to a marketing oriented person in the group.
If
you’re a one person army, do it by yourself, it will still be very valuable.
Step 2: On a whiteboard, write down “The Ultimate Objective For Every
Customer Interaction.”
Step 3: Now have each person in the group write down on their own pad, every
single idea they can think of. DO NOT call out ideas. Have each person write them
down first, giving them a designated period of time to think about it. You'll see
most of the people will run out of ideas after about two minutes, so that is a good
period of time. If you're doing this by yourself, the exercise is the same; Write
down everything you would like to accomplish from every customer interaction.
The leader must participate as well.
DO NOT READ AHEAD. STOP HERE AND DO THE EXERCISE.
Step 4: Now the leader of this exercise will ask each person to tell their ideas.
The
leader will write them down on the white board, summarizing them. There are NO
stupid ideas. Criticizing anyone will ruin the workshop experience. You must
create an atmosphere where people can share without criticism. As you write
things down, very quickly, you should start to get duplications. People will say
the
same things. Don’t write down duplication.

Chet's ideas.
Now let me add to your list:
1) Some strategic selling in every customer interaction. Sell the COMPANY, not
just the product or service. (Next workshop will focus on how to do this.)
2) Get referrals. Every single customer interaction should be explored for referral
possibilities (Workshop to follow)
3) Some personal bonding. Ask at least one question that has nothing directly to do
with business: Such as: "Where are you from?" Or, "How's the weather?" etc...
Make a concerted effort to BUILD RAPPORT.
4) Get every piece of info you need, from email address to direct dials and
extensions.
NEXT:
Step 5: Now you’re going to organize a vote. People’s opinions will change as the
collective intelligence of the group is shared. So you want to get a general
consensus as all the ideas are shared.
Have each person look at the white board and rank their number one choice, their
number two choice and their number three choice. Meaning, what do they think is
the most important thing to do, the second, the third, etc... Have each person
write
down their answers, thinking through their choices. You’ve got 30 seconds, so go.
Step 6: The leader of the group will then ask each person to give their choices and
next to each of the choices that you have by the board, you’re going to write three
slashes for first choice, two slashes for second choice and one slash for third
choice.
Now tally up the totals. The highest number will be the groups collective first
choice and so on. Cut it off at five top benefits, maybe six if you must have one
more.

Step 7: Implementation: Write a memo that outlines the findings of the exercise.
These memos will be kept in a single binder for use later. Think of how a year
from now when you have 52 such memos (one per week) in a binder, a new
employee comes in and in just a few hours, they can read all the best ideas that
you're entire company has developed over an entire year of workshops. If you are
in continuing conference calls with Jay and me, you will continue to get these
workshops.
In the memo it details the (minimum of three) steps you will now add to everything
you do as a result of what you discovered.
DO it, people. Work ON the business. I suggest you have a weekly meeting at the
same time each week to do these workshops with staff.
Regards,
Chet

Workshop two: Closing sales faster, better, smarter

DO NOT READ UNTIL YOU ARE READY TO DO THE WORKSHOP.
Step 1: Appoint the person to lead the group. If you’re a one person army, do it by
yourself.
Step 2: On a whiteboard, write down “Closing sales faster, better, smarter.”
down first, giving them a designated period of time to think about it. You'll see
most of the people will run out of ideas after about two minutes, so that is a good
period of time. If you're doing this by yourself, the exercise is the same. The
leader
must participate as well.
The
the
Chet's ideas.
Now let me add to your list:
1) Can you offer an incentive to get people to buy now?
2) Closing requires you to ask for the order. What phrases would assume that the
customer is going to buy. It’s okay to put pressure on people. Most people are
indecisive. You are doing them a favor by putting pressure on them to buy now.
Take a moment and ask people to WRITE DOWN phrases or statements that
would assume the sale.

NEXT:
write
choice.
more.
These memos will be kept in a single binder for use later. The memo is circulated
to everyone the very next day. It is also covered at the next company meeting to
see who has actually used the material, the results and how the material can be
improved.
DO it, people. Work ON the business.

