lackcanletgo

THEGAMEOFBUSINESSAndHowToPlayItThe21StepsToIrrefutableSuccessAndGreatPersonalWealthInBusinessPAULF.
GORMAN2THEGAMEOFBUSINESSAndHowToPlayItThe21StepsToIrrefutableSuccessandGreatPersonalWealthInBusinessPAULF.
GORMANBIGSURPUBLISHINGLondon3Copyright2004byPaulF.
GormanAllrightsreserved.
Writtenpermissionmustbesecuredfromthepublishertouseorreproduceanypartofthisbook,exceptforbriefquotationsincriticalreviewsorarticles.
PublishedinLondon,UnitedKingdombyBigSurPublishingISBN0-9532666-8-0CatalogueDataGorman,PaulF.
TheGameOfBusinessAndHowToPlayIt:The21StepsToIrrefutableSuccessAndGreatPersonalWealthInBusiness/PaulF.
Gorman1.
BusinessSuccess2.
Marketing3.
StrategyBigSurPublishingprovidesbooksattradeandotherspecialdiscountstouseaspremiums,salespromotions,orforuseintrainingprogrammes.
Forfurtherinformationwriteore-mailto:SalesManager,BigSurPublishing212Piccadilly,LondonW1V9LD08007313198E-mailsales@bigsurpublishing.
com4THEGAMEOFBUSINESSANDHOWTOPLAYIT5THEGAMEOFBUSINESSANDHOWTOPLAYITCONTENTSIIIStep1:ThePrimaryPurposeOfYourEnterpriseStep2:BeTrulyPassionateAboutWhatYouDoStep3:YourEnterpriseMustQuicklyBecomeYourSlaveandRewarderStep4:BeThePuppeteerNeverThePuppetStep5:EaseYourselfOutStep-by-StepStep6:GatherAndSurroundYourselfWithExtraordinaryStaffStep7:AdvertiseForSuperstarsAndGetThemStep8:GiveTheCandidateaReasonablyToughTimeatFirstInterviewStep9:PayonPerformanceStep10:WelcomeAndFormallyTrain—DayOneStep11:TrainRepeatedlyStep12:GiveStaffAuthorityAndAutonomyStep13:DemandPerformance—AndRewardItStep14:Mind-SetStep15:CreateYourEndGoalFirstStep16:CreatePowerfulStrategyStep17:IdentifyHiddenSales,ProfitAndCashOpportunitiesStep18:IncreaseTheSize,FrequencyAndCoverageofYourMostEffectiveMarketingActivitiesStep19:ThousandsofYourReady-To-BuyCustomersAreConfusedandMistrustingStep20:YourKeyToRiches—FrontEndversusBackEndMarketingStep21:TimeForYourPersonalPay-Day58121821242527323435363740475052545658636IntroductionItismyprivilegetogiftyouthismessage.
Containedinthesefewpagesistheessenceofmytwenty-threeyearsofdiscoveringwhatworks,andwhatdoesn'twork,inbusiness.
TheseTwenty-OneStepscapturetheessenceofwhatittakestobuildvirtuallyanybusinessorprofessionalpracticefromcon-ceptionintoamulti-millionpoundsuccess.
Itisthesecrettosuccessandwealthinbusinessthatveryfewentrepreneursevertakethetimetodiscover,graspandmakefunctionalintheirenterprise.
Itistheculminationofmy23yearsinbusiness,andworkingwithhundredsofbusinessownersanddirectors,andmyclear-erandclearerrealizationoftheTHREEmaindriversofsuccessandprofitgenerationinenterprise:One,thatyourbusiness,yoursuccess,andyourwealthachievementisallaboutTHEM—thecustomer,clientorpatient,andvirtuallyNOTHINGaboutyou,thebusinessowner.
Two,thatattractingandkeepingextraordinarystaffisthekeytoachievingnumberone.
AndThree,understandingandapplyingthelittle-knowndisciplineofresponse-marketingtoevokeextraordinarilyhighsalesandprofitsreturnfromeverypoundordollaryouputintothemarketplace,andeveryeffortyouandyourteammake.
Comewithmenowonajourneythatwillchangeyourbusi-nessandpersonallifeforever.
Also,visitthis100millionFREEmarketingresourceonline:www.
LeaveThemInTheDust.
comClickthislinknow,anddiscoverthenapplythemarketingstrategiesthatmakeyoumillions—FREETOYOU.
IV7THEGAMEOFBUSINESSANDHOWTOPLAYITStep1ThePrimaryPurposeofYourEnterpriseItiscriticalthatthereisaprimarykey,orprimarypurposebehindeverybusinessandprofession.
Thisprimarypurposealwaysandaxiomaticallyleadstogreatsuccess,businesswealthandpersonalfortune.
Withit,youwillalwayssucceed.
Youmakeitvirtuallyimpossiblenottosucceed.
Iwouldsay,actually,thatyoumakeit100%impossibletofailwhenyouimbueeverythingyoudo,everyactionyoutake,everyproductyoubuy-inormanufac-ture,everyserviceortreatmentyouprovide,everycommunica-tion,everytransactionyouconduct,andthewayyouconductitwiththisprimarypurposebehindit.
Ifthisisabsentfromyourenterprise,youaredestinedtocontinuallystrugglegrowth-wise,sales-wise,cash-wiseandful-fillment-wise.
Worse,yourcustomer,clientorpatientwillnotreceivethegreatestbenefitheorshedeserves.
Itisthis.
Theprimarypurposeofanyenterprise—huge,medium,ortiny—istoprovidethehighestdegreeofservice,valueandresulttoeverypersonororganizationthatinquiresofyou,asksforadvicefromyou,andbuysorinvestsfromyou.
Thisisyourpurpose.
Thisisyourhighest,truest,andmostrewardingmissionasabusinessownerorprofessional.
Yousee,thesuccessofyourenterprisehasnothingtodowithyou.
Ithasnothingtodowithanyself-servingdesirestoattainsuccessandwealthandrecognitionandfreedomandful-fillmentfromyouractivity.
Theseself-attainmentsareoneormoreofthemajorreasonsyouhavecreatedtheenterpriseyou'vecreated.
Andthey'reimportantreasons.
I'lltalkabouttheseinaminute.
ButtheyshouldNOTbe,andcannotbe,theprimaryreason.
YourprimarypurposeMUSTBEtoserveeveryindividualwhoisdrawntoyou,inwhateverway,andforwhateverreason,attheveryhighestandbestlevelyouandyourorganizationcanmanage.
Becrystalclear,yoursuccessandminehasnothingtodowithyouorme.
YoursuccessisONLYandEVERYTHINGtodowithyourcustomer,clientorpatient.
ItisALLandONLYaboutthem,notyouorme.
Yourself-servinginterest,ormine,hasnoinfluenceatallonwhatwilldrawcustomersorclients.
Noneatall.
TheONLYattributethatwilldrawcustomerstoyouistheVALUEandRESULTthatyouprovideinyourparticularfieldorniche,andthrough,orasaresultof,yourparticularproduct,serviceortreatment.
Whenyoumakeutmostvalueandtangibleresultyourpri-marypurposeinbusiness,youwilldiscovercustomersaredrawntoyouintheirhundreds,thousands,tensofthousands,orhundredsofthousands,mostlythroughwordofmouthandreferral.
It'ssimpletounderstandwhy.
Imagineyouare,rightnow,theBESTproviderofwhateveritisyousell.
Theverybest.
Nowherecanpeopleororganizationsgotoreceiveahigher,better-value,greater,moresatisfyingresultthantheyreceiveeachtimetheybuyfromyou.
Theminutethat'sthecase,andmyfriend,orneighbour,orcolleague,orbusinessassociatetellsmeoftheastonishingvalueandresultheorshereceivedfromyourproduct,serviceortreat-ment—andIaminthemarketforthesame—that'stheminuteyouturnyourentirebusinessandentireeffortintoaglorioussuccess,andasustainablesuccess.
Because,whyonearthwouldI,orthehundreds,orthousandsofothersinthemarketforwhatyouprovide,gotoalessororunknownsellerI,andthey,wouldn't,inmostcases.
Iwouldbuyfromyou,becauseyouhavecomehighlyrec-ommended.
Ihavebeentoldofyourunusualcaring,yourunusualdegreeofgenuineinterestanddesiretoprovideeverycustomerwithtangiblevalueandresultfromtheirtransaction.
89Soyourbusinessalmostautomatically,andveryrapidly,flourishesandprospers.
Youbuildandsustainanincrediblelevelofsatisfactionanddelightamongstyourcustomers,andthatdrivesaglorioussnowballingofsalesandprofitsandcash.
AndYOUandyourSTAFFenjoyadegreeoffulfillmentrarelyexperiencedamongstmostbusinessownersandtheirstaff,becauseyouandtheyknowyou'reprovidingaveryhighlevelofservice,care,genuineinterestandactualresultforthepeopleororganizationswhobuyfromyou.
Everymorning,takejustaminuteortwotoremindyourselfwhatyourprimaryfunctioninbusinessis:toserveanddeliveractualresulttoyourcustomerorclienttothehighestpossibledegree.
Andhaveyourstaffdailyremindthemselvesofthistoo.
