Professional Documents
Culture Documents
Through 12 Phases
2
The 12 Phases
3
Referral Mastery
4
Preeminence Mastery
5
Positioning Mastery
6
Relationship Mastery
7
Media Mastery
8
Prominence Mastery
9
Team Performance
Mastery
10
Exit Strategy Mastery
11
Energy Mastery
12
Sales Mastery
13
Key Performance
Indicators
--
Knowing the Numbers That Run
Your Law Firm
14
Strategies
15
THE JAY ABRAHAM
PHILOSOPHY
…AND STRATEGIES FOR
CREATING GREATER
SUCCESS, INCOME AND
WEALTH
16
JAY ABRAHAM 101
MARKET DRIVERS
17
JAY ABRAHAM 101
MARKETING
18
JAY ABRAHAM 101
STRATEGY
19
JAY ABRAHAM 101
CAPITAL
20
JAY ABRAHAM 101
21
JAY ABRAHAM 101
RELATIONSHIPS
22
JAY ABRAHAM 101
DISTRIBUTION CHANNELS
23
JAY ABRAHAM 101
24
JAY ABRAHAM 101
PROCEDURES AND
PROCESSES
25
JAY ABRAHAM 101
IDEOLOGY
26
JAY ABRAHAM 101
THE FOUNDATION OF
ABRAHAM 101
27
JAY ABRAHAM 101
UPSIDE LEVERAGE
28
JAY ABRAHAM 101
29
JAY ABRAHAM 101
30
JAY ABRAHAM 101
31
JAY ABRAHAM 101
THE STRATEGY OF
PREEMINENCE
32
JAY ABRAHAM 101
33
JAY ABRAHAM 101
34
JAY ABRAHAM 101
CONTINUALLY IDENTIFYING
AND DISCOVERING
HIDDEN ASSETS IN YOUR
BUSINESS
35
JAY ABRAHAM 101
36
JAY ABRAHAM 101
ENGINEERING SUCCESSES
INTO EVERY ACTION YOU
TAKE
OR DECISION YOU MAKE
37
JAY ABRAHAM 101
38
JAY ABRAHAM 101
USP
39
JAY ABRAHAM 101
40
JAY ABRAHAM 101
MAXIMIZE PERSONAL
LEVERAGE
41
JAY ABRAHAM 101
NETWORKING,
MASTERMINDING, BRAIN
STORMING
42
JAY ABRAHAM 101
BE AN IDEA GENERATOR
43
JAY ABRAHAM 101
GROWTH THINKING
44
JAY ABRAHAM 101
RISK REVERSAL
45
JAY ABRAHAM 101
TESTING
46
Selected Case-Studies
47
The Art of Post-Purchase
Reassurance
48
Understanding Post-Purchase
Dissonance
49
Reassuring the Client
50
The Marginal Net Worth (or
Lifetime Value) of a Customer
and Working the Back-End
51
The Unique Selling Proposition:
Your Client’s Most Powerful
Marketing Concept
52
A sure-fire System for Creating
the Best Headlines
53
54
Identifying Potential Clients
55
Negotiating and Closing Client
Relationships
56
Doing the Deals: Other Options
Available to You
57
Hiring a Top-Notch Sales Force
• For Yourself or Your Clients
58
Defining The Buying Criteria
59
Programming for a Client’s
Specific Business Situations
Tony’s/Effect
60
A Look at Vendor, Supplier and
Other Business Relationships
61
How You Can Benefit from Other
Business Relationships…Even
Competitors
62
How to License (And Relicense)
Someone Else’s Technique
63
Buying a Business or Profit
Center Through Marketing
64
1. Save cash on capital expenditures.
2. Increase their total sales
3. Barter lets you pay operating expenditures – even
payroll – with soft dollars.
4. They can print their own currency, i.e. “script”
which is usable only at their place of business.
5. Automatically get terms, credit and discounts far
more easily for them than they could by paying
cash.
6. Breakage
65
7. Cash conversion
8. Create a barter profit
8. Home Shopping Network
10. Vastly expand your available advertising budget
without using any cash
11. Finance rapid growth without cash
66
12. Ability to instantly and continuously generate a
steady stream of profits at far above close-out
prices
13. Turn excess inventory into cash without losing
regular business.
14. Recycle dollars right back to your own pockets.
15. Stockholder benefits
67
You are paid to think, add value,
solve problems for others, act
AND transact business
differently/more
EFFECTIVELY/ADVANTAGEOUSLY
than anyone ELSE.
68
Key is UNDERSTANDING (and
EXCERCISING) the difference
between Convergent Thinking and
Divergent Thinking.
69
The ability to deduce a single solution to
the problem; rule-following or problem-
solving.
It generally means the ability to give the
"correct" answer to standard questions
that do not require significant creativity.
70
Divergent thinking typically occurs
in a spontaneous, free-flowing
manner, by exploring many
possible solutions that are
generated in an emergent cognitive
fashion.
71
Many possible solutions are explored
in a short amount of time, and
unexpected connections are drawn.
After the process of divergent thinking
has been completed, ideas and
information are organized and
structured.
72
73
Traveling outside your
industry/status quo thinking to
discover breakthroughs by
looking at your situation
differently.
74
Top performing companies in
virtually EVERY industry or market
are the ones who engineer the
greatest quantity, quality, and
consistency of breakthroughs in
THESE high impact areas:
75
Strategy
Marketing
Innovation
Management
76
No matter what type of
company/enterprise you run,
what wins in business today is not
the ability to out-muscle or
out-resource the competition…
77
It’s the ability to out-think, out-
market, out-strategize, out-
contribute, out-innovate, out-sell,
out-position, and out-connect
your competition.
78
• To exercise hindsight, insight and
foresight - and to do so accurately
and thoughtfully -- you will find
that you need to look within
yourself but also beyond yourself.
79
If you pursue the optimal strategy
– it puts the rest of the
competition at risk – naturally.
80
Carlos Book SP talk points ____
81
The reasonably probable and legal use
of vacant land or an improved
property, which is physically possible,
appropriately supported, financially
feasible, and that results in the
highest value.
