My youngest daughter just turned five and to celebrate, we took her to Disneyland.

Every year, we go for about three days for her birthday and then for the other 362 days I
sit around dreading those three days.

Disneyland is not for me because itʼs so crowded and it kind of freaks me out.

By the way, the fact that itʼs crowded should be more proof that thereʼs plenty of money
out there and that people will spend whatever they can—even money they donʼt have—
on stuff they like and desire.

So anyway, we go to Disneyland. And, to set it all up, we had to call repeatedly to get
reservations at the Grand Californian Hotel.

The reason we had to call so much is because the adjoining suites were all taken.

Now, the suites are the most expensive rooms they have.

Theyʼre not exorbitantly priced or anything, but itʼs worth noting that in these times of
“economic trouble and strife,” this brother had a hard time getting room reservations for
Disneyland adjoining expensive suites on weekdays during the school year!

So we finally get the room reservations, we drive up there and itʼs fantastic, lovely,
frigginʼ Disneyland.

And, as predicted, Iʼm freaked out by all the crowds.

Remember the movie, The Aviator? At the end, thereʼs a scene where the Aviator sees
these dudes and heʼs like, “Who are these guys? Do they work for me? Why are they
looking at me?” He starts to totally freak out.

Well, Iʼm like that all the time, especially in crowds and especially when I have my
children near me.

So to deal with this fact, I went to hire a guide—I think it was $270 an hour—to sort of
escort us around Disneyland so we donʼt have to wait in line so much, we donʼt have to
be confused, we can have someone help keep an eye on the children, and deliver us
from evil and so forth.

Again, itʼs repeated calls to finally get accommodated with a guide who came in on her
day off to work with us for $270 an hour.

I believe our total bill just for the guide was around $1,200.

What this tells you however, and Iʼve said this before, is that thereʼs a market for
premium priced shit.

May 2010 • Page 1

 Key Point

People will pay whatever you ask for something they really, really
want and theyʼre still spending money in droves on this kind of stuff.

One of the biggest things I see with people I work with and talk to is theyʼre always
asking, “How can we cut our prices?” And, “how can we charge less than the other
guy?” Or, “Weʼll gain the competitive edge by charging less.”

While this can be an effective strategy, in my experience it typically translates into

harder work for less pay, which of course is just silly.

You can attract better customers, more affluent customers who are ready to spend more
money by determining what theyʼre willing to pay the most for and then giving it to them
at a higher price.

The Key to Premium Prices:

Identifying Your Customerʼs Biggest Pain Points

So letʼs do a little exercise here.

Take the Disneyland example. The biggest pain in the ass for a guy like me about
Disneyland is the crowds.

Now, this isnʼt from an elitist “I hate people” standpoint; itʼs from the standpoint of
crowds genuinely freak me out to the point where itʼs just very uncomfortable for me to
be in them.

Not to mention the fact that standing in line of course isnʼt any fun at all. And, having to
deal with two excited, rambunctious children standing in line for 30 minutes to ride on a
teacup for 90 seconds is also unappealing.

These are the biggest Disney Pain Points for a guy like me. Clearly Iʼm not alone.

Disney realized that I would happily pay for them to alleviate that pain and so they
instituted the private guide solution.

So if you can identify what these pain points are in your market, you can not only use it
to create deeper relationships with them, but you can use it to charge premium prices.

Now personally I prefer to move toward good stuff rather than focus on pain, but itʼs
certainly effective when it comes to influencing people to take action.

Because as you probably know, people will do more to solve their pain (move away
from their pain) than they ever will to move toward something they want (pleasure).

Page 2 • May 2010

Exercise:

What are the three biggest pain points in your marketplace? What are your customerʼs
biggest frustrations? What kind of shit do they just absolutely hate and how can you
solve this pain point for them at a premium price?

Pain Point #1: _________________________________________________________

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Solution: _____________________________________________________________
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Pain Point #2: _________________________________________________________

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Solution: _____________________________________________________________
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Pain Point #3: _________________________________________________________

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Solution: _____________________________________________________________
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May 2010 • Page 3
 Now, in doing this, you probably noticed that the solutions are often going to be a
“do it for you” type of solution.

