Mpi Guidebook Module 10

Master of Passive Income
Module 10 Guidebook
MPI Module 10:

Becoming a Highly Paid
Idea Generator
Key Points, Exercises,

and Assignments
MPI Module 10 – Becoming a Highly Paid Idea Generator
Table of Contents
OVERVIEW OF MODULE 10 – BECOMING A HIGHLY PAID IDEA GENERATOR ........... 3

Lessons in Module 10 .................................................................................................................................. 3
Learning Objectives .................................................................................................................................... 3
Key Terms..................................................................................................................................................... 3
LESSON 1 – A REVIEW OF HOW TO INITIATE DEALS (8 TIPS) ...................................... 4
Key Points for Lesson 1............................................................................................................................... 4
Exercise: Perform a “Gap Analysis” of the Scenario You Are Pursuing ........................................... 5
LESSON 2 – RAMPING UP AND IMPROVING YOUR RESULTS (4 TIPS) ................................ 7
Exercise: Identify Your Own “Hopper System” and Fallback Strategies.......................................... 8
LESSON 3 – MAPPING OUT YOUR HIGH-LEVEL STRATEGIES (8 TIPS)............................. 9
Exercise: Start Identifying Your Own “Dream 100” Deal Ideas ....................................................... 10
LESSON 4 – EXAMPLES OF JAY’S PASSIVE AND ACTIVE INCOME DEALS ............... 12
Key Points for Lesson 4............................................................................................................................. 12
Exercise: What Are Your Biggest Takeaways from Jay’s Deal Examples? .................................... 16
HOMEWORK ASSIGNMENT.............................................................................................. 18
Exercise 1: Complete the Answers to the “Optimal Model Questionnaire” .................................... 18
Exercise 2: Identify Case Study Strategies You Can Apply to Your Deal ....................................... 20
APPENDIX – TOPICS COVERED IN THE Q&A AUDIO SEGMENT.................................. 22
CAVEATS AND DISCLAIMERS ......................................................................................... 23
• Web: www.jayabraham.com • Page 2

Overview of Module 10 – Becoming a Highly Paid Idea

Generator
Lessons in Module 10
Each lesson in the list below corresponds to a specific section in the Module 10 video presentation. You can
view the entire presentation in one sitting, if desired, or, you can view or review each individual lesson by
clicking its link in the left-hand navigation pane of the video presentation window.
Lesson 1: A Review of How to Initiate Deals (8 Tips)

Lesson 2: Ramping up and Improving Your Results (4 Tips)
Lesson 3: Mapping out Your High-Level Strategies (8 Tips)
Lesson 4: Examples of Jay’s Passive and Active Income Deals
Homework Assignments
Appendix: Topics Covered in the Q&A Audio Segment
Learning Objectives
As a result of completing this module, you should be able to:
1. Perform a “gap analysis” of the scenarios, opportunities, or deals you are considering.
2. Identify risks, fallback strategies, and alternatives for any deal that doesn’t pan out.
3. Apply key strategies from the 502 Case Studies to any selected deal, scenario, or opportunity.
Key Terms
Terms used in this module (use the Glossary tab at the top of the video presentation window to see definitions):
1. Opportunity cost
2. Return on investment (ROI)
3. Unique selling proposition (USP)

Lesson 1 – A Review of How to Initiate Deals (8 Tips)

Key Points for Lesson 1
This module covers a total of 20 tips related to the Optimal Model Questionnaire. This lesson reviews the
steps for identifying and initiating your passive income deals (tips 1–8 below):
1. First, find the gaps and connect the dots where you’re the most negotiable. “Negotiable” refers to the
area, industry, or affinity group where you have the least amount of resistance and the most credibility,
access, and respect. It doesn’t have to be the arena where you would normally do deals, but it could be a
mechanism to give you access to deals.
For example, if you have access to accountants, the gaps may be that they don’t have enough clients; or
they have downtime in the non-tax season; or they want to add a consulting service, but they don’t know
how to do it or how to sell it. You could help fill those gaps. Another example: A certain MPI participant
is a member of a minority group, and she has expertise in the defense industry. She recognizes that many
defense and government contracts require a certain level of minority participation on those projects. The
gap she’s identified relates to filling this staffing need for defense industry. She has friends, colleagues,
and connections with social organizations that have large constituencies in various minority categories.
2. Figure out the functions, skills, and activities required to monetize Tip #1. For example, if accountants
are allowed to sell securities or financial services — but they aren’t doing it — what would they need in
order to start doing it? They would need someone who’s licensed, someone with selling skills, someone
who can generate leads, and so on. You could make a list of everything required to monetize that activity,
and then step in and offer to help the accountants by bringing in these new sources of revenue.
3. Decide which activities you can and want to do (if any), or will have others do. Regarding the example of
accountants selling securities, if you can provide the missing skills yourself, that’s great. If you need “Tom
Sawyer” associates to do it instead, you’d make a list of the skills they would need to have. If you plan to
seek salespeople, would they need securities licenses, experience, or the ability to sell intangibles? If the
accounting firm deals only with entrepreneurs, would salespeople need to be familiar with entrepreneurs?
If the accountant is a specialist who only deals with manufacturing, would those salespeople need to know
manufacturing? Or would they be only selling appointments? There are all kinds of different functions you
need to identify before you can seek “Tom Sawyer” associates.
4. Initiate a process to recruit the “Tom Sawyer” associates you need. For example, you could make a list
of the independent financial service providers in your area, and contact them to see if any would like to
have a joint venture or partnership with an accounting firm. Or, you could buy or rent a mailing list, rent
an association list, or look for someone who has access to a list. You could look for someone who can refer
the financial service providers to them. You can go to professional organizations, networking functions,
and training sessions. You have many options, but you need to write them all down and prioritize them.