82
By
making other competitors take
more risks – your business should
have…
The EDGE!
83
My focus – your focus for the next
3 days:
Clearly understanding and
grasping what’s really going on
here in your turbulent, ultra-
competitive business world.
84
Reshaping List – See
Michelle
85
STEP 2:
The wonderful thing about the
world today, about the human
being is that we have a lot of
paths to get us to our greatest
outcome.
86
STEP 3:
The third step is having enough
confidence and giving yourself
permission to start walking down the
path to your greatness in as many
different categories as you can
pursue.
87
STEP 3:
88
STEP 4:
Few people have someone who’s willing to
intervene and help get them back on track and
course-correct.
91
STEP 4:
You want somebody who’s got an
understanding – clinically, critically,
transactionally and empirically.
93
1. What is greatness supposed to look like?
2. How can you get there? What path do you need to take?
94
The real beauty is, giving back.
Greatness OR Mediocrity?
97
Most organizations are not
investing enough or developing
their talent.
They are developing only
operational/tactical, not the
strategic skills in their team.
98
With every challenge there are
multiple solutions and different
definitions of “problems,” resulting in
differing attitudes, some proactive –
some passive. The proactive, accurate
thinker CEO/entrepreneur sees
difficulties as challenges,
opportunities and even games.
99
Challenging economic times today
present extraordinary
opportunities for proactive
organizations to grow and be
successful…
100
You must learn to become an
accurate, strategic thinker and
become able to apply new
concepts/new rules that can be
confusing and intimidating to the
competition.
101
Accurate thinking strategists are willing to see
the fundamental truth in business today – that a
“Big Shift” is occurring; a “New Normal” is
emerging.
103
Who has staff
What Role/function
104
Putting
the power of geometry to
work for/in your business.
105
Two kinds, good and bad (like
cholesterol)
106
Buying trends
Educational options
Competitive choices
Value determination
Alternative means/choices
Industry Outlook
Necessity/Luxury
Inertia Factors (Rich Schefren)
107
General economic situations
Price competition
Need to continually innovate
Attracting/affording the right skill set
Market conditions
Competition
Price of marketing/selling/raw
material/familiar goods
Cash-flow/controlling costs
108
2% of all occurrences and
common outcomes in your
business life are acts of God.
109
98% are the result of actions or
inactions you take…of factors,
forces, elements that you either
proactively control – or you let
control you and your business -
jet stream/multiplier/diminisher
(example tests)
110
Think more like an entrepreneur
than a proprietor.
111
****
112
“This defines entrepreneur and
entrepreneurship:
The entrepreneur ALWAYS searches
for change, responds to it, and
exploits it as an opportunity.”
-Peter Drucker
113
114
115
116
Derived from the Greek word –
‘stratēgia’
High-level plan to achieve one or
more goals under conditions of
uncertainty.
117
A plan of action or policy
designed to achieve a major or
overall aim.
An idea or a plan of how a specific
goal can be accomplished.
118
The science and art of disposing
and maneuvering forces in
combat.
A conceptual action implemented
as one or more specific tasks.
119
Isolated actions or events that take
advantage of opportunities offered
by the gaps within a given strategic
system.
An action you take to carryout your
strategy.
120
◦ A constant rate of growth
applied to a continuously
growing base over a period of
time.
121
122
For most entrepreneurs, 100% of what
they have is just the failure or success
of their business.
123
Flexible lifestyle
Strategic control
Product passion
Employee loyalty
Family continuity
T.O.
124
Non-economicand economic
reasons
T.O.
125
Flexible lifestyle, the controlled
feeling in control, might be
passionate about the business or
product service for people.
T.O.
126
From an economic standpoint –
really only one reason to own a
business. It has to beat your next
best alternative for that
deployment of that capital.
T.O.
127
There’s only one reason for you to
keep doing it – from a pure
investment standpoint: because
it’s a better return than your next,
best alternatives.
T.O.
128
If your business was a mutual
fund...would YOU buy it?
T.O.
129
Most entrepreneurs typically don’t
think of their business as an
investment.
T.O.
130
If you had 3 mutual friends (one
producing 5%, one producing
15%, and one producing 20%, year
in and year out), would you
allocate the same capital to all
three?
T.O.
131
1. Multiply current income.
2. Create far greater future income.
3. Ethically exploit windfall income opportunities
internally and externally.
4. Achieve monster-size psychic emotional wealth.
5. Position your business for future sale at the
maximum value and worth possible.
132
1. Current Income – Constantly increasing current
income and profits is the first determinate of
business wealth creation.
133
2. Future Income: If your business doesn’t have
highly predictable, strategic, long term revenue-
generating programming in place, that assures
continuous flow of profits and sales well into the
upcoming years --- you DON’T have a business
at all.
134
3. Windfall Income – There is no business out there
that cannot uncover a five to seven figure profit
windfall within six months.
135
4. Psychic/Emotional Wealth – Unless you have the
certainty, confidence, peace of mind, vision, low
stress, control, power, persistence,
perceptiveness, high ethical standards and
unstoppable drive, you can’t possibly pilot the
strata of unstoppable business growth and
income you’re after.
136
13
7
5. Asset Wealth – Few business owners ever build a
business they can sell for a lot more money than
they take out of it in a year. Yet a business’ asset
value should be one of the major wealth creations
you achieve from your business efforts.
138
When you look at things
(in multiple elements in a
business), you can categorize
them in 2 ways:
1. Out of your control
2. Within Your Control
T
. .O.
139
Industry factors
Stock market
Capital markets
Local economy
Regulatory changes
Interest rates
T.O.
140
Growth rate
Balance sheet
Quality of earnings
Predictability of earnings
T.O.
141
All things being equal, the more
earnings you have from the more
broad/diversified buyer
base/sourcing base, the less risky
your business is.
T.O.
142
Increase your sales and growth
rate and…
T.O.
143
You can increase the predictability
and sustainability of earnings.
(If you are a strategic thinker.)