Workshop three: Overcoming objections

yourself.
Step 2: On a whiteboard, write down “Overcoming objections.”
Some of this may have come up in the last workshop. Repetition is the mother of
skill. Go over everything again if you have to.
objection they’ve heard for not wanting to buy. DO NOT WORK ON
SOLUTIONS: THAT IS A SEPARATE STEP. This is fairly powerful for most
organizations. DO NOT call out ideas. Have each person write them down first,
giving them two minutes. The leader must participate as well.
The
the
Step 5: Now have everyone write down one idea to overcome each objection.
Step 6: Now you’re going to discuss each objection and the solutions that everyone
has thought about. AS the ideas are discussed, the leader can help direct the
session
to help create some “standard procedures and reactions” for each objection.
These should be put into a memo and circulated the very next day. In the next
meeting, review this material again, probing deeper.

Workshop four: Getting More Referrals

yourself.
Step 2: On a whiteboard, write down “Getting More Referrals.”
down first, giving them two minutes. If you're doing this by yourself, the exercise
is the same. The leader must participate as well.
The
stupid ideas. Don’t write down duplication.
write
choice.

more.
These memos will be kept in a single binder for use later. The memo is circulated
to everyone the very next day. It is also covered at the next company meeting to
see who has actually used the material, the results and how the material can be
improved.
BGM 3.0 Bonus #3 - 10

Workshop five: Questions to establish need

Step 1: Appoint the person to lead the group. If you’re a one-person army, do it by
yourself.
Step 2: On a whiteboard, write down “Questions to establish need.”
Explanation to be read out loud: Every company should have at least six questions
that they always ask every prospect. The purpose of the questions is to find the
need that you know you can fill. Ask each person to write down at least three
questions.
single idea they can think of. DO NOT call out ideas. Have each person write
them down first, giving them two minutes. If you're doing this by yourself, you
need to think of all six questions. The leader must participate as well.
Step 4: Now the leader of this exercise will ask each person to tell their
ideas. The leader will write them down on the white board, summarizing them.
There are NO stupid ideas. Don’t write down duplication.
write
BGM 3.0 Bonus #3 - 11

choice.
choice and so on. It’s okay to end up with more than six questions. You may end
up with ten. You may end up with three that covers everything. Each company is
different.
The memo is circulated to everyone the very next day. It is also covered at the
next
company meeting to see who has actually used the material, the results and how
the material can be improved.
BGM 3.0 Bonus #3 - 12

WORKSHOPS GALORE
At this point you should have the hang of doing a workshop. You write the
core idea on the board, you ask everyone to write down ideas, you then ask
everyone to think about those ideas, rate those ideas or give input on those
ideas and the NEXT day you take action on the work that was done,
instituting a memo or procedure that improves the area that was worked on.
With that in mind, below are many areas, ways and ideas for improving every
aspect of your company. Do this religiously.
Remember, in Japan it is mandatory for every employee to make two
suggestions per month to improve the company. In this country we can get in
trouble for it – which is ridiculous. Have the courage to ask your people how
to improve your company and you will be delighted. Not all ideas will be
valuable, but many will, and all improvements are good, aren’t they.
Here are more workshops:
6. Most reactive traits in the company, versus most proactive traits. Do a workshop
to determine what activities are the most reactive and which activities are the
most
proactive. Then do a workshop on how to eliminate or improve the reactive traits
and how to enhance the proactive traits.
7. Form letters: What internal activities in your company can be reduced to a form
letter with boxes to check off items that are repeated regularly? Can this same
process be extended to regular clients? Is there some “form letter” you can create
that makes everything easier, faster and smoother for all parties?
8. Activities that waste time: Things that might be consolidated or eliminated.
What activities in the company are wasteful? Have everything think this one
through. What do they do or see that is a time waster?
9. “Improved filing systems for work in progress.” What kinds of systems could
you develop or improve for work in progress? Get everyone’s input.
10. Reducing interruptions. “What are the most common interruptions” is the first
part of the workshop. Then ask everyone to write down ideas on and ways of
reducing the interruptions.
BGM 3.0 Bonus #3 - 13

11. Make the company more profitable. Have everyone write down ways they
think that the company is either wasting money or could save money. The goal:
making the company more profitable.
12. What three things would make the staff more effective? What would help the
company run better, smarter, faster?
13. Procedures for handling a client. Have everyone write down what they think
should be the front-to-back, -- from initial contact until forever — step-by-step
process for dealing with a client. THEN: Work through the ideas to find
improvements in your current methods. Write your memo and institute the new
ideas.
14. Ask everyone to give three ways that they think might attract more clients.
15. Ask everyone to write down three ways that would enhance and increase the
referral process.
16. What would keep clients longer?
17. What would make clients buy faster?
18. What would improve customer relations?
19. What three things would make you (each employee) more productive?
20. What training would help you (each employee) be more effective at your job?
Give three ideas each.
21. What information about our market or industry would help you be more
knowledgeable and useful to our customers?
22. What three things should all new employees go through as a way to give them:
A.
B.
C.
D.
E.
The best impression possible.