5. If you need to locate these skill sets, spell out your recruitment pitch. What’s the payoff you’re trying to
achieve? What’s the outcome, the objective for you and for them? How will you contact them? What will
you say? How are you going to move them from a suspect to a prospect to a committed partner to a “Tom
Sawyer,” and so on? You need to know what your goal is. You also want to make sure that you take time
to think about why they would be interested in your venture. From their perspective, why would it be a
potentially great opportunity or solution? How would it monetize? How would they share in the revenue,
and how will you share in the revenue? You may not always need help, but you do need to identify the best
path to take to get to your destination — not just quickly, but successfully.
6. Implement the skill recruiting process you identified in Tip #5. If you don’t implement that process,
nothing is going to happen.
7. Once you’ve addressed all key functional needs, pull the trigger. Take action.
8. Always have backup plans and hedge strategies in place. These include alternative businesses to go after
in case the first target doesn’t work out, and alternative skill set providers or “Tom Sawyers,” in case the
first one you start with is flaky. Any number of things can go wrong along the way, so you’ll need Plan B
and Plan C. You can always find a way to make it pay off if you have your hedge system in place. If the
first target company does pay off, you can always go to your second choice and make another deal. That
way, you will have a double revenue stream. You can then accelerate the second one even faster because
you’ve mastered the learning curve.
Directions: After viewing Lesson 1 of the video presentation, please return to complete the exercise below.
Exercise: Perform a “Gap Analysis” of the Scenario You Are Pursuing

Evaluate the deal, scenario, or opportunity you are currently pursuing according to whether it enables you to
fill a gap, and offers a way for you to intervene with the least amount of resistance and the most credibility,
access, and respect. (Refer to #1 above for examples.)
Brief description of your scenario, deal, or opportunity:
1. What kind of gap or need does this situation represent? What is missing from the picture?

2. How would your proposal, solution, or intervention fill that need and “connect the dots”?
3. How much exposure have you had to the field or industry in which you aim to pursue the deal?
What is your level of knowledge, familiarity, or expertise in that arena?
4. What level of recognition do you hold in that field or industry, or at a minimum, with the
parties with whom you will be interacting? What credentials will you be presenting?
5. If you aren’t in the strongest position to generate credibility and respect in this situation, whom
would you need to bring in to help you?

Lesson 2 – Ramping up and Improving Your Results (4 Tips)

This lesson continues with tips 9–12 to continually expand and improve the results of your ongoing deals:
9. Have at least ten or more deals to pursue. As you close one, slow down on the other ones until you get
the first one solidly going and monetizing. Spike and Jay have a kind of a “hopper system,” where they
have deals that they sometimes pursue. These might be the deals that either haven’t come to fruition or
just haven’t been worked out. They keep those in the hopper just in case. You should do this, too, since
any deal that you choose to work with may not come together, or it might not execute the way you want.
If that case, you’ll want to have something else lined up. Deals don’t always work out, and if you have
absolutely nothing going to replace it, it takes a lot longer to start from scratch. But you also have the
ability to accelerate, decelerate, or put it in more of a holding pattern. You can’t interminably postpone
closing a deal, but you can have reasons for it taking a little longer.
10. As your initial deals begin working and monetizing, improve their performance. Earlier [in Module 1],
we talked about optimization and innovation. Optimization means maximizing the performance of every
activity. Innovation means introducing totally new activities. More than likely, what you will do first in
many of your activities with small businesses will be innovative. You’ll be adding an activity, a form of
thought, or a financial source of revenue that has never been used before. Once you validate that method,
then you’ll want to maximize, or optimize it. When Jays consults, he first makes sure that companies are
maximizing what they’re already doing, even if he ultimately plans on replacing what they’re doing down
the road — because that’s what is generating their revenue. The same thing applies here. You should get
your current deal working well before you go on to the next one. You don’t want to have a portfolio of six
or ten poor-performing deals — that’s like owning a string of racehorses with broken legs
11. As soon as one deal works, look for other scenarios in which to replicate it. Remember, if you have a
backup plan in place and the first transaction works, don’t abandon a second one that’s related, or in the
same category. Develop it! As long as you’re bringing added value to one company, there’s no reason you
can’t do that same thing for other companies. Jay at one time helped three different rare coin companies at
once, and was paid purely on performance. They had very different business models, and Jay was able to
multiply and maximize each one. You can do the same.
12. As you gain success, move up to bigger and more profitable deals. Always make a high probability of
success the determinant of the deals you choose to do. For example, General Motors may seem like a great
company to approach for selling your tire products. Although it might look good on paper, the probability
of selling to General Motors without an amazing track record, access, and many other advantages is about
zero. So, why even attempt it? Let highest probability and viability determine which deals you pursue.