T.O.
144
You can decide to concentrate or
spread your risks.
T.O.
145
People Risks and Talent Risks
Market Risks
Marketing Risks
Positioning Risks
Competitive Risks
Technology Risks
Alternative Means Risk
T.O.
Etc.
146
Key point is you have to be
beating the market or you
shouldn’t be in the business.
T.O.
147
Either re-think your strategy and make
the asset produce what it should – or
liquidate it and give the resource to
someone who can get you a rate of
return that you’re not getting.
148
Apply the same methodology that
professional investors apply to
their investments to YOUR
enterprise/business/
actions/activities.
T.O.
149
Understand your
micro-investment
portfolio
T.O.
150
What that means is you’re the
investment and business. An
investment within the business.
Must look at cost of acquisition
vs. lifetime value. What is the
implied yield? That’s an
investment! It’s not expense.
T.O.
151
These are all things that you
either pull risk out of the
business or put risk into the
business.
152
Proprietors
think in terms of
revenues and expenses.
Professionalsthink in terms of
yield, three-dimensional/value
creation.
153
Not just revenues and expenses:
154
You never write a check in
business if you don’t believe it’ll
produce some kind of return – do
you?
155
You never hire anyone if you think
you can make you money.
T.O.
156
Two ways to enhance returns:
T.O.
157
Deploy new risk capital (increase
my principal).
Find ways to maximize the yield
on the capital that I’ve already
deployed.
T.O.
158
Example:You can add 20 more
salespeople …
OR
159
That’s really where most of this
process and program will focus –
leveraging the geometry of your
business.
T.O.
160
It’s very simple to understand
intellectually – that putting into
practice in your business takes a
discipline/operating/
implementation/ execution
strategy.
T.O.
161
Find it in 3 ways/forms:
T.O.
162
1. When you reallocate capital, you
have to measure relative
performance of the current
process there.
163
1. Customer/Client Lifetime Value
a) I.e.: Average order size/frequency/gross
profit
T.O.
164
Remember, higher-yielding
processes get more capital.
T.O.
165
They have a different strategic
purpose and value.
T.O.
166
Critical
◦ 1. Product Development
a) Creating or Originating products and
services for which the expected revenue
significantly exceeds the cost of fulfillment.
This should be a continuous process as it
directly feeds into Customer LTV Maximization.
b) If this process is “sick” no amount of sales,
marketing, or process optimization will cure it.
T.O. 167
◦ 2. Customer Acquisition
a) Lead Generation
b) Conversion
c) Sustaining
d) Utilization
e) Redeployment
T.O.
168
Important
T.O.
169
Insert “Strategic” “1. KPI/Yield
17
0
a) Elimination (Don’t do it) - getting rid of
non-productive products, processes, etc.
171
c) Outsource (If people must do it) -
chances are good that someone has
already created an efficient, cost-
effective system for performing your
desired function.
Find it, and use it.
T.O.
172
d) Systematization (If you must have
people do it, and can’t effectively
outsource it) - create and document a
system for it.
T.O.
173
Strategic
1. KPI/Yield Analysis
◦ a) This function is critical to ensure mid
and long-term health, and ultimately exit
value of your business.
◦ b) Indication of the health of your
business and effectiveness of your
strategies.
T.O.
174
(1) New Customers Acquired
(2) Customer LTV
◦ (a) Average Order Size
◦ (b) Average Order Frequency
◦ (c) Average Length of Relationship
T.O.
175
Most entrepreneurs have the wrong
skills to succeed in turbulent times –
your old skills are unsuited to the
challenges of the new world.
176
Hindsight is the understanding of a situation
only after it has happened.
178
The Hidden Art of Foresight
Greatness cannot be achieved by looking in
the rear view mirror.
179
“ Foresight is the ability to predict what is
likely to happen - and use this information to
prepare for the future.”
180
The Foresight Myth
Your competitors would like you to believe
that foresight is an innate gift, akin to biblical
prophecy. Either you were born with it, or you
are out of luck.
181
The same is true with foresight. It’s a skill set
that can be acquired. You can build your
foresight muscles - and become that
strategic, accurate thinking CEO who can “see
around corners” and prepare your
organization for what is coming at you.
182
The Need for Accurate Thinking
183
Why?
Because tacticians, almost by
definition, do not look forward. They
tend to reason from hindsight, to
make short-term decisions based
either on what worked for them in
the past.
184
Tacticians ask: “How can we dig faster?”
185
By contrast, accurate thinking
strategists think longer-term,
using foresight. Their focus is on
effectiveness - figuring out what
change is coming, so you can do
the right things.
186
The Concept of
“Leverage Marketing”
taken through it’s totality
187
“Give me a lever long enough and
a fulcrum on which to place it,
and I shall move the world.”
-Archimedes
188
PART I: Cognitive Intelligence
189
To succeed in a turbulent world, CEOs
and senior executives require strategic
acuity – the ability to evaluate
information and re-conceptualize your
business in response to that information.
190
To achieve Strategic Acuity, you must commit to
an ongoing learning process:
191
-Transforming information into
knowledge by applying a context to it.
Think of this as mentally putting your
new information into the appropriate
file folder.
192
- Transferring the knowledge into
a skill, that you can apply as you
craft or execute a strategy.
193
Your knowledge is becoming
obsolete but you probably do not
know it.
Your experience can trap and
mislead you.
194
To develop your own strategic acuity, you
must:
196
Self-awareness is your best weapon
against denial.
Leadership Mindset.
197
You must master your own
mind before you can master
your business.
198
◦ Values Navigator
◦ Thought Control
◦ Avoidance of Denial and Normalcy Bias
◦ Refusal to React with Fear, Anxiety or
Anger
◦ Repudiation of Greed and Pride
199
The Value of Social Intelligence
200
You can build your Social Intelligence
through these practices:
202
Personality types:
Personality types can be grouped into
four classifications:
1. Analytical
2. Driver
3. Amiable
4. Expressive
203
Once you are able to identify an
individual’s personality type, you
can adjust your means of
discourse and activity to fit each
individual’s personality type.