A quick start to the path of being effective.
The best possible understanding of the job, company and functions.
An attitude for success in the position.
The proper attitude for best serving the customer.
BGM 3.0 Bonus #3 - 14

23. What kind of role-playing exercises would help everyone be more effective at
the job? List some and then try one this time and put the others on the board for
the
next several meetings (if ideas are fruitful).
24. Think of a customer situation that went extremely well. Write down why it
went well and what is the lesson learned from that interaction. THEN, have them
think through: “What standard procedure might come out of this lesson?”
25. Can you tell a story that would really illustrate the power of what we do and
the benefits to our customers. It can be a made-up story, like a fable, or an
example, or it could be an actual story.
26. Give three ideas that might help us get to customers faster, better, smarter.
27. Who are our ideal buyers? Describe them. THEN, what special program or
concept could we develop that would help us get to them easier and with greater
impact? Something special for THEM (our best buyers).
28. What standard communication piece would you like to have that would explain
an area, IDEA, point, sales point, customer relations area or any other idea you
can
think of that would be helpful if it were well articulated in a one page
promotional
piece, document, letter or other communication piece?
29. What ideas do you have that would make the press want to do a write-up on
us? THEN, turn that into a press release: It can also be used as promotional piece
for clients.
30. What would make an interesting article that was 90% educational and only a
10% plug for us, but that our clients would want to read? Give title and a sentence
about your idea.
A. Which one of these ideas might make an excellent seminar that everyone
would want to attend?
BGM 3.0 Bonus #3 - 15

31. Headlines: A headline is the ad that sells reading the ad, or the direct mail
letter. Let’s have everyone write at least two headlines that they think would
capture interest and attention. Let them do this freeform. THEN, add the following
rules and see what happens:
A.
B.
C.
D.
It must be “benefit oriented:” What’s in it for the customer?

It must tell what the product or service is/does- Again, stressing benefits.
It should use the word “you” or “your.”
It should make the prospect want to read more.
32. What is something that might really attract the attention of our customer?
Something that really breaks through the clutter (3000 commercial messages per
day, per person: How do we stand out, get noticed?)
33. What are the three things you would want every customer to say about us?
THEN: What can we do as a company to see that this happens?
34. What would make our clients more loyal to us than any of our competitors?
THEN: Hertz has the “Gold Club” for more frequent customers who want to be in
and out faster. United has an “Awards Program” where people earn points. Is there
any kind of service or club or concept that you feel might make our customers
closer to us, more involved, more loyal?
35. What could we “add-on” to our sale that would be valuable or convenient for
our clients and increase our revenue per transaction? This doesn’t have to be
something we produce? Think outside the box.
36. Getting endorsements: What can you do this week to get at least one, but
hopefully three endorsement letters? THEN: What will be the steps you take, when
will you take them: Get a commitment on what everyone is going to do and when.
Put out a memo on it.
37. What other companies would be ideal for endorsing our product to their
customers? THEN: Who do YOU know, or know about that might be a valuable
lead for selling our products or services?
38. What personal questions are great icebreakers to get deeper with a customer
without being too personal—Ice breakers, things that begin the bonding process?
39. What would make our customers trust us more?
BGM 3.0 Bonus #3 - 16