So another way to look at the solutions is to ask, “What can you (literally) do for them?”

If we look at the Internet Marketing community as an example, the single biggest pain
point in that community as a whole is they donʼt know what to sell and they donʼt have a
website or an order taking system.

If we wanted to, we could probably make a lot of money by going out and finding niches
that are proven winners, create products that the niches want, set up unique “done for
you” websites complete with converting sales letters, do all the key word research and
the hand the customer all this stuff on a silver platter for several thousand dollars.

Iʼm sure this would sell and in fact, it has been sold before repeatedly (never by me
though because I always teach people how to do it themselves).

If you can figure out what these biggest pain points are and then solve that
problem, you will get paid a lot of money for it.

So thereʼs some words of advice based on the annual family trek to Disneyland.

Now, when I left you last month, Olʼ Cousin Trey and I were hurtling towards Bel Air, CA
to meet the $50 Million Dollar Man.

Lessons from the $50 Million Dollar Man

So we get to Bel Air and we go to a gated neighborhood where the houses are gated as
well. (There are double gates—I mean God forbid should someone come in there and
try to sell a Girl Scout cookie or something.)

Anyway, we get to the dudeʼs house and it turns out to be the former home of a major
sitcom celebrity.

It was unbelievable.

On the wall, he had a Picasso and the guy told us the story of buying it over the
telephone, site unseen, by an art broker who just simply told him it was the best thing to
buy.

This, in and of itself, is a great marketing lesson because a Picasso like this costs a
hundred-something-thousand dollars for the thing.

And this one is not even a famous picture. Itʼs a pencil drawn self-portrait of Picasso
naked.

Page 4 • May 2010

Hereʼs a photo of one thatʼs almost identical:

Basically, this dude paid $100,000 for a pencil sketch of a naked dude, penis and
everything.

So if you really want to look at it, youʼve got a $100,000 picture of a penis hanging on
the wall that says “Picasso” on it, which is fine if thatʼs the kind of thing youʼre into!

Seriously though, why would anybody do that?

First of all, itʼs a Picasso and thatʼs supposed to mean something.

But whatʼs more interesting is the fact that the art dealer convinced this dude to buy it
sight unseen over the telephone for over $100,000.

This is where being in an authoritative position comes into play.

So I asked the dude, “Why did you do that?”

I canʼt remember exactly what he said but it was something to the effect, “Well,
everybody I know uses this particular art broker. And, I have a big house and I knew I
was supposed to have nice art in there. This guy was supposed to be the expert so I
did just what he told me.”

May 2010 • Page 5

 Now, if you deconstruct that statement, it breaks down as follows:

“Everyone I know…” Social Proof

“Heʼs supposed to be the expert…” Authority

“So I just did what he told me…” Compliance

Formula for Marketing High Price Items

Social Proof + Authority = Compliance

In this case, it meant a $100,000 picture of a Picasso penis with the rest of Picasso
attached to it hanging on the wall, purchased site unseen.

And the really good thing is that the guy couldnʼt be happier with the sketch. He loves it.

And he loves telling the story of the damn thing and how it was bought over the
telephone, site unseen, with the guy at the Christieʼs auction saying, “I know you wanted
to buy this thing for $70k but itʼs $119k here and itʼs going to go fast. Itʼs a great buy
and I think you should get it.”

So after we hear the story of the painting, we continued to hang out with the dude and
just marvel at the house.

He was giving us a tour and at one point he took us into his personal closet because he
has this weird little quirk.

We go in there and it turns out this guy—a grown man in his late 40ʼs, managing a $50
million hedge fund, legendary in that marketplace—is an avid collector of ridiculously
high priced limited edition sneakers.

Now Iʼm not just talking about any olʼ sneakers here. Iʼm talking about $3,000 pairs of
Adidas that have shit on them that looks like graffiti.

Theyʼre a big deal and thereʼs only one pair ever made for a lot of them.

And his closet is full of these things. Probably literally to the point where thereʼs easily
$100k worth of unworn limited edition sneakers in there.