204
Empathy:
Empathy is about understanding the
views and experiences of those
around you—emotionally as well as
intellectually.
205
Resilience:
206
Enthusiasm:
207
Tact:
Tact is the ability to deal with people
without causing friction or giving
offense, while still communicating
truthfully and with clarity.
208
PART III: Business Intelligence
210
Principle 2: Foresight IQ is mandatory
for business
211
Principle 3: Momentum is a three-
dimensional force.
212
Principle 4: A trained Internal Advisory
Group Board is the key to 21st century
success.
Principle 5: Every business is an
ecosystem and every change makes a
difference.
213
Seeing Correlations,
Implications, Aberrations, and
Permutations
214
Adjusting the business vision
Creating and delivering a unique
client value proposition
Creating and executing a winning
strategy
215
Developing, implementing and
evaluating powerful sales and
marketing strategies
Continuously creating new and unique
products and services
Leveraging the power of human
alignment
216
Talent Intelligence
217
1. Decision making
2. Communication
3. Goal attainment
4. Business life management
5. Applied emotional intelligence
6. People development
218
Intellectual capital:
Collective knowledge (whether or not
documented) of the individuals in
an organization or society.
This knowledge can be used to produce wealth,
multiply output of physical
assets, gain competitive advantage, and/or to
enhance value of other types of capital.
219
Leveraging Intellectual Capital
220
There is a price, one that many CEOs fail to
recognize…
221
They are finding innovative new products to
bring to market - your market.
222
We’re living through turbulent times.
Turbulent times are scary, because
they disrupt the normal, familiar status
quo.
223
So why should you benchmark best
practices from leading companies
when before you master them, they
become obsolete?”
◦ Financial Times, December 23, 2010
224
Opportunity Costs in the Real
World
– A Case Study
225
The choice is frighteningly clear.
Accept the status quo - the seemingly
safe but mediocre path that he is on
now. But in a turbulent world, that
safety is an illusion.
The mediocre path is actually the
riskier one, because it eventually leads
to a dead end.
226
As long as you stay on the mediocre
path, competitors are going to keep
gaining.
Or, look for a different path - a new
direction that is free from the limits of
outdated assumptions and self-doubts.
The potential opportunity of a different
path is limitless.
227
But not every new path leads to
greatness. Before traveling outside of his
comfort zone, need a way to reduce the
risk. Need certainty. Need to be sure that
the business is on the right road, and
avoid any hidden dangers along the way.
228
So that is the challenge. How to
find that new path in order to
reach the CEO greatness - and
unearth the hidden wealth
potential in business.
229
The Need for Accurate Thinking
230
Consulting Mastery
Maximizing/Muliplying/Monetizing
Your Expertise, Skillls and Abilities
Redondo Beach, CA
January, 2014
23
1
Jay Abraham
I'm paid to understand how to reduce (or
eliminate) the risk in a transaction or proposition–
–so it's easier to say yes then no...easier to pay
than it is to flee.
23
4
I’m paid to understand how to stand out
◦ How to —out appeal, out impress, out excite investors over and
above the capital-seeking maddening crowds of other fund
seekers vying for their money.
23
5
I'm paid to understand all the direct
competition––meaning the industry- generic
competitors of your business––new or
existing( as well as the indirect)
23
6
23
7
Imagine if a group of people met each
month to help each other achieve what
they want in life. If they met to show
each other how everyone can do better,
make more money, to achieve whatever
it is that everyone wants from their life.
238
Board of Advisors: A group of individuals
who've been selected to help advise a
business owner regarding any number of
business issues, including:
Marketing
Sales
Financing
Expansion
etc.
239
240
Testing – (see examples from me/Qualpro)
Consultative training
New technologies – one new addition a
week
Back to Advanced 3 ways
Know more about competition
Amazon/social media - voices
241
Winston Churchill: “Never give in. Never, never,
never – in nothing great or small, large or petty.”
Fight against mediocrity and commoditization – by
making yourself and your business unique,
desirable, valuable.
Technology can be innovative.
242
In everything you do online or off - -
sell leadership. Provide people with
ideas, advice, information to have (and
hold).
Do your communications and
conversations, all bring people value?
243
Drucker said,
244
The vast majority of businesses are mere
commodities, marginalized, non-
distinguishable vendors.
True entrepreneurs (or consultant masters)?
create new satisfaction.
Are you content with mediocrity? Or want to
create something new, different, or better for
your market?
245
INNOVATION: does NOT necessarily
refer to anything high tech.
246
Breakthroughs only occur when you are
pursuing something better.
Entrepreneurship, innovation, breakthrough
thinking – none of it comes automatically.
It is work to accomplish that which your
herd-based competitors won’t/don’t.
247
A true entrepreneur is a business owner
committed to continuously innovating.
Are you committed to advising being a
“game changer”?
Obstacles in an industry are motivators to
you as Consultants.
248
Businesses are NOT static.
Become supremely receptive to
consulting/advising change in
marketing and change in
consumer buying habits.
249
Continuously evaluate your client’s
business and its performance.
Become obsessed (almost) for
discovery, development, perfecting
new things for your client and new
ways of delivering advising for your
client’s products/services.
250
What differentiates the Consultant
Master from other consultant’s is their
commitment to purposeful innovation,
as proprietors try to hold on to the
past.
Businesses grow or die.
251
Leveraged marketing: lets you create almost
unlimited profit power
Ancillary marketing: lets you create multiple,
new income streams by repurposing your
brand.
Together: these two strategies can help almost
ANY business multiply their profits
meaningfully.