Exercise: Identify Your Own “Hopper System” and Fallback Strategies

In the worksheet below, identify the strategies and tactics you would pursue next if the deal, opportunity, or
scenario you are currently targeting fell through. Do you have another angle or application in mind, or a
contingency plan that you can deploy?
1. What areas of risk do you see in the scenario you are pursuing? Where are the potential weak
points over which you have the least control?
2. For each weak point or identified risk, what strategies could you put in place to keep the deal
from falling through?
3. If the deal did not materialize, what alternative strategies would you use? Do you have other
ideas for applying the same model elsewhere? Or other deals that you’ve been incubating?

Lesson 3 – Mapping out Your High-Level Strategies (8 Tips)

This lesson finishes the list with tips 13–20 for mapping the “big picture” for your passive income strategies:
13. Identify the “Dream 100” opportunities that you really want to pursue. Chet Holmes talks about
identifying the top 100 businesses, clients, or deals you would like to go after if you could. But also be
realistic. For example, you might want to do deals with IBM, General Motors, Dell, or Microsoft. Those
deals might be possible, but not probable in the first stages. So, set yourself a realistic “Dream 100” of
deals that would be doable once you have a track record, the proficiency, and the ability to bring on the
necessary “Tom Sawyers.” And don’t do this generically. Know exactly who they are and the players
involved — the owners, the decision-makers, the key contacts, and the markets they serve. Collect as
much information about them as you can formulate, research, and access.
14. Have an integrated, long-term game plan built out in the beginning that has all steps delineated, and all
of the timelines, milestones, and benchmarks established so that you can hold yourself accountable to it.
15. Let the law of averages work for you, not against you. A previous assignment had asked participants to go
out and talk to businesses. The results were interesting. Even though we told everyone to talk to five or ten
businesses a day, one retired man talked to only one business because he thought he had no contacts. He
wasn’t even considering the providers he personally did business with — the drycleaners, the retailers, the
gardener, and so on. You need to be willing to let the numbers work for you. Another person in the group
talked to five people a day on average, and by the end of the month, had about twenty conceptual ideas for
prospective deals. If you don’t harness the dynamics of the law of averages, you’ll be at a disadvantage.
16. Start where you’re the most welcome. That means working with the people or prospective clients that you
have access to, the ones who need you and are hurting the most, or the ones who are the most enlightened
or evolved — and “get” the problem they need to have solved.
17. Know what your end game looks like. Only pursue deals and activities that will bring you closer to it, not
away from it, or someplace tangential to it. “End game” might mean that you’re targeting 12 deals, with
no more than two to an industry, for example. The bottom line is that you need to have a plan, and you
need to stick to working that plan.
18. Don’t let yourself get diffused; only you can prevent “implosion fires.” You will need to use disciplined
reasoning and critical thinking. Don’t go after everything on the planet. In other words, avoid becoming
conceptually promiscuous.
19. Forward focus is the laser-like pursuit of the fastest, straightest path to get you to your destination.
Otherwise, you’ll waste a lot of time, energy, opportunity, and emotion. Once you know where you want
to head, figure out the fastest and safest way to get there.

20. Continually re-read the 502 Case Studies. It’s important to read the case studies to extract the value and
validation they contain. Typically there are three reasons why people won’t enter into a deal or a potential
opportunity with you:
• They don’t see the deal as being in their best interests. They don’t understand how it might work,
how it might be validated, or how it might have worked in another business, industry, or market.
• They see the risk as being too high, or the upside as being too small. This means they don’t want to
invest the time, money, or opportunity cost to try it. They’re afraid to take a chance because they think
that something could go wrong. They don’t perceive that the benefit will provide a good return on their
investment (ROI).
• They really don’t understand what you’re trying to do. The 502 Case Studies can help you validate
various assumptions because they contain examples in which people have done deals involving referral
systems, USPs (unique selling propositions), or risk reversals. The case studies reveal how people have
been able to do those things, validate their models, and quantify the results in many cases.
How do you avoid these problem areas and remove people’s reluctance? Here are three ways:
• Have confidence in your ability to deliver what’s proposed. Your confidence comes from
preparation. The 502 Case Studies, again, will give you examples of how others have done these
things, and thus help you with your confidence.
• Develop a way to measure whether you’re on or off course.
• Clearly communicate with your partners on an ongoing basis.
Exercise: Start Identifying Your Own “Dream 100” Deal Ideas

In the worksheet below, identify at least 15 of your most intriguing, yet still realistic, “dream deal” ideas.
1.
2.
3.