The lesson here of course is…

Key Point

Never make false assumptions about the market.

Page 6 • May 2010

Never say, “Well, my customer is different. My business is different.”

Because this is the last man on earth that you would expect to have a high priced
sneaker collection. Multi-gazillionaire guy, Picasso on the wall, living in the celebrity
home in the gated community of Bel Air, late 40ʼs, CEO type of dude…with $100k worth
of frigginʼ sneakers that youʼd incidentally see kids wearing around.

The dude doesnʼt even wear the sneakers but thatʼs his thing.

Yet people fall into this trap all the time saying, “I canʼt use this crazy direct marketing
shit.” Which is basically saying, “I canʼt be myself because I have to conform to what I
believe my business to be…”

The $50 million dollar man is definitely a case in point that you can never judge a book
by its cover.

I actually brought up a similar example in a previous issue where there was some
research done among high-earning CEOs who bought these idiotic penis enlargement
pills…something like 70% of them bought this shit!

Itʼs the same thing.

If I were to fall into the false assumption trap about this guy, I would say, heʼs very
stodgy, heʼs very boring. His closet will be full of Brooks Brothers stuff and he would
never be interested in juvenile shit like sneakers.

Exercise:

What false assumptions have you made in the past about your market? What
assumptions can you question now that could change how you market to them?

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May 2010 • Page 7

 So thereʼs that part of the story.

Now, the reason we were meeting with the guy in the first place was that he was going
to invest in our company.

He offered us a half a million bucks in return for 10% of the company.

After thinking about this for a couple of days, I actually decided not to take the guyʼs
money because I realized, why would I give away 10% of this new company when I
donʼt really need this guyʼs money?

When you think about it, if we want to sell the company for $100 million in three years
down the road, or even $10 million, weʼre basically paying anywhere between a million
to $10 million for that $500,000 loan.

When you do the math, itʼs just silly.

Key Point

Itʼs like John Reese always says (John is famous for a lot of things, but this is one of his
great quotes that heʼs not famous enough for)…

“Donʼt be afraid to sacrifice early profits for long term gain.”

Itʼs really important to keep the big, longer-term picture in mind and not fall into the
short-term trap.

You can fall into this trap in many ways, such as with the decisions you make about
what youʼre going to do for or give your list up front.

It might be easy to think, “Oh well, Iʼll just give them this little video here because even
thought the qualityʼs not that great, itʼs already done and Iʼm just starting out so I donʼt
want to spend the time or money to redo it right now.”

But itʼs like taking your date to the golden arches on your first night out. If you do this,
you might not get a chance for the second. (And I certainly wouldnʼt expect you to
score!)

Donʼt skimp out early in your relationship with your customers or you wonʼt have a
longer-term relationship.

Do things right up front, think them through so you are aware of any long-term
consequences and by all means donʼt be afraid to sacrifice some early profits to build a
stronger, more profitable business through time.

In other words, at the end of the day youʼve really got to make sure youʼre thinking
clearly and donʼt do stupid shit!
Page 8 • May 2010
 The New Biz

Now, Olʼ Cousin Trey and my new business is going swimmingly so far…

The two of us plus our third partner (more on him another time) are each putting in
$100k so we should be fairly well capitalized.

Of course it would have been nicer to have the additional $500k, but we can do another
launch or something if we decide we want to have it.

Anyway, by the time you get this newsletter, weʼll probably be in the hiring and training
phase.

Weʼve secured a commercial office space in a respectable location. In fact, our

neighbors are attorneys of all things.

Hereʼs our plan for the first 30 days (and I tell you this because very seldom do people
ever have a plan):

Our goal in our first month of business is 240 sales of our service that weʼre offering.

• To do this, weʼre going to hire 20 salespeople.

• Weʼll be running our first ad at the very beginning of June.

• Weʼll be interviewing and training from June 11th – June 21st and weʼll begin our
first week of outbound selling the week of June 21st.

(By the way, weʼre going to consider that last week of June to be sort of a learning
period; a ramp up period if you will. Then, weʼll consider our first official month of
business to start July 1st.)