252
Mind of the market
Amazon .com
Headlines – two versions
Extrapolate
Huff Post/AOL
Magazines – online/off
Search
253
AIDA
A - Get Attention
I - Arouse Interest
D - Stimulate Desire
A - Ask For Action
254
AIDA: 1. Get Attention
Superscript – teaser
Subhead
Salutation
255
AIDA: 2. Arouse Interest:
256
AIDA: 3. Stimulate Desire
Appeal
Bullets
257
AIDA: 4. Ask For Action
Bonuses
PS
258
Robert Collier Formula
Attention
Interest
Description
Persuasion
Proof
Close
259
Victor Schwab’s AAPPA Formula
A - Get Attention
A - Show People An Advantage
P - Prove It
P - Persuade People To Grasp This
Advantage
A - Ask For Action
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Bob Bly’s Formula
According to Bob, all persuasive copy contains
these eight elements:
1. Gains attention
2. Focuses on the client
3. Stresses benefits
4. Differentiates you from the competition
5. Proves its case
6. Established credibility
7. Builds value
262
263
264
265
Joint Ventures License or Acquired
Co-Branding Licensee
Host – Beneficiary Core Competency
Equity Partnerships Consulting
Endorsements Reclamation
266
1. You can use it to achieve advantages of
scale, of scope, or of speed. You can take
advantage of other people’s infrastructure.
You can take advantage of other people’s
reach. You can take advantage of other
people’s resources that you couldn’t have.
267
2. You can increase your client’s market
penetration. You can do it locally.
You can do it regionally. You can do
it nationally. You can do it
internationally or by niches.
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3. You can enhance your client’s competitiveness
in local, national and international markets
because now you’re in association with
somebody who’s a dominant force… somebody
who’s already built a market…
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5. You can develop new business opportunities
through products and services for your client.
270
8. You can use strategic alliances and
joint ventures to sharply reduce
costs/increase profits for client’s.
271
9. There are a lot of things that you can’t
afford to do on your own. But if you joint
venture them and you only pay for other
organizations in direct proportion to the
revenue that comes in, that actually is no
longer a cost. They’re an income stream.
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1. Strategic alliances and joint ventures/resource leveraging
deals --- once you understand the dynamics and
mechanics, are easily established to evolve for your
client’s.
2. They only add to your client’s selling efforts (power of
geometry).
3. It increases your sales massively, and thus your
profitability.
4. It lowers the barrier of entry.
5. It boosts your client’s market presence.
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6. It provides added value to clients.
7. It contributes substantially to perceived
client benefits.
8. You can enter emerging markets
instantly.
9. It expands your horizons, goals,
aspirations, vision for your client’s.
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10. You get to speed your access to wide varieties of new
markets for client’s.
11. You can expand your client’s beyond their geographic
boundaries
12. You can gain a foothold in international/niche markets
for your client’s.
13. You can advise your client how to control other
people’s markets.
14. You can successfully gain a competitive advantage for
our client.
275
15. You can rapidly overpower the competition for your
client’s.
16. You can joint market with people and share the cost.
17. Joint selling or distribution
18. You can collaborate to design new products or
combinations with other people, using THEIR
resources, technology, staff, talent.
19. You’ve got total flexibility in the way you operate.
276
20. It’s less risky.
21. Requires less/no cash for our client’s;
which, they give away no equity, either.
22. You can acquire a technology license for
your client’s.
23. You can get research and development
done for your client for free.
24. You can access knowledge and
expertise/talent beyond company borders.
277
25. It can strengthen YOUR expertise in an
industry as a result of the relationship
association.
26. It extends your product/service offerings.
27. Widens your scope of innovation
28. You can secure your position as front runner
Consultant in your market any new/niche
markets your client’s may address.
29. You can provide marketing or selling, or have
someone else provide marketing or selling.
278
30. You can easily teach your client’s how to
establish purchasing and supply relationships.
31. You can set up instant distribution networks all
over the… (fill in the blank) --- country, industry,
nation, continent, world…
32. You can assist your client’s to capitalize on all
kinds of hidden assets and overlooked
opportunities (underperforming activities,
underutilized relationships/credibility).
279
33. You can make much higher ROI’s and ROE’s on alliances
than from your client’s core/main business.
34. You can keep focused on your own core business while
expanding, exploiting and harnessing this vast,
expanded stream of possibilities as a Consultant Master.
35. It lets you maximize (and multiply) and stretch your own
management, talent, economic, technical and
operational resources.
280
36. You can outsource every non-core competency, and get
it performing at many times higher level of capability
and results, and your client only pays for it in direct
proportion to its results to their bottom line.
37. Reduce your client’s overhead through shared costs,
lower pricing and outsourcing.
38. It’s a growth/expansion mindset you have to posses.
39. Your client can capitalize all the goodwill other entities
have created over years.
281
40. There are lots of different kinds of
alliances.
business opportunities.
282
43. You can totally reinvent business opportunities for your
client. You can access production that you can’t afford,
because there’s always going to be somebody
somewhere who’s got excess production. You can get
access to delivery, facilities, technology, procedures,
intellectual capital for your clients --- all kinds that your
client never had before. Your client can license other
people’s marketing, or other people sales ability, or
other people’s management skills, other people’s cash
flow management…
283
Leveraging and Maximizing
Relational Capital allows any
business to outrageously expand,
generate and penetrate multiple new markets,
and acquire/generate significant
quantities of new clients, buyers, customers,
and distributors.
284
1. New Income for your Client from What a
Business Already Does
A)Referral Systems
B)Reactivating Old Buyers
C)Getting More Prospects to Buy
285
2. Adding New Profit Centers to
Their Existing Model
A) Selling other Things to Existing Clients (i.e.