Staffmustknowyourpurposeasabusiness,andbecomeanintegralplayerinyourorganization,andadelivererofthispur-pose,eachtohisorherownabilitywithintheirparticularactiv-ityinyourenterprise.
Andthenmakethispurposefunctionalinyoureveryactiv-ity,andeverycommunication,andeverytransactionthrough-outtheday.
You'llfindthatitmakesaveryrealandrapidimprovementinyourday'sactivitiesandresults.
You'llfindthatitinfluences,forthebetter,everydecisionyouandyourstaffmake,everylet-terore-mailyouandyourstaffwrite,everyadvertyouwrite,everycommunicationyouhavewithacustomer,andwithstaffandsuppliers.
Yourcustomerswillrecognizeyourpurposeandactions,andwillrevereyouforthem,andrewardyouwiththeirongo-ingpurchasing,andrecommendingofyouandwhatyouselltotheirfamily,friends,colleagues,associates,forweeks,monthsandyearstocome.
STEP1:THEPRIMARYPURPOSEOFYOURBUSINESS10Step2BeTrulyPassionateAboutWhatYouDo(Ordosomethingelse!
)Nevergetinto,orremainin,abusinessonlybecauseyouneedorenjoythemoney,orbecauseyouthink'this'typeofproductorserviceortreatmentisa'goodmoneymaker'.
I'lltellyounow,it'snot.
You'reonlystoringupalotoffuturedifficultyandhardshipifyougoaftermoneyasaprimarymotiveinbusiness.
Thismightseemstrange,orevenaludicrousstatementformetomake,becauseIamsuremanyentrepreneursstarttheirbusinesswithsuccessandwealthinmind,thatIStheirmainpurpose.
Surelythereisnothingwrongwiththat.
Don'tmisunderstand.
Ofcourseyouwantanddeservesuc-cess,andthefreedomitbrings.
Ofcourseyouwantanddeservewealth,andthejoyswealthbringstoyou.
Actually,successandwealthisinherentwhenyourprimaryfunctionistoprovidethehighestvalueandresultforeverycustomer.
Whenyouadoptthisphilosophyyoucanhaveasmuchsuc-cessasyouwant.
Youcanhaveallyourtruedesiresinlifeabun-dantlymet.
Youcanaccumulateawealthofmoney,withplentyleftovertoshareorgifttoothersinsomeway.
ButI'velearnedthatsuccessandabundancedoesn'tcomebythesebeingyourmainpurpose.
TheseONLYcomebyyouusingyourtalentstoprovidevalueandresulttopeoplewhocometoyouforthattalent.
Allthecustomersorclientsyoucanhandlecometoyoualmostautomaticallywhenyourdailypurposeistoprovidevalueatthehighestanddeepestlevelyouknow.
Theneverythingyouwantinbusinessandinlifeisattracted11toyouingloriousways,andhaveawayofsustainingthem-selvesaslongasyoucontinuetoputvalueandresultasyourprimarypurpose.
Doyouseethatitisnighimpossibleforyoutoprovidethehighestvalue,andthegreatestresult,whenyou'renotpassion-ateaboutwhatyoumanufacture,orsell,ortheserviceortreat-mentyouprovideLet'staketwodentists,asanexample.
Onehasgotintoden-tistrybecausehe'sheardthere'sgoodmoneyinthisprofession.
He'sanokaydentist,buthereallydoesn'tcareaboutden-tistrythatmuch,oraboutthepeoplewhocometohimforden-talcare.
Whilehe'sgoingaboutthetreatingofpatients.
.
.
andcertainlydoinganadequatejob.
.
.
whathe'sdreamingofistheminutehecanleavethepracticeat5:30pmandgetbacktohisworkshopathome,andfinishthebeautifuloakdiningtablehe'smaking.
Oh,howhewisheshecouldmakeoakfurnitureforaliving,butno,therearetoomanyoakfurnituresuppliersaroundalready,andhe'shavetosellquiteavolumetomatchwhathe'searningasadentist,ordobetter.
Soheforeverstickswithdentistry.
Andhejoinstheranksofmillionswhoonlydowhattheydoforwork,toearnaliving.
TheseconddentistLOVESdentistry.
Eversinceshecanremember,fromearlychildhood,shedreamedofbecomingawell-knownandwell-respecteddentist,likehergrandfather.
Thejoygooddentalworkbringstopeopleisasatisfactionandfulfillmentforher,thatnootherworkshe'sexperienced,orcanimagine,couldmatch.
Good,healthy,naturallookingteethcompletelychangeaperson'sdemeanour,andconfidence,she'sfound.
Andtheprogressandinnovationindentistrythesedays,excitesher.
Apatienttoday,isabletoreceivethebenefitoftech-nologyandcosmeticsskillsandprocedures,ifnecessary,neverbeforeavailableatanywherenearthisdegree.
Whenshetalksaboutthevarioustreatmentsandcosmeticoptionsapatientcanreceive,patientsfindherfascinating,andascaringabouttheiroralhealthasshewouldbeifsheweretalkingwithherbestfriend.
Sheseemstoknoweverythingthereistoknowaboutthelat-est,andbest,treatmentoptions,andtechnologiesavailabletoSTEP2:BETRULYPASSIONATEABOUTWHATYOUDOyou.
Assheistreatingapatient,herentirefocusisondoingtheverybestjobsheiscapableofdoing,andmakingsurethepatientexperiencestheleastpainordiscomfort.
Patientsthankherforhercaringandsensitivework.
Attheendofeachdayinthepractice,andassheeventuallyfallstosleepatnight,allshedreamsaboutisthedayshewillownherownpractice,andfillitwithsixortendentistswhocareasmuchaboutpeopleanddentistry,asshedoes.
Whatagloriouspracticeitwillbe,andwhatwonderfulcareandresultsshe'llprovideforallthepatientswhocometoherpracticefortreatment.
Now,whichofthetwodentistswouldyougotoWhichofthetwodentistswouldyourecommendtoallyourfriends,col-leagues,associatesThere'snoquestion.
Thedentistwho'spassionateaboutdentistrywillhavequeuesatherdooralldaylong,andalifetimeofpraiseandrewardforthewonderfulworksheandhercolleaguesdoforeachpatient.
Dentistnumberoneneverwill.
Dentistnumberonewillstruggle,beunhappyandfrustrat-edallhiscareer.
Andhisunhappinessandfrustrationwillspilloutintoeveryotherareaofhislife—exceptwhenhemanagestolockthedoortohisworkshop,andisworkingonhisnextoakfurnituredesign.
AndIwouldgotohimlikeashottobuyhisdiningtable,becausedesigningoakfurnitureishispassion,anditshows—hisfurnitureboastssomeofthemostbeautifulcraftsmanshipIhaveseen.
Youcannotprovidethegreatestvalueandresultifyouarenotpassionateaboutwhatitisyousell.
It'simpossible.
Thetruthaboutsuccessandmoneyisthatitiswhereyourtalentandpassionis.
That'swhereyourgreatestandmostglori-oussuccessis.
That'swhereabundantmoneyis.
That'swhereyourtruesthappinessandfulfillmentis.
I'veseenthistobetrueathousandtimes.
Ioncemetamanwhowasinthedietsupplementbusiness.
1213Hiscompanyseemedtobereasonablysuccessful.
ButwhenIgottalkingtohim,itcametolightthathewasinthisbusinessbecauseofthemoney.
Dietsupplementswas—stillis—afastgrowingindustry.
Hethoughthe'dhitchhiswagontoit.
Buthisheartwasn'tinit.
Hisrealpassionwasphotography.
Hetookincrediblestilllifeandlandscapephotographs,reallyincredible.
Soheworkedouthisdayssellingdietsupplements,butcouldn'twaittoleavehisofficeeachday,togoandshootmorelandscapes,orspendhoursinhisstudiosettingupastilllifeshot.
LasttimeItalkedtohim,abouttwoyearslater,hisbusinesswasstartingtogetintotrouble.
Yousee,itisimpossibletobuildandsustainathrivingbusi-nessorprofessionwithoutyoubeingpassionateabouttheprod-uct,service,ortreatmentyousell.
It'snotyourdesiretosellagreatvolumethatdrivescustomerstoyou.
It'stheservice,value,andresultyouareabletoprovidetoeachandeveryoneofthosepeoplethatdoesit.
Youcan'tprovideservice,valueandresultwithoutpassionandtalentbroughttothemarketplace.
STEP2:BETRULYPASSIONATEABOUTWHATYOUDO14Step3YourEnterpriseMustQuicklyBecomeYourSlaveandRewarder(NotYourMasterorEnslaver)Mostentrepreneursareimprisonedbytheirenterprise.
Theirbusinessenslavesthemratherthantheybeingmasteroverit.
Youmustunderstand—clearly—howyourenterprisebecomesyourslaveandrewarder.
Thisiswhereyourpersonaldesirescomeintothepicture,anditiscritical,ofcourse,thattheyDOcomein.
Youareborntosucceed.
Mystudiesinthefieldofthemind,andmind-actionforovertwenty-threeyearshaveconvincedmeofthatbeyondanydoubtatall.
Formany,manyyears,Ihaveexperiencedthetangibleresultsofthemindinaction,andIcantestifytothevalidityandprac-ticalityofmind-action,orthescienceofmind,orthepowerofmindtoproduce—ormanifest—actual,tangible,physicalresults.