40. What would really make our customers DESIRE our products/services?
41. What information could we provide that would help our customers be more
successful- Something designed to build more trust and respect between us and the
customer; It doesn’t necessarily have to have anything to do with us as long as it
helps create a perception of us being more valuable to our customers.
42. What problems do our customers have that our product/service solves and how
can we make them really see/feel those problems as a way to motivate them to take
faster action?
43. Is there any kind of study or survey that we could create that would give us a
reason to bond further with our customers, while also creating the way to gain
more valuable information. The information may be valuable to them, not to us, so
don’t limit your thinking just to surveys about us. What would be three questions
you would want to ask every customer, and let’s have at least one of them be
focused on what would make THEM more successful. THEN: How should this
survey be conducted as a way to maximize the bonding process?
44. What could we create that every customer we have would want to attend? (At a
trade show, or annual event, or by telephone: Something of value to them that we
could create. Maybe so valuable they’d even pay for it?)
45. If we were to have an awards ceremony or give awards to our customers, what
kind of awards would we give that THEY would consider valuable and esteemed?
46. What would make excellent sections in a newsletter?
47. What one thing could we do or offer that would make our clients want to buy
from us right now?
48. How could we use the telephone to get more business? (Leave it open-ended,
you might get some surprising answers.) Think of three things/ways we could use
the telephone to attract/get, get to, interest, more clients.
49. What three automatic/standard follow-up procedures would dramatically
improve/increase our bonding with the customer?
BGM 3.0 Bonus #3 - 17

50. Knowing that our tonality has five times more impact than the actual words
that we use, and that the prospect hears our real feelings subconsciously, what is
the main attitude you’re going to have, in your particular position, when you pick
up the telephone?
51. How can we SHOW what we do more visually? What would help us illustrate
our message visually?
52. How can we get clients more involved in the process of learning about what we
do?
END WORKSHOPS
You should now have a binder with 52 memos in it that contains the best thinking
your company has to offer. Think of this as a training tool; AN awesome document
that can give a new-hire 52 one or two page memos that contain the best thinking
in the company. Now begin again with the first workshop and see:
A. How well you’ve implemented the suggestions from last time.
B. What you can do to implement them better. DO workshops on THAT.
Good luck.
BGM 3.0 Bonus #3 - 18

Business Growth Masters

Uploaded by

Copyright:

Available Formats

You might also like

Business Growth Masters

Uploaded by

Document Information

Original Title

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

Business Growth Masters

Uploaded by

Copyright:

Available Formats

Business Growth Masters 3.

BGM 3.0 Introduction Letter

How To Take Notes

Program Introduction – Zero to $100 Million

Business Secret’s of the World’s Most Effective Entrepreneurs

Time Management Secrets of Billionaires

Become a Marketing Master: The Super Strategist Wins Every Time!

Core Story & Basic Research Sourcing

The Dream 100 Sell: Plus Strategies for Gaining Clients

Seven Musts of Marketing: Tactics for Gaining Clients

How to Hire Superstar Salespeople

Creating the Perfect Ad No Matter What The Media

Internet Traffic and Website Strategies

Fundamentals of Web Traffic Conversion

Integrity Based Selling

Guerrilla Public Relations

The High Art of Getting Appointments With Anyone, Part 1

The High Art of Getting Appointments With Anyone, Part 2

Professional Presenting Rules & Skills Training

Perfecting Your Follow-up: Keys to Future Success

Subconsciously Seeking Success: Goal Setting for Increasing Results

Prioritizing and Maximizing Your Opportunities

Tests for Modules 2, 3, 4, 6, 7, 8, 13, 16, 17, 18, 19 & 20

Bonus #1: The Ultimate Business Growth Plan

Bonus #2: Fortune 500 Audit

Bonus #3: 52 Workshops

© 2008 Chet Holmes International

BGM 3.0 Introduction -1

© 2008 Chet Holmes International

BGM 3.0 Introduction -2

Area 1: Foundational elements (Modules 1-5), Intro, Training,

Area 2: Building your client base: GET CLIENTS

© 2008 Chet Holmes International

BGM 3.0 Introduction -3

© 2008 Chet Holmes International

BGM 3.0 Introduction -4

The Staff with Chet Holmes

• How To Conduct An Effective Workshop

© 2008 Chet Holmes International

BGM 3.0 Introduction -5

BGM 3.0 Introduction -6

© 2008 Chet Holmes International

How This Applies to My Particular Business

BGM 3.0 Introduction -7

BGM 3.0 Workbook - 8

This workbook works in conjunction with Module 2. Use these worksheets as

2) Results are somewhat predictable because training and skills are

3) Each supervisor would give a similar answer for each question or

© 2008 Chet Holmes International

BGM 3.0 Workbook - 9

4) Each employee would give a similar answer for each question or

6) All staff members know what is considered good performance or

© 2008 Chet Holmes International

BGM 3.0 Workbook - 10

Where are the weaknesses in your company?

© 2008 Chet Holmes International

BGM 3.0 Workbook - 11

Workshop: List the 3 things, if perfected, would have a massive impact on