home improvement, reusing prospects and
buyers)
286
3. New Ways to Use Their 4. New Ways to Use or Take
Assets, Resources and Their Business, Products,
Activities Services to Other Fields
D) Licensing
287
5. New Ways to Use Under-Performing Activities
A) Getting the rights to something and flip it (ground floor
window advertising), sales force
B) Art at a seminar
288
7. New Ways to Profit from a Business’s Problems
289
9. New Ways to Supply the Equivalent of Capital
for a client
A) Barter
B) Experts
C) Facilities
D) Services
291
Credit Management
Raw Materials Skill Set
Advertising Training
Marketing Equipment
292
Facilities
Distribution
Credibility
Value Added
Entry Level Products/Services
Sales Extension Product Services
Complimentary Product
293
294
Equity in deal
Equity in client
Equity in brand
Equity in distribution channel
Equity in buyers and prospects
Equity in marketing material
Equity in process and intellectual property
295
Seminar company getting attendee
endorsements
Association uses local paper for distribution
of charity fund and get multiple write-ups
and endorsements
My seminar business - Tony Robbins,
Success, newsletters, trainers
296
William Simmons Home
A.R.P - Colonial Penn A.R.P –
John Ritter - Where there is a will
there is an “A”
Tom Bosley – Agora
Fran Tarkenton - Tony Robbins
297
Magazine subscriptions / Schools
Reinventing Business Opportunities
Brand / actual products / services /
proprietary products / lists / research
/ sales force / too much capacity /
facilities/ processes
298
Mastermind/Brain Trust
Profiteering
Financing
◦ Promotions
◦ Sales force
◦ Ads
◦ Markets
◦ Product Lines
299
◦ Sales Force ◦ Licenses
◦ Retail Stores ◦ Display Window
◦ Kiosks ◦ Inserts
◦ Signage ◦ Polywrap
◦ Leases
300
◦ Bind in ◦ Acquire Leads
◦ Blow in ◦ Unconverted
◦ Lease Prospects
◦ Purchase ◦ Inactive Clients
◦ Option
301
1. Marketing 6. Performance
2. Sales Enhancement
3. Management 7. Information
302
Brand Name
Technology /Methodology
Promotion / Marketing Expert
Products / Services - Private
Processes
Image / Design / Facsimile
Territory / Market / Industry
303
Attracting or rendering world class
expertise on a performance compensation
basis.
◦ Core
◦ Critical
◦ Dual
304
305
One of the BEST ways to rapid help growth is to
open / develop / create new products or markets
306
1. Start with the “big picture.” What key
options?
307
4. Gain valuable or strategic assets,
access, resources or talent.
5. Acquire or access the good will, trust,
credibility of older, larger more respected
entity, organization, publication, selling
force or individual.
6. Gain more upside leverage.
308
7. More optimally deploy someone else’s
assets.
8. Find opportunity in someone else’s
adversity.
9. Leverage off something valuable
someone else invested, tens, hundreds of
thousands, millions or even tens of millions
to create, acquire or develop.
309
The more powerful their brand, the more profitable
the strategic alliance.
What else can you do with their brand?
Who else’s brand can they deploy or ethically
exploit?
How many different ways can they do it?
This goes both ways.
Disney / McDonalds
310
311
Look for additional alliances, markets:
312
313
1. Taking their generic lists and making
them specific and Personalized
Contact info
List of key decision-makers List of product
services they offer
Printout from their web site
Create Database (Outlook)
314
2. Contact
315
◦ Phone contact-rules to follow.
◦ Pre-contacting by letter. What you need to
do to assist your client.
◦ Identifying in advance probable
objections, resistance points they’ll
encounter. Preparing in advance their
responses to possible objections.
316
“How do I know it’s not going to take
away my clients?”
“I want control. I don’t like you having
control of my clients.”
“How do I know they’ll get paid?”
“It’s not the business they are in.”
317
3. Traps To Avoid
318
◦ Being Strategic
319
Taking away the risk for both sides
Incremental gains
Margin net worth factor
Strategic advantage
Preemptive opportunities
Perception advantage
320
Things To Think About
322
Making the deal work
323
Turning the one time deal into an
ongoing revenue source
Program the relationship for perpetual
ongoing regular offerings through
preempting the channel
Create ongoing streams of revenue
324
Monitoring and measuring results
Q&A
Yours
Mine
Their Prospective Deal Partners
325
1. How many clients do you have?
2. How are their names maintained?
3. How many inquiries do you have?
4. Do you make any profit money/ surplus
currently?
326
5. What is your most profitable business
area currently?
6. How do you market?
7. What would you like to accomplish?
8. Who is your competition?
9. Who is your prize client?
327
328
Could be a very powerful way for you to finally, successfully
deal with challenges, issues, and goals.
It can help you uncover blind spots in your behavior, nutrition
or thinking.
Can help you successfully deal with an increasingly complex
world.
A highly personalized coaching program (tailored to your
individualized goals, problems, or needs)…can deliver the
successful results and transformation hereafter.
Every coach “who has been there” and is an objective
sounding board is an invaluable resource for anyone who
actively wants to change a critical area of their life.
32
9
In can help make your career path faster, easier, and more
fulfilling. It can help you have more fun…excel at whatever
specific goals in life you want to set for yourself.
Coaching can give you the power you need to retain a greater
degree of control…to get the results you want.
Specific skills, understanding, and empathy to move you to
action. We’re performance oriented. Our job is to understand
what you want (and need to achieve) in the specific area you
want to focus on.
Serve as your sounding board, helping you work through
those areas of your life where you may be having difficulty.
33
0
Everyone needs guidance to progress and improve. Provide
the individualized guidance you’ve been lacking…going after
the worthy goals you want to set for yourself.
Everyone is in need of advice or direction. Help you explore,
think deeply about and focus clearly on what you can do
better that will be more meaningful.
33
1
What Challenges, Issues, or Problems Do You Want To Overcome?
33
2
Different Ways We Can Help You Reach The Goal You’re After
33
3
The First Step Is…
The first step…is helping you figure out what it is you really
want - - not just specifically, but on the deepest personal
level possible.
You have to first know what you really want
Some people think they know but it’s almost always abstract.
We get you absolutely clear on the big vision you’re
struggling either to gain control over or achieve.
We create a powerful mission statement, as well as both a
short and long term series of goals and action steps, totally
individualized to your specific situation and requirements.
33
4
We Help You Build Your Own Customized Program
33
5
(subheading)
Current Income
Future Income
Psychic Income
Liquidity Income
33
6
Preeminence Mastery
Relationship Mastery
Media Mastery
Blair/Skype
Energy Mastery
33
7
Denominator – Recovery, renewal not depending on you.