Youareborntoenjoyabundance,wealth,fulfillment,joy,love—everythingyouwantandneedtoliveacompletelyful-filledandjoyouslifeineverywayyoucanimagine.
Itisinherentlyyourstoexperienceinunlimitedmeasure.
It'spartandparcelofyourverybeing.
Youarebornself-complete.
Thetroubleis,fromtheverymomentyouwereborn,lifetellsyoutheopposite.
Lifetellsyouthatyouareincomplete,thatyou'vegottostruggleandlabourforeverypenny,everysuccess,everyreward.
Butwe'vebeenmisinformed.
Youareborntobe,andtoexperience,theabsolutejoysoflifeineveryareaoflifeyoucanimagine.
AsBobProctorsaysinhisbest-sellingbookofthesametitle,"Youwerebornrich.
"Thatistrue.
YouandIwerebornalreadyfullyloadedwitheveryideaandopportunityeverneededtocompletelyfulfillourlifeexperience.
Butyousee,allthiscomesintoyourexperiencenotbystriv-ingandstrugglingtogetasmuchasyoucan,butbygivingasmuchofyourtalents,yourskills,yourexpertise,yourexcellenceasyouhumanlycan.
Browningsaysitmorepoeticallythananyoneelse:"Findawaytoreleaseyourimprisonedsplendour.
"That'sthewholesecret.
That'sthesecretoflifeandthesecretofunendinganduncappedsuccessinbusiness.
Youcanhaveasmuchmoneyandasmuchsuccessasyouwant,ifyou'rewillingtoembraceandpracticethedisciplineofreversingyourlaboursfromattemptingtogetasmuchaspossible,togivingasmuchaspos-sibleofyourskills,service,kindness,cooperation,value.
Byunderstandingthemainpurposeofyourbusiness.
.
.
toGIVEservice,value,resultatthehighestofhighsyouarecapa-bleof.
.
.
andthatbydoingso,youwillgrowyourbusinessorpracticetoheightsthatareimpossibleifthiscorepurposeisabsentfromyourbusinessactivityandintent.
.
.
thenyouunder-standwhythisthirdstepautomaticallyprospersyou.
YOUwillexperiencealltheparticularjoysoftheworldyouwantandneed.
.
.
inabundance.
.
.
theminuteyouforgetabouttryingtoGETthem,anddirectallyourenergyandfocustowardsgivingservice,valueandresulttoeveryonewhoinquirestoyou,andbuysfromyou.
It'sstrange,butthat'showsuccessandwealthworks.
TheharderyouTRYtobesuccessful,theharderitIStoattainthatsuccess.
Theharderyoutrytogetwealthy,theharderitistogetthatwealth.
Itseemstorunawayfromyou.
.
.
veryfast.
.
.
orstaycom-pletelyabsentfromyou,theharderyoutry.
Haveyouexperi-encedthis,andwonderedwhyonearthyoufinditsodifficultorimpossibletobecomethesuccessyoudreamofbecoming,andtoaccumulatethemoneyyouneedandwant.
.
toatlastgainfinancialfreedom,andenjoyreal,sustainedabundance.
Thisisthereason.
.
.
you'vebeenfocusedonittoomuch.
15STEP3:YOURENTERPRISEMUSTQUICKLYBECOMEYOURSLAVE.
.
.
You'vemadetheattainmentofsuccessandwealthyourmainintentinbusiness.
You'veputYOUfirst,insteadofyourcus-tomer,clientorpatientfirst.
Imadetheverysamemistake.
Andforyearssuccessandwealthavoidedmejustasfastasitcouldrun.
Lookingback,allthewaythroughmybusinesslife,everytimeIdailyputYOU.
.
.
mycustomerorclientFIRST,Ifindmoneyandsuccessandjoyinabundance.
EverytimeIhaveexperienceddifficultperiodsfinancially,andgrowth-wise,andsuccess-wise,andjoy-wise,itwasbecauseIhadFORGOTTENthatitisallaboutYOUandnoth-ingaboutme.
Ihavealwaysquitequicklysufferedtheconse-quences,andeverytimeithashappened,Icanpinpointtherea-sonforithappeningwasthis.
Everytime.
Ofcourse,youFINALLYlearnthelesson.
Ittakestoolong,formanyofus.
Ittookmetoolong.
It'sbecausethetryingtoattainisaself-servingfocus,doyouseeYouwanttomakemoremoney,youwantyourenterprisetogrowandprosper,soyoucreateproductsorservicesortreat-mentsthatyouhopewillproducegreatervolumesofsales,andgenerategreatervolumesofrevenueandprofit.
DoyouseeThefocusiswrong.
Thefocusisonyouandwhatyouwant,notonyourcus-tomerorclientandwhatwillmostbenefithimorher.
Theminuteyoureversethisfocus,youfindsuccesscomingtoyouingreatermeasure,easierandquicker.
Always,yourfocusmustbe,"HowcanIimprovethisprod-uctorservicesothatitenablesthecustomertoexperienceagreateractualresult""HowcanIaddgreatervalueHowcanImakemyproductorserviceortreatmentandthewayinwhichImakeitavailabletheveryBESTinitscategory"—whateverthatcategoryis.
Thenyoucanvirtuallyforgetaboutthefactthatyouneedandwantmoremoney,morerecognition,morepower,morefreedom.
Thesewillflowtoyoualmostautomatically—some-timesinthemostmiraculousway—asyouputoutthispureintention,valueandresult.
Andtheywillflowinabundantmeasure.
Whycanyoualmost'forget'aboutyourowndesiresandneedsBecausewhen—andonlywhen—yourprimaryfocusis16onimproving,innovating,enhancingwhateveritisyoumanu-facture,re-sellorprovide,itchangesyourdecisionsandactionsineveryway.
Youfindyourselfputtingmoreintoinnovatingyourproductorservice,andyoucreateabetter,morevaluable,moreresults-certainitemorserviceforyourcustomer.
Youputmoreintocommunicatingthatvalue,andtherea-son-whyyourcustomersorclientsshouldbuywhatyouselliftheywanttobesuretheygetthegreatestresultfromtheirpur-chaseorinvestment.
Youcommunicateinbroader,morefascinating,deeperwayswithouteventhinkingaboutit.
Youcan'thelpitwhenyourintentionandfocusisallonthem,andwhenyourinsistenceisonprovidingthegreatestresultyourparticularproductorserv-icewillenablethemtoreceive,benefitfromandenjoy.
Youbecomemoreinterestedinpeople,andmoregenuinelyconcernedabouttheactualresultswhateveritisyousell,pro-videseachperson.
Everytinydetailandfacetofwhatyoudo,andofyourprod-uctorservice,andofyourdailyactivitybecomesheightened,moreclearlybeneficial,moreadvantageous,moreinteresting,morecompelling,moreirresistible—ANDmorewidelytalkedaboutandrecommended.
Ofcoursethisisso.
TheminuteYOURparticularproductorserviceortreatmentstandsamileortenmilesorahundredmilesabovethegeneralofferinginyourmarketplace,thecus-tomersorclientswhohavebenefitedstarttalkingandspread-ingthewordlikewildfire.
Youcan'tstopthem.
ItisJUSTasimpossibleforyoutoexpe-riencelimitationorstruggleinbusinesswhenyouembrace,adoptanddisciplineyourselfinthephilosophyofGIVINGyourgreatesttalentsandservicestoyourmarket,asitisimpossibletosucceedandgaingreatwealthbyreversingthisphilosophyandspendingthemajorityofyourtimeandeffortinGETTINGasmuchasyoucan.
Successandtheattainmentofwealth,isaprinciple.
TheprincipleorLAWSofsuccessandwealtharetheprecisereverseofwhatyougenerallywitnessinthebusinessworld.
Ifyou'renot100%convincedofthisyet,takealookatthestateofbusinessesingeneral.
17STEP3:YOURENTERPRISEMUSTQUICKLYBECOMEYOURSLAVE.
.
.
76percent,orso,ofstart-upbusinessesfailwithinfiveyears.
Theoverallstateofservicecustomersreceiveisprettyappalling.
Thelevelofsalespromisesnotdelivered,ordeliveredinanunsatisfactoryway,isprettyhigh.
Noneofthisleadstosuccessandwealthfortheownersofthesebusinesses.
Sure,somewillhavespatesofsuccess,andtimeswhentheyseemtobedoingfairlywellfinancially.
Everythinglooksrosyforawhile,despitetheirpoorbusinessintentanddeliverance.
Butitallcomescrashingtothegroundquitequickly,ascus-tomersbecomeincreasinglyfrustratedwiththelackofserviceandresult.
NowlookatthebusinessthatDOEScareaboutitscus-tomers,andDOESdoeverythingitpossiblycantodeliveronitspromise,andcontinuallyevolveandre-inventandimproveitsofferings.
Thosebusinessesaretheonesthattendtosucceedandpros-per,manyofthemtoanextremelyhighdegree,dependingontheintensityofurgeanddesiretokeepongoingforwardsandupwards.
ThosewhoKEEPONgoingforwardsandupwards,andkeeponprovidinggreaterandgreaterdegreesandlevelsofserviceandvalueandresult,findthemselvesgoingtotheverytopofsuccessandwealth,andthereareplenty,plentyexamplesofthesecompaniesandindividualsthroughouthistory.