4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.

Lesson 4 – Examples of Jay’s Passive and Active Income

Deals
This lesson covers example of passive and active deals that Jay has done:
• Example 1 – Icy Hot products: Jay showed the owner that he had a perpetual “back end” from first-time
buyers. Many customers would buy again and again, until they either died or found a cure for the arthritis.
Jay showed the owner that, given these predictable circumstances, he could generously give away 115% of
his first sale (meaning the entire amount of a customer’s first purchase, and part of the second). The owner
could then give that amount to media partners for promotion because it was clear that the owner was going
to make a profit by the second month. Oftentimes, the profit would occur even in the first month because
some customers would buy two times, or they bought alternative products. Jay’s compensation was a share
of the back end. He was therefore able to set up multiple promotional deals with different media, and paid
writers a commission to write test ads to try out against the current best-performing ads.
One of the applications of this example is that you can seek other people to finance your venture. If you
structure it properly, you can convince a client to give away the front end on sales, and you could then
receive a percentage of the back end. Even if you couldn’t devote full time to this project, you could ask
an investor to fund your project and pay you a nominal amount as well.
• Example 2 – Italian collectible curios: Jay once found someone who had a large unsold inventory of
Italian collectible curios — china, dishes, ash trays, plates, and so on. After gaining that person’s trust, Jay
presented the inventory to all kinds of stores with the right clientele. Jay asked those storeowners to sign a
consignment document whereby they accepted responsibility for Jay entrusting or consigning the inventory
owner’s merchandise to them. Each storeowner then received a certain quantity of these pieces. Jay found
that each store was making $30 a week per store (with 40 stores). Counting all the stores, Jay’s one-third
split made him approximately $4,000 per week. Once he knew what the sales would be like, Jay then hired
someone else to do all the work for him — such as managing the stores, inventorying, replacing the sold
merchandise, and collecting money. He got $400 a month, and Jay took $4,000. Jay also had done a very
similar deal earlier with 8-track tapes [discussed in Module 6, Lesson 1]. Although the products, partners,
market, and timing were different, the structure of the deal was the same.
• Example 3 – Free Enterprise Magazine: Although this magazine is no longer in existence, earlier in Jay’s
career, it had about 500,000 very active subscribers. The publisher was very good at selling subscriptions,
but terrible at selling ad space. He needed cash flow, so Jay took the publisher’s unsold ads and presented
that inventory to advertisers at half price. Jay made the publisher $4,500, and Jay received one-third. The
publisher’s ad rate was $9,000, but it only cost him about $1,000 for the ads. So on the $4,500 revenue,

even though Jay got $1,500, the publisher still tripled his money. Sometimes Jay would trade the ad space,
and take that trade as his own compensation. Or, he would get paid in credits in pages that Jay would then
resell to somebody else, or use for selling mail order merchandise of his own. Further, Jay engineered joint
ventures with people who had products that made good front ends for other people’s back ends, taking all
of the front end sales and a piece of the back end. Once again, Jay would keep one-third of the revenue.
• Tips on using flexible compensation strategies: Jay doesn’t have a rigid strategy for taking compensation.
Sometimes it’s cash and sometimes it’s trade, for example. In the prior scenario, he brought to the table the
concepts, expertise, and relationships. Yet he was flexible about the compensation because his priority was
to complete the deal and go on to other things without tying up all of his time in that venture. Therefore, as
you are considering deals, look for ways that you can be flexible in your compensation, contribution, and
relationships. That way, Number One, you get the deal done; Number Two, it works for all the people that
you’re involved with; and Number Three, it gives you the maximum amount of flexibility in terms of how
you spend your time. The key with Jay’s prior example was finding ways to monetize a situation that the
owner thought was dead, and he was thereby able to generate hundreds of thousands of dollars quickly.
Over time, Jay has found inactive inventory, advertising that publishers couldn’t sell, seminars with seats
they couldn’t sell, hotels that had rooms they weren’t filling, and boats with cabins they couldn’t sell.
• Example 4 – Entrepreneur Magazine’s recycled articles: The initial purpose of Entrepreneur Magazine
was to produce 20-page reports on emerging small business opportunities and industries. However, these
articles became obsolete the month after they were published. The publisher, for whom Jay went to work,
would archive those publications. Jay took those old, 20-page articles and combined them with “how-to”
materials that are relevant to anyone. He created “boilerplate, evergreen stuff,” such as how to set up a
business, how to hire employees, and how to promote and advertise — general things for any kind of a
business. Jay then sold these recycled reports to subscribers as $39 start-up manuals. They grossed $7
million — for no out-of-pocket cost except for just binding them together, editing them a little bit, and
printing them. The new subscribers valued that past content because they’d had no exposure to it.
• Example 5 – Jay traded his own magazine ads for products. Jay’s magazine was completely funded by
overhead from membership fees. The high-priced advertising didn’t sell well, so Jay traded ad space for
products — books, courses, cassette tapes, and seminar tickets. These items were then sold at booths by
the seminar and conference division. The booth space cost nothing. That meant that Jay could trade the
magazine ads (probably worth about $1,000) for something at full rate, such as $10,000–$15,000 worth
of someone’s business opportunity books. He could then take the $15,000 worth of books and sell them
at the seminars and conferences for a full $15,000, thereby making $14,000.
• Example 6 – Jay traded a subscriber list for advertising. Jay valued a subscriber list at four times market
value because it was a unique and exclusive group. He could trade it for advertising in other publications,
or for access to other mailing lists to which he could sell manuals or from which he could get subscribers.
Jay also traded that subscriber list for expertise. For example, once he needed some help devising a better