So if we want 240 sales in our first official month of business, we want to figure out
precisely what itʼs going to take to get there.

To do this, you need to figure out your ultimate goal (for us 240 sales in July) and then
reverse engineer it.

For example:

1. To sell 240 accounts with 20 sales people, it means that each salesperson has
to sell three accounts per week. (3 x 20 = 60 accounts per week x 4 weeks = 240
accounts).

2. The next step is to take this complex task and break it down to exactly what needs to
happen for the average sales person to sell three accounts per week.

May 2010 • Page 9

 In our case, if each sales person has to come in contact with 50 people before
they make one sale (keep in mind weʼre doing telemarketing), that means over
the course of the week, the average sales person is going to have to make 150
outbound calls. (Iʼm going to consider a call to be one where they actually talk to a
live person, not voice mail or anything like that.)

In other words, it becomes a question of how many contacts does it take to make a
sale?

Of course the point of this is so you can take this complex task (selling 240 contracts the
first month) and say, “Okay, I just need a list of 150 decision makers to stick in front of each
of the sales people and I am gold.”

Now, for us, if we reach our goal, our net profit in the first month will be roughly
$144,000.

Hereʼs how you can reverse engineer this same process in your own business:

1. Decide upon your ultimate goal (in dollars, sales, volume, etc.). For example,
your ultimate goal might be to make $3,000 a month in additional income from your
online business.

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2. Now determine everything you need to do in order to achieve this goal (i.e.
attract traffic to your website, create an opt-in, create your offers, etc.).

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Page 10 • May 2010

3. Now figure out the quantity of each of the activities needed to achieve your
goal. The best way to do this is to reverse engineer it. Starting with the outcome
you want, what all do you need to do in order to make it happen?

For example:
• To make $3,000 a day, if youʼre selling a product that costs $600, you need to
sell five units per day.
• If you know you convert every 30 people who opt-in to your site to a sale, then
to get five sales a day, you need to have 150 people opt-in per day.
• If you get 10% of people who come to your site to opt-in (and you know you
need 150 opt-ins per day), then you need to drive 1,500 new visitors to the
site each day.

Goal Amount / Close Ratio Quantity/Volume

Needed
$3,000 in income $600 per sale 5 sales
5 sales Close 1 in 30 people 150 people opt-in
150 people opt-in Close 1 in 10 people 1,500 new visitors to the
site

Exercise: Use the below chart (or just the lines) to reverse engineer the
process to get to your ultimate goal.

Goal Amount / Close Ratio Quantity/Volume

Needed

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The point of all this is that the more clear you are about your specific goal, and what itʼs
going to take precisely every day to get you there, the more likely you are to achieve it.
May 2010 • Page 11
 Lessons from John the Tailor

So one thing Iʼm going to have to be doing in this new business is that Iʼm going to be in
the capacity of CEO where Iʼm going to have to lead, inspire, motivate and deal with
employees.

Which of course means Iʼm going to have to put on my CEO uniform.

Key Point

Never underestimate the importance of a uniform.

Every position in business has its uniform.

If I want to be an Internet Marketing Guru, Iʼm going to put on my surfer guy uniform,
show up at a seminar in that, take off my shoes and be my usual self (which is really
truer to how I actually am).

But I donʼt think thatʼs gonna fly in a board room situation.

Just like an un-uniformed police officer wouldnʼt really be good at directing traffic.

So Iʼve decided Iʼm going to need to wear what I call “grown up clothes” which leads me
to another lesson learned…

I decided I was going to get some clothes tailor made and was thinking about how I
wished I knew a good tailor.

Then, out of the blue, the salesman I had bought the Rolls Royce from calls me up and
says, “Hey, we wanted to do something really nice for you. We want to have a tailor
come over and take your measurements and make you some cool shit.”

Of course I told him that would be great!

So the tailor, John, comes over yesterday. And, I immediately knew it was a hustle,
right?

I knew the point of it was to sell me more shit which I was thrilled about because itʼs
something I wanted. (In fact, Iʼm gonna have him sew “bad mother fʼer” in the label
inside.)

Anyway, John the Tailor tells me that heʼll make me anything I want.