Infact,thereisabookfullofthem.
Irecommendyougetit.
It'stitled,Radicals&Visionaries:Entrepreneurswhorevolutionizedthe20thcenturybyThaddeusWawro.
It'spagesarefullofpeoplenosmarterormoregiftedormoreeducatedthanyouorme,whostartedoffinbusinesswithnothingmuchotherthananideatobringtothemarketsomekindoftangiblevalue,orbenefit,oradvantage,orimprove-ment,oropportunitythatwouldgenuinelybetteraperson'slifeorworkbysomeworthwhiledegree.
Everyoneoftheseentrepreneurscreatedtremendoussuc-cessforthemselves,andamassedtremendousfortunes.
Butitwastheiralmostonehundredpercentintentiontoproduceanddeliveratremendousserviceandresultfortheirmarketplacethatmadeitalmostimpossiblenottoattractthatsuccessandfortune.
1819Ineverycase,theirintentionwasnotprimarilyself-focused;theirintentionwasthem-focused.
"HowcanIcreateanddeliversomethingthatwillbringinnovationandresulttothemarketplaceIaminterestedin,orskilledin,orhaveanideafor"WhenTHAT'Syourpurposeandunrelentingfocus,you'llsucceedingreatmeasure.
Andyou'llattainbusinessandpersonalwealthalsoingreatmeasure.
Nowthatyouunderstandthiscriticalphilosophyofsuccess,let'stalkaboutthepeople(staff)youneedtohaveinplacetogrowyourbusinessorpracticetoexcitingheights—plusyourroletowardsthosepeople.
STEP3:YOURENTERPRISEMUSTQUICKLYBECOMEYOURSLAVE.
.
.
20Step4BeThePuppeteerNeverThePuppetYouMUSTworkONyourbusiness.
YouMUSTgetOUTofworkingINitasquicklyasyoucanmanagetogetout.
Ifyoufailtodothis,allyouwilleverhaveisaburdensomeandhecticJOBladenwithalltheresponsibilitiesofrunningabusiness.
That'snotapositionIeverwantfromowningabusiness,andIsuggestit'snotwhatyouwant,either.
Tobetrulyworthwhile,toyourcustomerorclientandtoyourself,yourenterprisemustquicklybecomeanasset—amachinethatgeneratesgloriousprofitsthroughthedeliveranceofastonishingservice,value,result.
Theonlywaythisisachievableisbythebuildingofanenter-prisethatisLEADandDIRECTEDbyyou,butthatdoesnotinvolveyourollingupyoursleevesanddoinganymanufactur-ing,orbuying,orre-selling,orproviding,ortreating,orsell-ing.
.
.
oratleast,yougetinvolvedintheabsoluteminimalamountof'puppet'activity.
Yourroleistobe,andcontinuetobe,thevisionary,theinno-vator,themarketingmind,theleader,thedirector.
Thepuppeteernotthepuppet.
Everyminuteyouallowyourselftobedrawnintoparticipa-tionofyourbusiness'sdailyactivities—thedailymanufactur-ing,buying,andsellingactivitiesthatproduceyourrevenuesandprofits—youaredoingyourcustomers,yourprospectivecustomersandyourselfagravedisservice.
WhyYouaretheoneperson,orpartnership,thathastheideaandthevisionandthepassionfortheproduct,service,ortreatmentyouaremakingavailable,orwilldo.
Youaretheoneperson,orpartnership,whohastheinsis-tencefordeliveringexcellenceinwhateverwayyoupersonally,orasabusinessorpractice,createanddeliverthatexcellence.
Youaretheoneperson,orpartnership,whohasthecontinuedvisiontokeepreinventingandimprovingwhatyousell,keepinnovating,keeppushingfornewandbetterdesigns,ornewandbetterwaysofproductionanddelivery,orboth.
Youaretheone!
Youaretheentrepreneur!
Ifyoufailtodevotealmostonehundredpercentofyourtimebeingtheentrepreneur,thevisionary,theinnovator,themar-keter,theleader,thenitisimpossibleforyouandyourorgani-zationtomakeavailableanddeliverthecontinuedexcellenceofservice,valueandresultthatisyourprimarypurposeasanenterprise.
Iknowsomanyentrepreneurswhodon'tunderstandthis.
Ican'tbegintocountthem.
Theycan'torwon'tletgo.
Theyfailtoembracethislargervisionoftheirenterpriseandsotheyforev-erstruggletogetwheretheyvaguelyimaginethey'llgetto.
Theyhardlyeverriseabovetheactivityofrollinguptheirsleevesandgettinginvolvedintheirbusiness.
That'sokayifallyouwantistohaveownershipofyourownjob,andyouunderstandthatitwillbeaverybusyjobbecauseitentailsdoingeverythingthatanenterpriserequirestokeepitrunning—manufacturing,buying,selling,advertising,letter-writing,brochurecreation,websitedesign,merchandising,dis-playing,hiringandfiring,wages,bonuses,quoting,invoicing,debtmanagement,accounts,logistics,repairsandbreakdowns,equipmentpurchasing—thelistgoeson.
Thereisnothingwrongwiththisifthat'sreallywhatyouhavesetouttodo.
ButIhaven'tmetanentrepreneuryetwhosetoutwiththisinmind.
TheonlysupposedadvantageitgivesyouisFREEDOMandPRIDEofowningyourownbusiness.
Youareyourownboss,youhavenoonelookingoveryourshoulder,youmakeyourowndecisions,andyoumakethemhowandwhenyouwantto.
Theironyis,yourfreedomquicklyevaporatesbecauseyoubecomesobusydoingeverythingthatyouhavenofreetimeleft.
Youworklongerhoursthanyoueverhave,andyouhavemoreresponsibilitythanyoueverwanted.
21STEP4:BETHEPUPPETEERNEVERTHEPUPPETTheonlyjewelyouhaveleftisthePRIDEofowningyourownenterprise.
Butwhat'stheretobeproudofAllyou'vecreatedisatwelveorfourteenorsixteenhourday,ladenwithresponsibility,hassle,endlessreamsofpaper-workandnecessities,forprobablynotmuchmorefinancialrewardthanyoucouldcommandworkingforanothercompany9'til5withoutresponsibilityforrunningtheorganization.
ButtherearesignificantlygreaterrewardswaitingforyoutheminuteyourealizethatbyfocusingYOUReffortsintherealmsofleading,directing,innovating,marketingboththeproduct,serviceortreatmentyoumakeavailableplusthewayinwhichyousellitanddeliverit,forthesameeightortenortwelvehoursyoucanbuildyourorganizationintoagloriouslyperformingassetthatrunsasamachine,evenwhenyou'renottherepersonallydrivingit.
That'sthesecret.
That'showthetruestandgreatestperformanceofabusinessisachieved.
That'swherethegreatestvalueliesforaprospectivepurchaserofyourbusinessoneday.
That'swhereandhowyourgreatestfinancialpay-offisachievedasanentrepreneur—sellingyourbusinessonedayforasumyouprobablyneverrealizedispossibletoget.
Inmostcases,itispossibletogetalarge-gearedpay-dayonyournetprofit.
ThatisStep#21:reapingthelargestpay-offforyourbusinessasset.
We'lltalkaboutthatlater.
Butfornow,understand—clearlyunderstand,andputintopractice—yourroleasentrepreneur:Thatofdirecting,leading,innovatingandmarketingyourbusiness,justlikeaproducerofamovie,ortheownerofaformulaoneracingteam,orthedirec-torofastageplay.
Ifyouarenowsaying,"Thisisallverywellforbusinessesthatarealreadyonthemove,alreadyquiteestablishedandsuccess-ful,butwhataboutme,themedium,smalloreventinybusinessthatisn'tyetgeneratingtheprofitstoaffordthestaffneededtoreleasemefromworking'in'mybusinessdaily—howdoIachieveit"—don'tworry,it'soneofthemost-askedquestionsIgetfromentrepreneurs.
Actually,thesolutionisquitesimple.
Hereitis.
.
.
2223THEGAMEOFBUSINESSANDHOWTOPLAYITStep5EaseYourselfOutStep-by-StepFirst,Makealistofeveryactivityyouperformduringthenextweek.
Second,deleteeveryactivitythatreallycouldandshouldbeperformedbyastaffmember,notyou.
Everyadminactivity,accountsactivity,buyingactivity,manufacturingactivity,mer-chandisingactivity,artworkformarketingactivity,maintenanceorupgradeactivity—andsoon.
Iwillwagerthataround80per-centofyouractivityisstaffmemberactivity,notcompanyowner/entrepreneuractivity!
Remember,YOURmajoractivitymustbe,orquicklybecome,ideas-maker,innovator,leader,director,marketer.
Thesearetheactivitiesthatdriveabusinesstoheightsofsuccessandprosperity,andonlyyoucanbethepersonwhodirectsthatdrive.
You'vegottheideaandthevision.
Nowyougoandcreatethemachinethattakestheresultsofyourvision—yourprod-ucts,servicesortreatments—outtothegreatestsizeofmarketitcanpossiblyreach.
Third,identifyfromyourlisttheONEcategoryofactivitythat,atthemoment,consumesthegreatestamountofyourtime.
ItisTIMEthat'simportanthere,notintensity,necessarily.