subscription offer. So, he traded $15,000-worth of mailing lists and advertising to pay a top consultant to
spend a day with him.
• Tips on using Jay’s flexible barter strategies: In the prior situation Jay referred to, there is some intricacy.
But again, flexibility is the key. In some cases, Jay was trading for expertise. In other cases, he was trading
for books or products. He was combining barter with unused advertising space or excess inventories. There
were four steps that jumped out in each of those examples:
1) Jay saw the opportunity.
2) He recognized the relationships that he could use within that deal.
3) He also knew that he had access to other markets.
4) He saw a variety of ways to monetize the situation over and over again.
He also invested a portion of the assets he received from trading into future expertise that would be needed
to do other things. That’s because he didn’t know everything he needed to know for every enterprise that
he might eventually be working with.
• Example 7 – Holiday Magazine advertising trades: Holiday Magazine was a third-rate travel magazine
with unsold ad space. It was the “low rung on the totem pole” of advertising choices. Jay turned it into a
mechanism that let him monetize ad pages worth about $1,000 that couldn’t be sold, but that retailed for
$10,000 a page. He simply traded those ads for $10,000-worth of airline tickets, big screen TVs, or four-
and five-star hotel rooms, complete with food and beverage credits. Then Jay took those merchandise or
service credits and sold them off for 50 cents on the dollar, or $5,000 cash. It’s a little complicated, but it
boils down to taking an ad with a cost basis of $1,000, trading it for merchandise or service credits, and
ultimately earning five times the cost from advertisers who weren’t willing to pay for any advertising.
• Tips on applying Jay’s range of strategies: In the examples cited so far, Jay has structured deals as an
employee, an executive, a consultant, and a business owner. These case studies are evergreen. They also
demonstrate that opportunities are unlimited. You can apply these strategies in any role, in any market, at
any time. Your deals might involve different products and different services, but the same structure.
• Example 8 – Marketing investment rarities for a gold broker: Jay set up endorsement deals with other
influential enterprises, entities, organizations, and publications in the investment marketplace, taking a
portion of the resulting sales as compensation. Jay then developed new marketing and selling systems that
the broker wasn’t using, and received 25% of the profit from all of the incremental gains. He got vendors
to provide money to run ads, and then took a share because it was also like profit. Jay had two equivalent
choices: He could take a share of the ads, or spend more and take a share of the increased sales. Once Jay
left the company, it stopped using that system and sales eventually dropped. But when the owner sold the
company to a new client of Jay’s, Jay made $500,000 more in six months by reactivating the old clients for
the new owner.