And I ask for a suit.

Page 12 • May 2010

To which he replied, “You know, what would really be good for you is a coat. I saw one
of your videos online and you were wearing this really nice camel colored coat.”

I lamented to him that the camel coat was in fact my favorite coat ever and I drunkenly
left it in the Hard Rock Hotel in 2008 and never saw the frigginʼ thing again. They donʼt
make them anymore.

So he says, “Well, that will be my gift to you from Symbolic (the company that sold me
the Rolls). I have the nicest cashmere ever and youʼre going to love it.”

After this, of course he says, “Now, what about some suits?” Keep in mind that this
guyʼs suits range from about $2,500 to $13,000 per suit.

Now he had me because I canʼt say, “No, I just want the free coat, get out of here.” I felt
like I had to buy something.

Long story short, heʼs got eight million fabric samples with him. And I get two suits
made, a pair of pants, two pairs of slacks and three shirts all custom made. My bill at
the end of the day was $7,500.

And the way he got me was with the free jacket.

But the story doesnʼt end here.

As heʼs leaving, he says, “Hey, if you have any friends, Iʼll be happy to make them a
couple of free shirts as well.”

Itʼs a great way for me to do something for my friends, so after he leaves, I call up
another one of our marketing friends whoʼs about to get married and tell him, “Look, Iʼve
got this tailor here. I just bought a lot of shit from him and he said some of my friends
can get free clothes too. Do you want a free shirt?”

Of course my friend says yes and now heʼs got God knows how many thousands of
dollars worth of custom clothes coming because heʼs about to get married.

There are at least two lessons from this experience.

1. Never underestimate the power of giving people cool shit up front and the
power of reciprocity.

It works like champ. It worked on me. It worked on my friend whoʼs getting married.
And, I guess we both could be considered hard-to-reach CEO types to the outside
world anyway…

Reciprocity basically works because our conditioning is so strong, we have

tremendous pressure inside of us to reciprocate if people keep doing things for us.

May 2010 • Page 13

 Simple ways to induce reciprocation are to do cool things for people up front that
they arenʼt expecting for free, give them more service and be better than any of your
competition, or simply personally give your time to them directly.

2. The tailor actually could have charged more than he did but he was selling on
his heels.

Now I was paying something like $2,500 a suit. And the whole time he was telling
me how all this fabric is coming directly from Italy.

Of course itʼs very nice—I can feel the fabric and tell that itʼs damn good fabric.
Certainly, thereʼs nothing better than tailor made stuff.

But he ends up charging me the same amount as what Neiman Marcus charges.

And he tells me the story of how he had a customer who was very affluent who was
ready to buy a $13,000 Brioni suit from Nordstrom, custom made.

He goes on about how the tailor went to his place and talked him out of the $13,000
suit he was willing to buy. He said, “Youʼre really going to get more value from this
$5,000 suit.”

So the guy buys the $5,000 custom suit and likes it, but still goes back to Nordstrom
to buy two $13,000 Brioni suits.

The lesson here is that itʼs often not really the value of the product that drives the
price up.

If you look at this guyʼs customer, even though he got an arguably better tailor-made
suit for $5,000, why did he go and spend almost $30,000 at Nordstrom?

The reason is because of the experience: the intrinsic value of going and
actually spending that much money on the thing.

In other words, for some people, especially very affluent people, a large portion of
the value of the transaction comes from paying a lot for the transaction itself and the
bragging rights to be able to say, “Yes, I went to Nordstrom and I bought the finest
Brioni suit they had and I had to have the head buyer from Nordstrom come out
there…”

In the end, the tailor probably would have been able to sell the client more suits if he
would have charged the client more and said, “Okay, Iʼm going to sell you the more
expensive fabric if thatʼs what you want and itʼs going to cost you $13,000.”

If he had done this, his buyer probably would have been just as happy, if not
happier, with the transaction.

Page 14 • May 2010

 Certainly, in my own case, I would have paid more than what he asked because Iʼm
thinking in my little value system, “Good Lord! This stuffʼs tailor made. It should be
more than the stuff I could have bought at Neiman Marcus.”