Theminuteyoureleaseyourselffromthegreatestamountoftimespentonactivitiesanemployedpersoncanandshouldbedoing,andimmediatelyREPLACEthatnewlycreatedtimevac-uumwithmarketing,innovatingandleading,youwillfindyourenterprisegrowingatafasterandmoreprofitablerate,almostovernight.
That'swhatyoudo.
Let'ssay,asisoftenthecase,thatyouspendhoursandhoursdoingadmin-typeorassistant-typework—typingletters,typ-ingquotes,sendingbrochures,sendingfaxes,orderingstock,unpackingstock,checkingstock,stackingormerchandising,takingorders,packingorders—it'sincrediblewhatbusinessownersdowithoutrealizingthey'reactuallygrindingthegrowthoftheirbusinesstoahalt.
Assoonasyourecognizethatyou'reinvolvingyourselfinallthesenon-entrepreneurialactivities,andrealizethatyoucangetthemdoneforyouatanhourlywagethatisafractionofafrac-tionofthelargerrevenuesandprofitsyoucanproducewhenyoureplacethattimewithmarketing,innovatingandleading,youseethesenseinhiringatleastonestaffmemberrightaway,andmoreifnecessary.
Let'ssayyoudiscoverthatyouspend30hoursaweekdoingthingsyoucriticallyshouldn'tbeinvolvedinasthebusinessowner.
Thosethingsareadminorassistant-typeactivities.
Doyouthinkthatbyhiringeitherafullorparttimeemploy-eetodothemat5or6or7anhour,youwillnotbeabletoquicklygeneratealotMOREthan5to7anhourbyconcen-tratingyourfreed-uptimeonmarketing,innovating,andlead-ingOfcourseyouwill!
Considerablymore!
JustimaginebeingabletodevoteALLyourtimetocontinu-allyimprovingyourproductsorservices,andcontinuallymak-ingthemethodsyouemploytosellthemmoreandmoreeffec-tive,andcontinuallycreatingideastoserveyourcustomerstoagreaterdegree,andtodeliverRESULTtothemtoagreaterdegree!
THATiswhatmakesyourbusinessgrowandgrow,andprosperinabundantmeasurebecauseitisdeliveringaveryhighdegreeofvalueandresulttoeachcustomerorclient.
ButitisonlyYOUwhocanachievethis,becauseyourbusi-nessisyourbaby.
It'syouridea,yourvision,yourpassiontoachieve.
Andthat'swhatyoumustdevoteallyourtimetoeachday,orasmuchofyourtimeasyoucanengineer.
Afteryou'vetakenonemployeeONE,inthisexample,yougrowandgenerategreaterprofits,thentakeontheNEXTmostneededemployee.
Maybethat'sanassistanttoyou.
Maybeit'sa2425salesperson.
Maybeit'sawarehousemanager,orengineer—onlyyoucantell.
Now,awordondelegation.
IfindthatmostentrepreneursareTERRIBLEdelegators!
Theycan'tletgo.
Theyareoftenconvincedtheyaretheonlypersonintheworldcapableofdoingthejob—evenadministrationandassis-tant-typejobs—sotheyfailtodelegate.
Ioncemetamaninthekitchenreplacementbusiness.
Hetoldmewithallauthoritythathecouldn'temployamachinisttomakehiscabinetsbecausetheywereintricateandhehadtodothemachininghimselftoguaranteethequalityofcraftsman-ship.
Thatwasaboutsevenyearsago.
IbetifIvisitedhimagaintoday,Iwouldfindhimstillatthemachine,andhisbusinesswouldn'thavemovedononebit,oratleastnotbyaworthwhiledegree.
Let'sbeclear.
Thismanhasajob.
It'shisownjob,butthat'sallitis.
Let'snotpretendorbeproudofthefactthatthisisbusinessownership.
It'snot.
It'sJOBownership.
AndthatissomethingIdon'teverwantformyself,andIneverwantitforyoueither,becauseyoucanachievesomuchmorefortheverysamehours,days,weeksandyearsyoudevotetoyourenterprise.
Becomeagood,thenagreat,thenaMASTERdelegator!
Thisisthekey.
Driveyourselftodelegateabsolutelyeverythingyoucanandshould,andalwaysimmediatelyreplaceyourfreed-uptimewiththeactivitiesthatproducegrowthandprofits.
You'llsetyourselfandyourenterpriseonawholenewpathofhigherperformance,greaterefficiency,anddeeperandbroadermarketpenetrationandsatisfaction.
STEP5:EASEYOURSELFOUTSTEP-BY-STEP26Step6GatherAndSurroundYourselfWithExtraordinaryStaffTheexcuseIhearsomanyentrepreneursciteisthattheycan'tfindgood,reliable,skilled,loyalstaff.
Thisisjustasludicrousassayingthatadvertisingdoesn'twork,orsaleslettersdon'twork.
It'salmostlikesaying,"Itriedgravity,andTHATdoesn'twork!
"Ifithasn'tworkedforus,it'sbecausewehaven'tappliedorrespectedtheprinciplesofadvertising,salesletterwriting,orgravity.
Thesameistrueofstaff.
Wehaven'tappliedorrespectedtheprinciplesofselection,training,motivationandrewardifwearehavingongoingstaffdifficulties.
That'sall.
Letmegiveyouaquick-courseprimeronwhatIfindworkswithstaff,Steps7—13.
It'smy'take'onit,butithasworkedwellformeformanyyears.
Itwillworkforyoutoo,andtransformyourentirebusi-nessenvironmentandresult.
27THEGAMEOFBUSINESSANDHOWTOPLAYITStep7AdvertiseForSuperstarsAndGetThemManyrecruitmentadsfailtoattracttherightpersonbecausetheyfailtobespecific.
BeingSPECIFICattractsthebestpeople.
Youraimistoattractqualitynotquantity.
Makingyouradspecificanddemandingwillcertainlylowerresponse.
Whichisinteresting,isn'titButitwillmorelikelyattractahandfulofcandidateswhoareworthinterviewing.
Ifyouarelookingforanadminperson,youradcansaysomethinglikethis:SUPERSTARADMINPERSONWANTEDFORBUSYABCBUSINESSBasicwageplusgenerousperformancepay—earnupto23,000perannum.
FastgrowingABCbusinessislookingforasmartadminassistantwholovesadminworkandtakesprideindoingaSUPERSTARjob.
Superbtrainingandsupportprovided.
Youwilltake'ownership'ofyourjob,andbegenerouslyrewardedabovebasicwageforyourqualityandreliabilityofwork.
Callbetween10:15amand2:30pm,Thurs,FridayorMondayandtellmewhyonearthIwouldbeMADnottotakeyouonforthisposition.
TelephonenumberandcompanydetailsThat'sthekindofadthatworks.
Adjustthiscopyforanycate-goryofemployeeyouwant.
Youaskcandidatestocallyouatspecifictimesfortworea-sons.
28One,youwanttomanageyourtimeefficiently,notbeatthemercyofincomingcallswhenevertheycomein.
Two,youwanttodiscoverrightawaywhetherthecandidatecanfollowinstructions.
Ifheorshecan'tevencallyouwithinstatedtimes,whywouldyouwanttohirethatpersonIt'snotagoodfirstomen!
29THEGAMEOFBUSINESSANDHOWTOPLAYITStep8GiveTheCandidateaReasonablyToughTimeatFirstInterviewInterviewacandidateatleastthreetimes.
Thisfirsttime,don'tpussyfootaround.
LetthepersonknowEXACTLYwhatyourequirethepersonwhowillfillthispositiontoBEandtoDO.
You'reaimisNOTtomakeafriendatthisstage.
Itistoquitebluntlydiscoverwhetherthepersonistherightmaterial,ornot.
Don'twasteyourtime,ortheperson's,ifheorsheisclearlynotright.
WhatISrightIlikeNordstom'sdescription:"WelookforNICE,WILLINGpeople.
Youcantrainawillingpersontohaveskillsandusethemwell;youcannevertrainapersontobenice,andtobewilling.
"ThisistheapproachIhavetakentofillmostvacancies.
TherearesomeskillsIdon'tbelievecanbetrained.
Honed,finetuned,enhanced,yes.
Butnottrainedfromscratch.
Sellingisoneofthem.
OrSuperstarselling.
YoucannottrainapersontobeasalessuperstaranymorethanyoucantrainafootballertobeaBeckham.
Heorshehasfirstgottohavetheinherentseedofgreatness.
Then,certainly,youcandrawitoutinanurturous,disciplinedandrewardingenvironment.
Butformoststaff:atthefirstinterview,you'relookingforapersonwhohasyourethics,whoyougetonwith,whoyoulike,andwhoishungrytoprogress,learnnewskills,moveoninlife.
Askquestionsthatdrawouttheperson'sattitudeaboutwhattheycurrentlydoforwork.
ThiswilltellyoumuchaboutwhattheirattitudeWILLbewhentheyworkforyou.
Iftheyareenthusiastic,iftheyenjoymostaspectsofwhattheydo,iftheyshowsignsofcreativitywhenitcomestothewaytheydotheirjob,andmethodsofimprovingit,theseareallgoodsigns.
Thisiswhatyouarelookingfor.
Iftheyaren't,youcanbetyourlastdollartheywillnotwhentheyworkforyou,nomatterwhattheypromise.