• Tips on using Jay’s monetization strategies: In the preceding example, note that even though something
changed in the original deal, Jay found a way to monetize another aspect of it. Further, sometimes gaining
access or influence over something is more important than getting the deal done, because you can’t always
control every person or every element in the system. But if you have the option to use things in a different
way, you can monetize it over and over. Many of the past lessons have talked about barter, endorsements,
cross-marketing; joint ventures, and consignment sales. All those elements were present in these deals that
Jay just described. Think about how you can apply these same strategies in your situation, or potentially, in
deals that you’ve already identified.
• Example 9 – Dry cleaning businesses: Jay once owned a dry cleaner with 40 retail stores, and he also had
wholesaling for hotels and motels and similar activities. Jay’s company picked up their dry cleaning. If you
were a guest, you would send your dry cleaning out. The hotel would basically receive an override on the
fees. Jay went to these hotels and sold them uniform rental and “dust control.” In the Midwest, dust control
involves using mats and mops to collect dust and have it taken away. Jay then realized that the equipment
in the existing stores, with a few modifications, could also do leather and suede cleaning, which was about
ten times more lucrative than cleaning regular garments. So, he got other drycleaners in three states to let
his company be their leather and suede-cleaning wholesaler. Note: Jay didn’t ask the companies for their
leather and suede business. He just asked them for permission to promote his service to their clients. He
provided at his own expense a package that he would clip onto the clear plastic bags. The package would
say, “Now we have leather and suede cleaning you can do throughout the winter and fall months.” And he
generated a multi-million-dollar business.
• Tips on using Jay’s expansion strategies: In the preceding example, Jay started the relationship first, and
later scaled it up into other activities. Sometimes people try to come into their first situation on too large a
scale. In those situations, the relationship might not ever get started, so there’s no opportunity to expand it
later. Jay did expand the relationship later by specializing in suede and leather cleaning. Also notice that he
didn’t ask directly for the business. It was important to get his partners to offer that service to their clients,
and then it became much more lucrative. He also used risk reversal as well as a host/beneficiary approach,
by leveraging the assets of his dry cleaning partners without putting up a hard-cost investment. The assets
he leveraged were their client bases.
• Example 10 – Monetizing unused space and time: Jay had 40 dry cleaning stores. Now consider that
when people bring in their dry cleaning, they usually do it on the way to or from work. That means that
everyone is there during those peak times. However, the rest of the day is dead, although the overhead for
the space remains continuous. So Jay looked for other products for the stores to sell during the non-busy
times. The stores began selling things like ties, 8-track tapes, and books. That way, they could use their
counter space throughout the slow hours for the rest of the traffic that came through the shopping center.
They ended up doing some very clever “sign-switching”; they changed signs throughout the day to draw
people into their stores.

• Summary of Jay’s creative monetization strategies: These strategies can be used in many ways, and you
don’t have to have a Harvard MBA in order to put them into play. But you just need to be able to do the
following to realize revenue without a capital investment:
1) See the opportunity.
2) Create a structure that will allow it to be implemented.
3) Make sure it’s managed.
• Example 11 – Newsletter renewal system replication strategies: When Jay worked with newsletters, he
often created renewal systems for one newsletter and got paid a small share. Then he would create early
renewal systems for 29 other newsletters by simply repeating the same process. Next, before the current
eligibility expired, Jay would do long-term renewals, where subscribers would sign up for five years. He
then created various programs and clubs, followed by introducing lifetime renewals. Once Jay perfected
something with one newsletter, he would take the model, template, and copy, modify them slightly, and
then apply the concept to another newsletter. After he found a successful promotion, Jay would license it
to many other generic newsletter publishers. He thereby made millions of dollars by recycling, reclaiming,
repurposing, redeploying the same basic things. He also bought ancillary rights from the publishers to put
inserts into their physical hard copy newsletters when they mailed them out. He even bought the rights to
do seminars under their licenses or their brands, as well as bought the rights to other related investment, or
financial, or stock-type products.
• Tips on using Jay’s renewal system replication strategies: Note that Jay was able to do the following:
1) Reclaim something that someone had already invested in and but had given up on.
2) Repurpose some of the things, like the bonus inserts.
3) Come up with a variety of compensation structures that worked for him, his partners, and the people
that he was able to access.
Exercise: What Are Your Biggest Takeaways from Jay’s Deal Examples?
As you review the deal examples above, jot down your most compelling insights and epiphanies below.
1. ___________________________________________________________________________________
2. ___________________________________________________________________________________
3. ___________________________________________________________________________________
4. ___________________________________________________________________________________
5. ___________________________________________________________________________________

6. ___________________________________________________________________________________
7. ___________________________________________________________________________________
8. ___________________________________________________________________________________
9. ___________________________________________________________________________________
10. ___________________________________________________________________________________
11. ___________________________________________________________________________________
12. ___________________________________________________________________________________
13. ___________________________________________________________________________________
14. ___________________________________________________________________________________
15. ___________________________________________________________________________________
16. ___________________________________________________________________________________
17. ___________________________________________________________________________________
18. ___________________________________________________________________________________
19. ___________________________________________________________________________________
20. ___________________________________________________________________________________
21. ___________________________________________________________________________________
22. ___________________________________________________________________________________
23. ___________________________________________________________________________________
24. ___________________________________________________________________________________
25. ___________________________________________________________________________________
26. ___________________________________________________________________________________
27. ___________________________________________________________________________________
28. ___________________________________________________________________________________
29. ___________________________________________________________________________________
30. ___________________________________________________________________________________
31. ___________________________________________________________________________________
32. ___________________________________________________________________________________