(Because I usually buy my stuff over there and itʼs usually about $2,500 a suit unless
itʼs a tux, which is more like 4 gʼs or whatever.)

Key Point

Donʼt ever sell from your heels. And donʼt ever be afraid to charge
premium pricing especially if your stuff is worth it.

This is a big thing as the tailor could have gotten double out of me, no problem.

Tearing it Up in the Internet Marketing World

Okay, now that weʼve talked about whatʼs going on in my world, letʼs talk about my man,
Andy Jenkins, who is just on an utter tear of success right now.

In fact, as I somewhat exit (or change my focus in) the Internet Marketing world, Iʼve often
considered somehow informally, or even perhaps formally, tapping Andy as one of the new
leaders of the IM community.

He is a completely badass marketer and also comes from a place of just wanting to be ultra
cool and add a ton of value to the community.

So anyway, hereʼs some of the cool shit heʼs done lately.

First of all, he sold out of his share of StomperNet, which really stripped his identity away a
bit because in the marketplace he was known as “Andy Jenkins of StomperNet.”

When you take StomperNet out of that, itʼs almost like taking the famous rock band away
from the singer.

Kind of like if Vince Neil was no longer with MÖTLEY
CRÜE. As a solo act, he might not really
be that well received. (In fact, he made a solo record and it didnʼt really do that well.)

So Andy, with the odds stacked mildly against him—he started out here with virtually no list
and only a little bit of name recognition—decides to launch the Video Boss.

Of course, Video Boss does great and is another multi-million dollar launch! So this is
thing #1 that olʼ cousin Andy did.
May 2010 • Page 15
 Thing #2 that Andy did was he was the primary genius behind the Main Street
Marketing Machines launch for Traffic Geyser this past month with Mike Koenigs.

This launch was one of the biggest launches in the history of our community with
booked revenue of around $10 million. Now naturally people were paying in
installments so God knows how much will be actually collected but it was still pretty
damn big.

And Andy basically scripted the videos, wrote the copy and really did almost everything
for this launch.

I really had very little to do with it, except help come up with the hook. Mikeʼs original
plan was to sell it as some sort of toolkit, so I said, “Hey, you can position this. This is a
ʻbusiness in a boxʼ and if you do it this way, youʼll make a lot of money.”

(Never underestimate the power of the right positioning for your product launches.)

So killer job for everyone involved with this thing and of course, there he is again, Olʼ
Cousin Andy at the forefront of another major Internet Marketing success.

The 3rd miraculous feat from Andy Jenkins is that he was also the guy behind John
Reeseʼs recent launch of Outsource Force.

This launch was also hugely successful in that it broke the million dollar day barrier.

In my opinion, this was a very difficult product to sell because you have to remember
that most of our market has yet to even make a single dollar online or set up their very
first website.

Given that, John was selling to a tiny fraction of the market who actually have
businesses set up and yet it was still a seven-figure launch which is fantastic.

So what did all these launches have in common that helped make them so successful?

Page 16 • May 2010

 The Magic Launch Formula: The 3-Step

If you look at all three of these launches (and any other successful launches going on
these days), they all follow the “three videos to sale” formula (the same basic one I talk
about in Mass Control.)

Itʼs the formula that seems to be working really, really well these days:

The Magic Launch Formula

A 7-day launch cycle that has three excellent content videos

followed by a sales video.

Now the key to this is the quality of the content videos—all of these launches had major
added value in these videos, the scripting and editing was top quality and they all
created interest and momentum by revealing an ʻamazing discoveryʼ in each of them.

It works something like this:

Video 1: What amazing discovery can you share with your market? Of
course, it should be massive added value and it should help solve a big
pain point of your market. And, how can they use this amazing
discovery immediately to accomplish goal number one (i.e. the first
stepping stone) in their Results in Advance timeline?

Remember, that good olʼ Results in Advance? You basically figure out the
end result (what you want your client to experience as a result of buying
your stuff) and then create a little timeline where you give them little
individual results along the way that lead toward this big end result you
want them to have.