There'sasecretofsuccessfulmarketingthatyoushouldtranslateintorecruitment.
Whenyoumarkettoprospectivecustomers,thesecretofoptimalresponseistoidentifythoseprospectswhoHAVEALREADYBOUGHTorINVESTEDINtheTYPEofproduct,serviceortreatmentyousell.
Younevergamblemarketingresourcesonthosewhohavesimplystatedtheymightonedaybuy.
Orworse,thosewhohavenevershownanyinclinationthattheywillbuythecategoryofproductorserviceyousell.
You'dbesurprisedhowmanybillionsofpoundsanddollarsarefritteredawayintheattemptorlazinesstoselltoNON-TARGETEDcustomersorclients.
Themoneyandeffortwouldbebetterspenthelpingthehelpless.
Thekeyisthis:whatacustomerHASboughtintherecentpast,heorsheislikelytobuyAGAINnow.
Thegreatertheamountheorshehasrecentlybought,themoreheorsheislike-lytocontinuetobuynow.
Don'teverwasteyoursmart-earnedcashandeffortonany-oneotherthanTARGETEDPROSPECTS(allothersareonlysus-pects).
ApplytheSAMEprinciplewhenhiringstaff.
DonotbefooledintothinkingthatwhatapersonISNOTatthemoment,andhasn'tdemonstratedheorsheISintheirpreviousjob,theyWILLBEwhentheycometoworkforyou.
Theywon'tchange,forthemostpart.
That'swhyitiscriticaltodelveintoaperson'spastandcurrentattitude,approachandactualperformance,beforeyoudareconsiderthemforaposi-tioninyourcompany.
Quitequickly,onthetelephone,youwillsortthe'possibles'fromthe'noways'.
Younowareleftwithahandfulwhoyouwillinterviewone-to-one.
Atthissecondinterview,becharming.
Behighlyinterested30intheperson.
WhythechangeofapproachYouwanttoRELAXtheperson,makehimorherfeelateasewithyou,toallowtheREALpersontoshowup.
Youcangetmorespecificabouttheroleyouhaveavailable.
Getquitedetailed.
WhyYouarelookingforINTEREST,ATTENTION,FASCINATION,QUESTIONSaboutthejob.
Ifthepersonisfascinated,andaskssmartquestions,obvi-ouslysignsaregood.
Butyoudoneedthesesigns.
Atthethirdinterviewdelvedeeperstill.
Maybeasktheper-sontocomeandworkfortheday,toseehowtheylikeitandyoulikethem.
Lookforsignsofinterest,attention,focus,hun-gry-ness,fascination,clarity,smartness.
Youraim,throughouttheseinterviews,istogettoknowtherealPERSONandhisorherDEVELOPEDinterestsandskills.
Ideally,youwanttofindtheALREADYdeveloped—almostper-fectlydeveloped—attitudeandskillfortheposition.
Thecloseryoucangettothis,thebetter.
Asagoodsecondbest,youwantapersonwhoalreadyhastherightnicetiesandethos,andisimmenselywilling,evenhungrytolearnthenicheyouhaveavailable,andtodeliverresults.
Butundernocircumstances,doyouwantanythingLESSthanthis.
It'slikebuyinganewPC.
YouwanttheRIGHTcomputer,fullyloadedwiththemostsuitableandcapablesoftwareforthejobyouneedittoperform,sothatyoucanplugitinandalmostinstantlybeginreapingperformanceandresultsfromit.
Thewrongcomputer,onewithtoolittlepowerandspeed,andinadequatesoftware,willbeoflittleusetoyou.
It'sawasteofyourtime,effortandcash.
Thesameistrueofstaff,reallytheverysame.
OneofthemostcommonquestionsoffrustrationIgetatliveprogrammesandteleconferencesisaboutstaff.
Staffareamonumentalprob-lemformostcompanies,particularlysmall,entrepreneurialcompanies,whereoftenEVERYstaffmemberiscriticaltotheperformanceofthebusinessorpractice.
Onebadstaffmemberhasadirectandoftenquitedevastat-ingaffectonperformance,becausethatpersonisoneoftwentypeople,orfivepeople,ortwopeople—andyou.
Ifyourorganizationislarger,oneortwobadstaffdon'thave31STEP8:GIVETHECANDIDATEAREASONABLYTOUGHTIMEATFIRSTINTERVIEWsuchadevastatingaffect.
ButANYbadstaffareastickinyourwheel;youdon'twantthem,andyoudon'thavetohavethem.
Butrealize,staffaregenerallyaproblemonlybecausenotenougheffortandtimeisdevotedatthefrontend—theadver-tisingandinterviewingprocess.
AlwaysrememberthatANYsuccessfulrelationshipbetweentwoormorepeopleismoreaboutGIVING,notTAK-ING.
YouandeachmemberofyourstaffhaveaTWO-WAYrela-tionship.
YouhavegottoprovideaGIVINGenvironmentinfriendship,genuineinterestineachstaffmember,training,sup-port,recognition,appreciation,reward—justasmuchaseachstaffmembermustGIVEtoyouindedicatedperformance,serv-ice,result,creativity.
TheidealandACTUALstaffenvironmentyouwanttocre-ateisthatoftwo-waywillingandjoyouscooperation,recog-nitionandreward.
OnlywhenyouachievethiswillyougetextraordinaryworkfromwhatIdescribeas'ordinary'employees.
It'saTWO-WAYactivityandrecognitionandwillingnessanddrive.
YoumusthaveasmuchifnotMORE,yesmore,willingnesstobuildacreativeandjoyousopportunityforeveryemployeethantheydothemselves,andthencharminglydemandtheveryhighestdegreeofperformance.
Butyoucan'texpecthardanddedicatedworkfromstaffjustbecausetheyareyouremployeeswithoutyouplayingyouractive,dailyroleasleader,inspirer,motivator,friend,recogniz-er,rewarder.
Putharshly,ifyouorIexperiencetroublesomeorunder-per-formingstaff,itiseitherbecauseWEhavenotselectedskillful-lyenough,orWEhavenotprovidedsufficienttrainingandtools,orWEhavenotdemandeddailyhigh-levelperformance,orWEhavenotrecognizedandrewardedhigh-levelperform-ance.
Orallofthese,bydegree.
YOUcreateyourenvironmentandyourresults,notyourstaff.
AlwaysitisyouandIwhoare100%incontrolofourresultsinbusiness,whetherdownbeatorupbeat,andthisincludesstaff.
Don'tblamethem,lookatyourself.
Thenfigureouthowyoucanimproveyourhandlingandmanagementofeachstaffmem-3233berandeachteam.
WheredoyoustartSpendmoretimeatthefrontendadvertisingforthecorrectcandidates,thetruePROSPECTSforyourvacancy.
Don'trushtherecruitmentprocess,it'llonlyleadtomuch,muchwastedtime,frustration,disappointmentANDcosttomorrow.
Whenyougettherightpeople,andyoutrain,driveandrewardthem,yourentirebusinessanditsperformanceistrans-formed.
Ifyou'veattendedoneofmyprogrammes,you'vemetsomeofmystaff,andyou'veseenhowtheyperform.
Thesegoodpeo-plehavebecomefriends,andIliterallycouldnotdowhatIdo,totheheightsthatIdothem,withoutthesewonderfulpeopleworkingdiligentlyandcreativelyasajoyousteam.
It'sajoyandaprivilegetoworkwiththemeachday,andtheyfeelthesame,andthisenvironmentleadstoaHIGHLYproductiveanddrivenperformance,andfunandfulfillingwork.
Followthissimpleyetlittle-achievedrecruitmentprocess,andyou'llfindandkeepyourownextraordinarystaff.
STEP8:GIVETHECANDIDATEAREASONABLYTOUGHTIMEATFIRSTINTERVIEW34Step9PayOnPerformanceThesecrettoengenderingthehighestperformancefromstaffistoactuallymakeeachpersonEARNhisorherpay.
Whataconcept!
Yetthegreatmajorityofcompaniesstructurepaytheexactreverseway.
Themajorityofeachpay-chequeiscategorizedas'basicwages',plusasmallortinyadditionalpaycategorizedas'bonus'or'commission'.
ThisgivesthemessagetostaffthattheyDON'ThavetoEARNtheirpayeachandeveryday,thatthey'llreceivethesameormajoritypayeachmonthnomatterhowexcellentistheirperformance—orhowaverage.
That'sthewrongmessagetogiveout.
Andthewrongpaystructure.
Thesecretistocreateindividualorsmallgroup'businesses'withinyourbusiness.
Eachindividual,oreachsmallteam,isresponsiblefortheirwork,orprojects,andarepaidonthesuc-cessfulcompletionofeachproject,orinthesustainedhigh-degreeofperformanceeachday,eachhour.
Themajorityofeachperson'spayisperformance-pay,orbonus,orcommission—howeveryoutermit.
Butit'sbasedonperformance,notanythingless.
THENandonlyTHENdoemployeestakeresponsibility,andtheyenjoyit.
Thereisfargreatersatisfactionandjoyfromknowingthatthemajorityofmoney—andotherrewardandrecognition—isadirectresultofactualhighandsustainedPERFORMANCEthaneverthereisfromaloadedpay-chequethatisgivennomatterwhatperformancehasbeendelivered.