Homework Assignment
1. [Note: This is a continuation of the exercise in Module 9, Lesson 1. For your convenience, the exercise
worksheet appears in Exercise 1, below.] Go through all of the points that were discussed on the call in
depth. Spend two to four hours of uninterrupted time refining the scenario that you’ve already started to
work with by answering the questions in Exercise 1.
2. [Note: This is a continuation of the exercise in Module 9, Lesson 2. For your convenience, the exercise
worksheet appears in Exercise 2, below.] Take 30 to 50 more of the 502 Case Studies and evaluate them
using the questions in Exercise 2.
Exercise 1: Complete the Answers to the “Optimal Model Questionnaire”

This exercise will help you do the “what if” analysis, identify your resources, and assess the probability of the
deal coming to fruition. Spend two to four hours of uninterrupted time refining the scenario that you’ve already
started to work with by answering the questions below (if you have not done so already).
1. What kinds of specific deals are you most focused on doing right now?
2. Why are you trying to do that type of deal?
3. How much time do you realistically have available to pursue this type of activity right now?
4. What are your greatest strengths relative to the context of the deals you’re targeting?

5. What relative weaknesses do you need to either avoid or compensate for?
6. What industries, activities, or categories do you want to concentrate on first, and why?
7. What part of the process will you personally do? Who else and what other skill sets will you
need to rely on to help you achieve your goals?
8. What size transactions do you want to target first, and why?
9. How will you know whether these are reasonable and realistic goals for the deal?
10. Who will present the offer to the business people?
11. How will you (or someone else) present it?
12. What follow-up sequence will you (or someone else) use?

13. What are the key objections you need to preemptively address or overcome?
14. What kind of metrics will you need? What must happen to make your vision real?
15. What is your timeline, and what actions need to take place?
Exercise 2: Identify Case Study Strategies You Can Apply to Your Deal
As explained in #2 above, continue determining which strategies from the 502 Case Studies you could apply to
your own selected deal, scenario, or opportunity. First, select at least 30–50 of the case studies. Then, one at a
time, identify and write down the factors below for each one you re-review. [Make at least 30–50 copies of the
exercise worksheet below on which to make notes.] The questions appear first, followed by the worksheet.
1. What is the key concept at work in this case study? Is it a risk reversal, a referral system, or a joint
venture, for example?
2. What are the fundamental steps and actions each one took to implement the concept? Most of the
case studies reveal what steps were taken to implement the idea.
3. What’s the most important thing to remember about applying this concept? What special insight
stands out the most as you read the case study?
4. In what specific industry did this deal or activity occur?
5. What other related industries have similar dynamics or profiles? If they did their deal in the janitorial
business, a carpet cleaning business might be a similar application.
6. In what unrelated industries would this same concept work, if any?
7. What other spins on this concept would work? For example, what other twists, turns, embellishments,
and improvements can you think of? This process should identify the most logical industries in which to
apply the methods for generating passive income generation. Consider the same industry, the most similar
related industries with the same profile, similar industries with the same dynamics, and related or different
industries with a similar profile and the same dynamics.

Brief description of the case study:
1. What is the key concept at work in this case study? (Examples: risk reversal, referral system, JV)
2. What are the fundamental steps and actions each one took to implement the concept?
3. What’s the most important thing to remember about applying this concept?
4. In what specific industry did this deal or activity occur?
5. What other related industries have similar dynamics or profiles?
6. In what unrelated industries would this same concept work, if any?
7. What other spins on this concept would work? (Similar or different profiles, dynamics, industries)

Appendix – Topics Covered in the Q&A Audio Segment

Below are the key questions discussed in the “Participant Q&A Discussion” audio segment, toward the end
of the video presentation. This discussion centered primarily on deal-making scenarios that the participants are
considering.
1. Wyman asks for suggestions regarding approaching businesses to do deals, other than using the items in
the 200-question questionnaire. He believes that many businesses are having a difficult time in the current
economy and are afraid of trying anything new, so he wonders if there is another way of going about it.
2. Will perceives the people he has approached to do deals with as “flaky,” and asks whether this experience
is common in the business world, and if so, why.
3. Thomas has a question about the items in the 200-question questionnaire. He wonders whether he really
ought to have the answers to the questions before approaching a business to do a deal, or whether he can
otherwise use the questions intelligently to gather that information.