Hereʼs how it looks with the Neil Strauss example I always give of helping
people meet and create a relationship with their ideal woman:

As you give them Results in Advance, their level of trust and interest
increases.
May 2010 • Page 17
 So video #1 needs to share an amazing discovery that they can use to
achieve goal #1 on this little timeline.

In this case, video #1 would be a new, cool discovery about how to

approach a woman.

Video 2: How can they use this amazing discovery immediately to accomplish
goal #2 on the Results in Advance timeline? Again, major added value
that moves them along this path.

Video 3: Same thing. How can they use this amazing discovery immediately to
accomplish goal #3 on the Results in Advance timeline?

Sales
Video: Show your market how they can use this amazing discovery
combined with your product to achieve the ultimate goal.

Thatʼs it. As long as you execute the added value videos with quality content that
produces Results in Advance, my bet is it will work every time.

In fact, my bet is if you follow this formula over the next seven days of receiving this
newsletter, you will make enough money to pay for this newsletter for the next several
years!

Exercise:

What are three absolutely killer content videos you could give your market that follow
this formula (amazing discovery that when they use it gives them Results in Advance)?

Video 1:
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Video 2:
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Page 18 • May 2010

Video 3:
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Finally, itʼs worth noting that part of whatʼs making these launches work is that
everyoneʼs mailing for these launches. The reason is theyʼre putting out just amazingly
good content.

For example, when Andy Jenkins did his Video Boss launch, he ended up with over
1,400 affiliates wanting to promote his stuff.

Now a huge question everybody always has is “how do I get people to promote my shit?”

With Andy though, he didnʼt go out and get these affiliates, he attracted them. And why
did everyone want to promote his stuff?

Itʼs because his pre-launch videos were so good.

And every one of these launches that he managed, the pre-launch video material was of
such high caliber and high value that people wanted to give it away to their lists. It
makes them look good.

It kind of goes back to the tailor thing. Itʼs weird for me to call my friend and say, “Let
me send this tailor to your house.” But itʼs not weird at all for me to go “Hey this guy
wants to make you free shirts. He also makes gangster shit. Do you want him to come
measure you?”

Easy sale.

These pre-launch materials fall in that same vein because theyʼre so well done - itʼs like,
“Yes, man, this frigginʼ video about outsourcing is killer! Check it out!”

Not a hard pitch.

What Iʼm Up to This Year

So as we close out this monthʼs issue, I want to quickly give you a schedule of my
events since some of you have been asking lately.

Of course Iʼve got List Control Memorial Day weekend.

May 2010 • Page 19

 After that, Iʼll be speaking at Brendon Burchardʼs Expertʼs Academy (June 3-6 in San
Francisco).

Next, I have a seminar called “Millionaire Marketing Formulas” that Iʼm teaching with
Brendon Burchard July 16-18, which is a $10,000 event thatʼs here in California (at the
Hard Rock in San Diego). If any of you want to come, drop me an email!

And Iʼm speaking at Dan Kennedyʼs event (Glazer/Kennedy Information Summit) which
is November 11-13th in Baltimore.

So those are my speaking engagements for this year.

Also, Iʼve decided to turn Mass Control into an evergreen product so Iʼm re-writing the
sales letter as I type this. (In fact, Iʼll include the re-written sales letter with a synopsis of
why the changes were made and why it was re-written in next monthʼs issue.)

And of course our big focus is on the new business.

Parting Shot

To that end, if there was one thing I could sum up as the most important thing you could
take out of not only this newsletter, but out of all the stuff I teach, here it is:

Recently I was listening to some Jim Rohn stuff and I heard a story about a dude who
calls up his neighbor and says, “Hey, I have some gold in my front yard. Come on over
and bring a shovel!”

The neighbor of course replies, “Well, I would, but have you SEEN the price of shovels
lately?!?”

There are over a dozen strategies (and these are only the ones I just counted) in this
issue that will help you take your business to the next level.

But none of ʻem work unless you put ʻem to work.

Now that you have the shovel, itʼs time to dig.

Do all that and the money will come. Thereʼs plenty of it for the taking and Iʼd love to
see it end up in your hands.

Talk soon.

Page 20 • May 2010