OrDESPITEthelackofperformance.
YOU—asabusinessowner—receiverevenueandprofitwhollydependentonyourperformanceasabusinessandasa35teamofpeopleprovidingservice,value,result.
Ifyoufailtoprovideatleastanacceptablelevelofservice,valueandresultyourenterprisewillsuffer.
Customerswillsoonstopbuyingfromyou.
Yourstaffshouldoperatefromthesamecorefundamental:youperform,youreceiveoptimumreward;youfailtoperform,youfailtoreceiveoptimumreward.
It'ssimple.
AndITWORKS.
Andpeopledoactuallyenjoy—toafarhigherdegree—theresponsibilityandtheimpliedtrustandexpectationyouhaveofthem.
Now,thereareoneortwoadditionalfacetsofengenderingstaffexcellenceyouneedtounderstandandincorporate:STEP9:PAYONPERFORMANCE36Step10WelcomeandFormallyTrain—DayOneDayOneforanewrecruitissomewhatlikethefirstimpressionapersonhasofyouwhenyoumeet.
Thefirstimpressionwillbranditselfintothemindoftheperson—somakesurethefirstimpressionyou'reprojectingistheimpressionyouwanttoproj-ect.
Thefirstdayinanewrolemustbeengineeredtoprojecttherightimpressionoforganization,efficiency,dedication,focus,enjoyment.
Mostofall,yournewrecruitmustfeelasifyouareprovid-ingtheTOOLSforthejob,sothatheorshecanachieveaquick,efficientandimpressivestart.
Oneofthemajordownfallsofentrepreneursisthatthey'resobusytheydon'tputenoughthoughtandtimeintoformallywelcomingandtrainingnewstaff.
Sostaffoftenfeelconfusedandfrustratedfromdayone.
Theyfeeltheyhaven'tgotaclear-cutnumberofrolestoplayinthebusiness,orsufficienttrainingand,andthereforefinditdifficulttoplayanyroletoanaston-ishinglevel.
Theyoftenbecomequitequicklyfrustratedandeventuallyleave.
Aformalwelcomeisessential.
Formaltrainingisessential.
Muchofitcanbein-house,muchcanbe—andoftenisbettertobe—remote.
Staffliketobetrained,needtobetrained,andcan'tbeexpectedtoperformwithoutgoodorexcellenttraining.
Makeitapriority.
Itwilldifferentiateyourstaffandtheirperformancefromeveryoneofyourcompetitors.
37THEGAMEOFBUSINESSANDHOWTOPLAYITStep11TrainRepeatedlyRegularlyprovidingfurtherandrefreshertraining,keepsyourstaffgrowing.
Everyonewantstogrow,notstandstill.
Justthesameasitisfatalforyourbusinessorpracticetostandstill,itisfatalforyourstaff,theirperformanceandtheresultsyougarnerfromthemtostandstill.
Train,thenretrainandretrainandretrain,andyou'llsatisfyyourstaff'shungertocontinuallyimprovetheirabilitytoper-formforyou,andtohavetheself-fulfillmentofknowingtheyareperformingatahighlevel,andmakingarealcontributiontoyourcustomersorclients,toyourbusinessandtoyou.
38Step12GiveStaffAuthorityandAutonomyOneofthereasonsyouareanentrepreneurisbecauseyouthriveonhavingfreedomtodoyourworkasyouwanttodoit.
Youdislikehavingabosslookingoveryourshouldereveryfiveminutessuggestingbetterwaysofdoingwhatyoudo.
Yetthisistheverythingmanyentrepreneursdototheirstaff!
Iusedtodoit,soIknow!
IfounditVERYdifficulttotrustanotherpersontodothejobIpaidthemtodo,withoutmycon-stantcheckingthatitwasbeingdonethewayIwantedittobedone.
It'sabigmistake.
It'sunnecessaryandwasteful.
Here'sthescenario.
You'veadvertisedforandGOTagood,nice,willingandhopefullyalreadyskilledperson.
You'vetrainedthatpersonwellandprovidedallthetoolsheorsheneedstodothepartic-ularjobatahighlevel.
NowyoumustgivethepersontheFREEDOMtoDOwhatyou'veemployedthemtodo!
YoumustgiveeachstaffmemberandteamauthorityANDautonomytodothejobanddoithighlyeffectively,with—remember—themainpurposeofyourbusinessinmind:toALWAYSFIRSTprovideastonishingservice,valueandresultforthecustomerorclient.
Whateverauthorityandautonomyisneededtoachievethis,giveit.
AslongasyourstaffNEVERunderminestheposture,positionorintegrityofyourbusiness,thentheauthorityandautonomytomakedecisionsandperform,andachieveRESULTSeachandeveryday,WITHOUThavingtoruntoyoufordeci-sionseachhalfhour,istheenvironmentthatproducessuper-starsfromwilling,talentedstaff.
39THEGAMEOFBUSINESSANDHOWTOPLAYITStep13DemandPerformance—AndRewardItKeepinmind,it'sonlyeverRESULTSthatcount.
Keepyourfingeronthepulseofhoweachstaffmemberisperforming.
Charmingly'gee'themalong.
DevoteTIMEtomanaging,driving,congratulating,rewarding.
Mysixyearoldson,Tristan,hasjuststartedatanewschool.
Theheadmasterissmart.
Inassembly,hegivesout'Headmaster'sStars'forthingslikeBeingextraniceorDoingsomethinghelpfulorkindorExcellentwork.
Thekidssparklewithprideatbeingrecog-nizedandrewardedinfrontofalltheschool.
Asadults,wereallyneverlosetheprideofbeingrecognizedandrewardedopenly.
Itoftenmeansmorethanmoney,anditengendersbetter,broader,moreconsistentperformance.
Alsorealize,thatsincererecognitionandrewardfromYOU,thebusinessowner,meansmoretostaffthananyinstrumentcanevermeasure.
Makeahabitoffindinggoodandgreatperformancetoreward.
Lookforthegoodandthegreatinyourstaff.
ExpectEXCEL-LENTwork,andtellthemyouexpectit.
Becharminglyfirm,andcharminglyDRIVEeachindividualoreachteamtoperformattheirveryhighestandbest.
They'llloveyouforit,andthey'lltreasuretheirjobswithyou.
Andalwaysrewardopenly,publicly.
Therewardedpersonorteamrightlyfeelagreatdealofpride.
Andthe,asyet,unre-wardedpeopleorteamsareinspiredandmotivatedtobethenextinlineforyourpublicrecognition.
Thisapproachtostafftrulygarnersextraordinaryperform-ancefromso-called'ordinary'staff.
Thetruthis,thereareno'ordinary'people.
Itisyourgreatprivilegetofindthosepeoplewhoarewillingandkeentobegiventheopportunitysuchasyouhavefortheminanentrepreneurialenvironmentwheretheycanthriveandfeelasiftheyaremakingatangibleandgen-uinecontribution,andbeingrecognizedandrewardedforit.
Onelastthing.
DoesthisapproachworkeverytimeDoesitguaranteeyou'llneverhiremistakenlyOfcoursenot.
Butitcutsdownhiringmistakestorealminimum.
Andwhenyoudomakeamistake,asIhavedoneacoupleoftimesoverthelastthreeyears,thekeyistoALWAYSrecognizethatthepersonhimorherselfisapersontorespect,andthatinsomewaytheenvironmentisnotrightforthatperson,whichhasledtopoorperformance.
IsaidrightatthebeginningthatYOU—theentrepreneur—mustbepassionateaboutwhatyoudoandsell,ifyouhopetofulfillthemainpurposeofyourbusiness,thatofserving,pro-vidingvalueandresult.
Youremployeeisnodifferent,otherthanneedingtobeLEDintoanenvironmentthatnurtureshisorherpassionandexcel-lence.
That'swhatyou'relookingforatinterview,andthat'swhatyoumustnurtureinyouroffice,factory,store,practice.
Whatifanemployeejustisn'tworkingout,despiteyourbesteffortsDoyoufirethepersonIdon'tliketheword,ortheconceptitself.
Myphilosophyistohelpthatpersonleaveandfindapositioninanothercompa-nythatdoesenablehisorherpassionanexcellencetosproutandevolve.
Thereisabigdifferencebetweenthetwo.
Mygoodfriend,YashwantPatel,who'scompanyInspiringHigherExcellenceinBirmingham,UnitedKingdom,specializesinshowingorganizations,individualstaff,businessowners,professionalsandsportsmenandwomen,howtoreleasetheirinherentexcellence,explainsthisinawaythatIthinkallbusi-nessownersshouldembrace.
Hesaysweshouldhelpliberateapersonfromanenviron-mentinwhichheorshedoesn'texcel.
Isn'tthatwonderfulRemember,it'snotaboutyouorme.
It'saboutTHEM.
The4041'Them'inthiscaseisyourstaff.
Thewaytogarnerexcellent,sus-tainedperformancefromstaffistorememberthatit'sallaboutTHEM.
ThatINCLUDESthetimeyourealizethebestforthepersonistohelpthemfindanalternativejob,anactivitythatwillindeedLIBERATEthem,andenabletheirinherentgreat-nesstoflowforthinanenvironmentmoresuitabletotheindi-vidual.