33
8
Preeminence – Integrative examples, play video
33
9
Media Mastery > Which best to sell what media – Skype interviews
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0
34
1
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2
Market
Where do you fit in today’s marketplace?
Expertise
Are you communicating your expertise efficiently?
Visibility
Are you using the best channels to promote your firm?
Infrastructure
What tools and platforms do you need to succeed?
34
3
Target Audience
What is the profile of your current and prospective clients?
Thought Leaders In Your Industry
Which high-profile figures influence the course and
conversation of your industry?
Search Engine Visibility
How visible is Jay Abraham Strategy Institute in online
searches for terms and topics relevant to your firm?
Online Competitive Landscape
Which firms are competing for your audience online?
34
4
Key Search Engine Rankings
Which search topics are associated with your firm today, and
how well do you rank for them?
34
5
EXPERTISE
Building Your Expertise: Top Factors
Components
◦ Professional Certification/Qualifications
◦ Speaking Engagements
◦ Awards
◦ Website Functionality
◦ Publishing Printed Content
◦ Blogging
◦ Downloadable Online Content
34
6
EXPERTISE (cont’d)
Building Your Expertise: Top Factors
Components
◦ Conferences/Tradeshows
◦ Guest Blogging/Guest Articles
◦ Professional Association Memberships
◦ Conducting Webinars or Other Online Educational Events
◦ Marketing Video
◦ Research
◦ Public Relations
34
7
VISIBILITY
Building Your Visibility: Top Factors
Components
◦ Website Functionality
◦ Search Engine Optimization
◦ Downloadable Online Content
◦ Speaking Engagements
◦ Publishing Printed Content
◦ Conferences/Tradeshows
34
8
VISIBILITY (cont’d)
Building Your Visibility: Top Factors
Components
◦ Networking Events
◦ Conducting Webinars or Other Online Educational Events
◦ Blogging
◦ Guest Blogging/Guest Articles
◦ Partnerships
◦ Online Advertising
34
9
VISIBILITY (cont’d)
Building Your Visibility: Top Factors
Components
◦ Marketing Video
◦ Television and radio advertising
◦ Email Marketing
◦ Marketing Collateral
◦ Print Advertising
◦ Social Media
35
0
VISIBILITY (cont’d)
Building Your Visibility: Top Factors
Components
◦ Public Relations
◦ Professional Association Memberships
◦ Direct Mail
◦ Awards
◦ Photography
35
1
YOUR VISIBLE FIRM STRATEGY
Build on Key Strengths
Focus on Increasing Overall Visibility in the Business
Education Marketplace
Market to and Engage in a New Audience
Reinforce Reputation and Build a Brand
Saturate a New Market or Industry
35
2
Your Expert Differentiators
We specialize in educating leaders of small to mid-tier
businesses.
Unlike traditional academia, we deliver an experience-based
curriculum that focuses less on theory and more practical
executive strategies and repeatable processes.
Our comprehensive executive education is designed for C-
suite executives at $50M+ enterprises, as well as leaders of
$10M to $50M companies.
Our founders, Jay Abraham and Carlos Dias, are globally
recognized business growth experts.
35
3
Your Expert Differentiators (cont’d)
We have created more than $9 billion of wealth for our
clients.
We believe companies should focus on long-term growth
strategies – rather than increasing short-term shareholder
value.
35
4
TARGET AUDIENCES
Defining your audience is the next step in building a
successful Visible Firm strategy. The more focused your
audience, the more you will be able to deliver striking and
relevant messages to them - - and the easier it is for your
firm to be recognized as a leader in the issues they care
about.
35
5
ENGAGEMENT MODEL
Attract Prospects: Attract potential buyers, influencers, and
referral sources.
Building Engagement: Deepen engagement with your
prospects and turn them into educated and qualified
opportunities.
Turn Opportunities into Clients: Make the decision easy for
prospects that are ready to buy.
35
6
EXPERT CONTENT
By increasing your firm’s visibility and reputation for
expertise online, your firm can generate referrals even from
individuals or organizations with whom you have not worked
directly.
35
7
TURNING YOUR POSITIONING INTO CONTENT
Positioning: The big idea people associate with you
Issues: The themes you write and speak about
Topics: The titles of your blog posts, webinars, speeches, etc.
35
8
ATTRACT PROSPECTS
Blog posts
White papers
Executive guides
Webinars
Research reports
Books
35
9
SOCIAL MEDIA
LinkedIn
Twitter
YouTube
Google+
36
0
SOCIAL MEDIA (cont’d)
Proactive Networking in LinkedIn Groups – We strongly
recommend joining LinkedIn Groups that are relevant to your
service areas. These mini-communities are great places to hold
conversations, share your content, and position yourself as a
thought leader. You can join several groups, and sharing your
content in these groups will likely lead to consistent social
media traffic.
Join the conversation in two ways:
Comment on an existing discussion.
Create a new discussion.
36
1
SOCIAL MEDIA (cont’d)
Professional Associations
Conferences and Trade Shows
Webinars and Educational Events
Downloadable Educational Content
Public Relations
Online Advertising
Email Marketing
Research
Professional Photography and Video
36
2
SOCIAL MEDIA (cont’d)
Immediate Initiatives: Begin blogger outreach.
36
3
SOCIAL MEDIA (cont’d)
The Two Types of Content:
Flow Content
Stock Content
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4
SOCIAL MEDIA (cont’d)
Thought Leadership Marketing For Experts
Become a Visible Expert
◦ At Hinge, we help individuals with strong expertise attain
the visibility required to reach critical mass and become
widely known for their mastery of a topic. We call these
highly regarded professionals “Visible Experts.”
36
5
SOCIAL MEDIA (cont’d)
LinkedIn
We strongly recommend that you join LinkedIn groups
relevant to your service areas. These mini communities are
great places to hold conversations, share your content, and
position yourself as a thought leader. You can join up to 50
groups, allowing you to target very specialized audiences.
Sharing your content in these groups in a thoughtful way
usually produces consistent social media traffic to the content
on your website.