Caveats and Disclaimers

We have made every effort to accurately represent this product and its potential, but there is no guarantee that
you will earn any money using the techniques and ideas in these materials. The examples in these materials are
not to be interpreted as a promise or guarantee of earnings. Earning potential is entirely dependent on the person
using our products, ideas, and techniques. We do not purport this to be a “get-rich scheme.”
Monetary and income results are based on many factors. We have no way of knowing how well you will do
because we do not know you, your background, your work ethic, or your business skills or practices. Therefore,
we do not guarantee or imply that you will get rich, do as well, or make any money at all. If you rely on our
figures, you must accept the risk of not doing as well.
Your level of success in attaining the results claimed in our materials depends on the time you devote to our
program, ideas, and techniques; and your finances, knowledge, and various skills. Since these factors differ
among individuals, we cannot guarantee your success or income level, nor are we responsible for your actions.
The Use of Forward-Looking Statements
Materials in our product and on our Web site may contain information that includes or is based upon forward-
looking statements within the meaning of the securities litigation reform act of 1995. Forward-looking statements
give our expectations or forecasts of future events. You can identify these statements by the fact that they do not
relate strictly to historical or current facts. They use words such as “expect,” “estimate,” “anticipate,” “project,”
“intend,” “plan,” “believe,” and other words and terms of similar meaning in connection with a description of
potential earnings or financial performance.
Any and all forward-looking statements here or in any of our sales materials are intended to express our opinion
of earnings potential. Many factors will be important in determining your actual results. We make no guarantees,
express or implied, that you will achieve results similar to ours or anybody else’s. In fact, we make no guarantees
that you will achieve any results from the ideas and techniques in our material. Success in any job or business
opportunity is the result of hard work, time, and a variety of other factors.
Where we cite specific income figures and attribute them to an individual or a business, that person or business
has earned those amounts. However, there is no assurance that you will do as well. Any and all representations
or claims of income earnings are not to be considered average earnings. We make no assurances that any prior
successes or past results pertaining to income earnings will be an indication of your future success or results.
Do Your Own Due Diligence and Seek Professional Advice

All products and services our company offers are for educational and informational purposes only. We always
advise users of our products, services, and Web site to do their own due diligence when it comes to making
business decisions. Use caution and seek the advice of qualified professionals before making a decision to
purchase any of our products or services. Check with your accountant, lawyer, or professional advisor before
acting on this or any information. Your own qualified professionals should independently verify all information,
products, and services that we provide. Carefully evaluate our information, products, and services before reaching
a business decision regarding whether to rely on them. Our company is not responsible for the success or failure
of your business decisions relating to any information presented by our company, products, or services.

Mpi Guidebook Module 10

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Mpi Guidebook Module 10

Uploaded by

Copyright:

Available Formats

Master of Passive Income

MPI Module 10:

Key Points, Exercises,

OVERVIEW OF MODULE 10 – BECOMING A HIGHLY PAID IDEA GENERATOR ........... 3

• Web: www.jayabraham.com • Page 2

Overview of Module 10 – Becoming a Highly Paid Idea

Lesson 1: A Review of How to Initiate Deals (8 Tips)

2. Return on investment (ROI)

3. Unique selling proposition (USP)

• Web: www.jayabraham.com • Page 3

Lesson 1 – A Review of How to Initiate Deals (8 Tips)

• Web: www.jayabraham.com • Page 4

Exercise: Perform a “Gap Analysis” of the Scenario You Are Pursuing

Brief description of your scenario, deal, or opportunity:

• Web: www.jayabraham.com • Page 5

• Web: www.jayabraham.com • Page 6

Lesson 2 – Ramping up and Improving Your Results (4 Tips)

• Web: www.jayabraham.com • Page 7

Exercise: Identify Your Own “Hopper System” and Fallback Strategies

Brief description of your scenario, deal, or opportunity:

• Web: www.jayabraham.com • Page 8

Lesson 3 – Mapping out Your High-Level Strategies (8 Tips)

• Web: www.jayabraham.com • Page 9

• Develop a way to measure whether you’re on or off course.

• Clearly communicate with your partners on an ongoing basis.

Exercise: Start Identifying Your Own “Dream 100” Deal Ideas

• Web: www.jayabraham.com • Page 10

• Web: www.jayabraham.com • Page 11

Lesson 4 – Examples of Jay’s Passive and Active Income

• Web: www.jayabraham.com • Page 12

• Web: www.jayabraham.com • Page 13

• Web: www.jayabraham.com • Page 14

• Web: www.jayabraham.com • Page 15

• Web: www.jayabraham.com • Page 16

• Web: www.jayabraham.com • Page 17

Exercise 1: Complete the Answers to the “Optimal Model Questionnaire”

Brief description of your scenario, deal, or opportunity:

2. Why are you trying to do that type of deal?

• Web: www.jayabraham.com • Page 18

5. What relative weaknesses do you need to either avoid or compensate for?

8. What size transactions do you want to target first, and why?

10. Who will present the offer to the business people?

11. How will you (or someone else) present it?

• Web: www.jayabraham.com • Page 19

• Web: www.jayabraham.com • Page 20

Brief description of the case study:

4. In what specific industry did this deal or activity occur?

5. What other related industries have similar dynamics or profiles?

6. In what unrelated industries would this same concept work, if any?

• Web: www.jayabraham.com • Page 21

Appendix – Topics Covered in the Q&A Audio Segment

• Web: www.jayabraham.com • Page 22

Caveats and Disclaimers

Do Your Own Due Diligence and Seek Professional Advice

• Web: www.jayabraham.com • Page 23

You might also like