36
6
SOCIAL MEDIA (cont’d)
Proper On-Page Optimization of Content & Site Pages
Title Tag
Meta Description
Page Header (H1 Tag)
Image Tags
Internal Linking
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7
Use your competitors in order to gather referrals.
After I get the results, the key thing that I ask from
them is, "Can you write me a letter of
recommendation? Can you take five minutes of your
time‐since I've taken my time to make sure you get
your results?" Out of a hundred people, fifty people will
do it.
Promise a certain quality of service and then
deliver. You will be rewarded by referrals.
And then John will point you to Bob. And you can
say, "Bob, I'm calling you because John referred
me to you. This is the purpose of my call. Whom
do you know?" This is short cutting the whole
phone call. But, Whom do you know that would
be qualified for this opportunity?" And you ask
that of just anybody.
After helping a client and showing them that
you care for their wellbeing as well that of
others, ask if they know people who could
benefit from the same service. They already
know your quality and will want to help those
around them. Incentivize the referrals to
come in and you’ll generate a significant
conversation rate.
It’s called a care enough to share program. Say somebody
comes in and they have a back problem and I've worked
with them for a few days and they’re feeling better. And I
say, "oh, Mrs. Jones, your back is doing much better now.
Do you have any friends or relatives who also have a back
problem, or neck problem, arm problem or leg problem?
We have a screening program here. We can give you a little
card and they can come in within the next couple of
weeks, and I'll give them a 15‐minute screening and it
won't cost them anything.” Often, of course, almost
everybody knows somebody with a neck or back problem.
If I do it, say, five times a day, two or three people will take
cards and one or two will come in. And of those one or
two, by conversion rate when they come in, we get about
30% of them.
Developing trusting and passionate
relationships with clients will lead to a wealth
of referrals.
We are built almost exclusively on referrals. Most of
our client base is conservative, political and
Republican‐type organizations. And all of our account
reps came from the political community So what we
developed early on with our initial clients was a very
trusting relationship. Our account reps have a very
high passion for the work they do. It's the same
passion that our clients have. They're both heavily
involved in these political issues. Because of this
passion that the employees have for the client’s work‐
I’ve we've gotten a tremendous amount of referrals.
And they haven't hesitated to talk to other
organizations about us because they know we go the
extra mile. A retainer client can be worth $50,000 a
year to us.
Provide clients with an evaluation form that
asks for referrals at the end. Make it an easy
process to follow and then follow up with
those leads.
Once connected to these referrals, try to
solidify them. If they won’t meet your price,
offer a lower one if they will refer you to
other potential clients.
Most of my business is referrals. When I do any kind of program‐be
it a keynote or a seminar‐I always stop right before the end and
have them fill out an evaluation form for the meeting planner. The
key part is at the bottom of the form. There is a space for the name
and address block, phone number. There is a place they can check
off saying, "Yes, I'm interested in having jerry come speak to my
organization. Please send me a pack of materials." Under that it
says here is somebody else you can contact. And a place for them
to fill out that person's name and address, phone number.
So I follow up on the phone after finding out what their needs are
in, finding out what they really meant in checking the box. We will
then ask them if there are any other associations they belong to.
Any other organization, any other people. If a meeting planner can't
meet my full fee, I'll ask if they will agree to send a letter out to all
the other state associations or whatever if I do it for a lower fee.
Have clients come to realize the benefits of
referring their friends and family to you. After
they have, offer them a discount on your
service if they provide you with 10 referrals.
99% of the time they will take the deal, all
that’s left is to follow up.
We sell affordable land in Arizona or in Colorado to the
people in Hawaii.
But we did find that we wanted to encourage our sales
people to get referrals. And what we came up with was
an idea where at the time of purchase, we would tell
the client, "If you are like most of our clients, you
probably want your friends and relatives to find out
about this opportunity. Because most of our clients
want their friends and relatives to end up owning
property close to them. Would you agree?" And of
course, they say yes….
At that point we say, "We have a special program we'd
like to make available to you. If you give us the names
of ten such people, ten referrals, we will give you a
discount of X number of dollars right now." And we
found that 99% of the people take advantage of the
program and they give us ten referrals right there.
Possibly about 30% to 40% of our business then
comes from those referrals.
All it takes is the actual following up, which some of
the salesmen are excellent at, and some are not.
Your friend or associate Mr. So and So asked us to call
you. This is regarding an opportunity to own
affordable property. It will only take a few minutes to
explain and Mr. So and So felt that it was a great
opportunity and he wanted you to be aware of it."
We meet with 30% to 40% of the people that we follow
up on. Some will say that it's not a good time. And
unfortunately a lot of those people are not dealt with
as they should be.
What we've picked up from being here is that if we had
a series of letters that we could give to the sales
people so that they could just immediately start
corresponding with those other people, a lot of them
also could be converted to sales.
All it takes is the actual following up, which some of
the salesmen are excellent at, and some are not.
Your friend or associate Mr. So and So asked us to call
you. This is regarding an opportunity to own
affordable property. It will only take a few minutes to
explain and Mr. So and So felt that it was a great
opportunity and he wanted you to be aware of it."
We meet with 30% to 40% of the people that we follow
up on. Some will say that it's not a good time. And
unfortunately a lot of those people are not dealt with
as they should be.
What we've picked up from being here is that if we had
a series of letters that we could give to the sales
people so that they could just immediately start
corresponding with those other people, a lot of them
also could be converted to sales.
It’s good to gather referrals from various
sources. By trading leads amongst your
resources, you in turn generate more for
yourself.
By finding inefficiencies in a system, you can
find a solution to that problem and reap the
rewards.
About 60% to 70% of my business comes via referral
from about five to six different sources. My two
primary sources are real estate agents and previous
borrowers I've worked with. A lot of my real estate
agents call and pass on a lead to me to have me either
pre‐qualify or pre‐approve them. And then nothing
would ever happen with that borrower. The agent
would never find them a house.
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10. Making “growth-thinking” a natural part of your
everyday business philosophy.
11. Reversing the risk for both you and your clients in
everything you do (so the downside is almost zero,
and the upside potential nearly infinite).
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