Younowunderstandthemainpurposeofyourenterprise;youknowhowtorecruit,train,motivateandrewardstaff,andtodrawouttheirexcellence.
Let'snowtalkabouthowtoelevateyourorganizationfromwhateverit'sdoingtodayinrevenues,profits,cash-generation,andmarketposition,tothestars!
Thefirstcriticalrequirementismind-set.
Withoutamind-setthatembracespossibilityandopportunityinvirtuallyeverything,everyperson,andeverychallenge—andamind-setthatisrecep-tiveto,andactuallyattractsWEALTH—youwillcontinuallystrug-gletoachievegreatbusinessgrowthandadvantage.
Youwillcon-tinuallystruggletocreatewealthforyourbusinessandyourselfdespiteyourgreatesteffortsanddedication.
Whenyouhavethesuccessmind-set—themillionaireorbil-lionairemind-set—nothingcanorwillstopyousoaringtothetopdespitehowmanycompetitorsyouhave,orwhattheydoinanattempttobeatyou.
STEP13:DEMANDPERFORMANCEANDREWARDIT42Step14Mind-SetAtmyBusinessMillionaire'Hyper-Wealth'programme,Iexplainthatmind-setis98percentofthereasonyouwillsuc-ceed,orstruggle,orfail,toachieveeverythingyouwantinbusi-ness.
Thereare15coremind-settraits.
Iampressedforspaceherebutletmegiveyouasnapshotoffiveofthosetraits.
Theywillhelpsetyouonyourwaytosuccessandrichesinbusiness.
Mind-SetTraitOne:Self-Belief.
Mostfailuretoachieveisduetopoorself-belief.
Interestingly,modernpsychologyhasdiscoveredthatyouarewiredtoachieveEVERYTHINGyouseriouslyDESIREtoachieve.
Theconsistentimpulseyoufeeltoachieveaparticularthing—your'serious'dreamordesire—istheREALYOUwishingandreadytoexpressitself,andevolve.
Fiftyyearsago,EmilyCadysaid(Iparaphrase),"Itisimpos-sibleforyoutohaveatruedesire,withouttherealsobeinganINHERENTabilityforyoutoachievethatdesire.
"Itispsychologicallyimpossible.
Youcouldn'thavethetruedesiresanddreamsofachievementyouDOhave,ifthosedreamsanddesiresweren'tyourstoachieve.
YouandIareself-fulfillingbeings.
ButonlyifandwhenweconsciouslyREALIZEit,canweself-fulfill.
ItistheREALIZA-TIONofthistruthofbeingthatenablesyouto"releaseyourimprisonedsplendour"asBrowningsopoeticallystated.
Youdonothavetosomehowcosmeticallyplasteraself-beliefpackageontoyourpsyche.
Youcan'tifyoutried.
Manyhavetriedovermanyyears,andfailed.
Youinherently,alreadyAREwhatyoudreamofachieving.
YouronlyrequirementistoREALIZEthetruthofyourbeing,andtoLETyourimprisonedsplendourevolve.
TRUSTyourtrue,highestaspirations.
Entertainthem.
Followthem.
They'lltakeyoutothestarsifyouletthem.
Mind-SetTraitTwo:ThinkDimensionally.
Mostpeople—including,interestingly,mostbusinessowners—thinkmyopically.
Well,myopicthinkingleadstomyopiceffortandmyopicresults.
Dimensionalthinkingleadstoinfiniteresults.
Asaperson,themoredimensionallyyouthink,actandspeak,themoreinterestingandengagingyouare.
Asabusi-ness,themoreyoursalesmessage,yourproducts,services,treatmentsthemselves,andthewayyoudeliverthem,aredimensionallythought-outandpresented,themorecompellingtheyaretoyourcustomerorclient.
Itcanbecomparedtothedifferencebetweenwalkingalong,boring,greyroadwithverylittleofinterest,versusalongastun-ningbeachorforestormountainwalk,withincrediblevistas,interests,variety.
Givenachoice,you'llgoforthesecondeverytime.
Dimensionismoreinteresting,compellingandpersuasive.
TrainyourselftothinkaboutEVERYTHINGdeeperandbroader.
Don'ttalkaboutjustonefacetofthediamond;talkaboutmanyfacets.
Forinstance,insteadofcreatingONEheadlineappealforyouradvertorsalesletterorbrochure,createtenortwentyoffifty,oronehundreddifferentheadlines.
Takeaweekortwo,it'sworthit.
You'llbeamazedwhatfascinationsyoucomeupwith—andhowmanyadditionalcustomersyouattractasaresult.
Itwillbeuptohundredsofpercentmore.
InsteadofexplainingONEbenefityourproduct,serviceortreatmentprovides,explainmany.
Whichofthesetwostatementsismoreinteresting,com-pellingANDbeneficialtoyouStatement#1:"Revealed:ONElittle-knownmethodtogrowyourbusinessmorerapidly.
"Statement#2:"Revealed:21little-knownmethodstogrowyourbusinessmorerapidly.
"43STEP14:MIND-SETEverytime,theDIMENSION,orMULTI-FACETSwin.
Dimensionismoreinteresting,andholdsthepromiseofgreatervalue.
Dimensionalthinkingisalsoyourpassportthrougheventhetoughestchallenges.
Thebiggestsingleproblemwithacompa-nyfacingaseriouschallengeisIMPOSSIBILITY-THINKING.
WheneverIamcalledtohelpacompanyoutoftrouble,Igenerallyfindthedirectorsandmanagers,andofcoursethere-fore,theirstaff,allthinkinghowIMPOSSIBLEthesituationis.
Theirfocusisontheproblem.
ButNOproblemcanbesolvedontheleveloftheproblem.
You'vegottoliftyourselfandyourteamhigherthantheproblem.
Thenyoucanseeitforwhatitis,andsolveit.
Here'showIhavesolvedeventhemostseeminglyimpossi-blechallengesformyselfandforclientcompanies:First,liftabovetheproblem;seepossibility,notimpossibility.
AcceptthatthereisALWAYSasolutiontoanybusinesschallengeyouface,nomatterhowdireitseemsnow.
Morefascinatingly,you'llfindthatyourgreatestinnova-tions,breakthroughs,andstrengthscomeasaresultofyouget-tingthroughyourdeepestproblems.
Challengesactuallyareopportunitiesdisguisedbyourlim-itedsenseofwhatis'favourable'andwhatis'unfavourable'.
Itis'unfavourable'togetintoasituationthatknocksusdownorworriesusorthreatensthesurvivalofourbusiness.
Itis'favourable'tobesuccessful,wealthy,andfulfilled.
Butsuccess,wealthandfulfillmentcomeaswelearntogrowthroughchallenges,worries,threatstooursurvival.
Challengeandsuccessareoneandthesameentity,justdif-ferentendsofthesame.
Whenyourealizethis,nexttimeachallengeknocksonyourdoor,asitwill,andalwayswill,youcantrulygreetitwithawelcome,andanattitudethatsays,"Iacceptyouasnothingmorefrighteningthanmynextopportunitytogrowanddis-coveragreater,deeper,wiser,moreableme.
Let'shaveyou!
"Second,hitthechallengewithdimensionalthinking.
Don'tsearchforANanswerorsolution.
Brainstormten,fifteenortwentydifferentsolutions.
Veryfewchallengeswillsurvivetwentypossiblesolutions.
Ifthereisone,thenbrainstormanoth-erfiveortenuntilyoufindthesolution.
Youalwayswill.
44Theminuteyouandyourteamfocusonsolutionsinsteadoftheproblemitself,andtheimpossibilityofit,youwilldiscoveragoodorevenbreakthroughsolution,andturnyourchallengeintoanopportunitythatneverwouldhavepresenteditselftoyouhadthechallengenotevokedyourriseinmind-set.
Mind-SetTraitThree:ENTREPRENEURIALISM.
Oneofthereasonsyouhaveleftallso-calledsecuritytobecomeanentrepreneur,isbecauseyouyearnforfreedomtoACTandDOasyouwish.
Usethisentrepreneurialfreedomtoitsulti-matecapacity,andyourenterprisewillrespond.
Herearetwocoretraitsofentrepreneurialism:One,leadyourfieldwithIDEASandACTonthemrapidly.
Largeorganizationsregularlytakemonthsoryearstogetanideafromthedrawingboardtothemarket.
Youonlyneedtakedaysorweeks.
Usethisadvantagetothefull.
Two,continuallyRE-INVENTyourself,yourproduct,serviceortreatment,andthewayyouSELLit.
ThereisnosuchthingasSTANDINGSTILLinbusinessorprofessionalpractice.
Standingstillisbusinesssuicide.
Keepmovingforwardandup.
Bydoingso,youwillleavethegreatmajorityofcompetitorsbehindbecausemostaresoslow-mov-ingit'sembarrassing.
Customersarecompelledby,andrespondtoinnovation.
Whenyouaretheonlyenterpriseinyournichethatiscontinu-allyre-inventingitself,continuallyintroducingnewproducts,services,treatments,ornewfacets,andcontinuallyofferingnewwaysofcataloguingordisplayingthem,sellingthem,youwillbetheoneenterprisethatattractsthegreatestnumbersofbuy-ers,andthegreatestlong-termbuyingfromthosecustomers.
Mind-SetTraitFour:CHANGETHERULESTOSUITYOURSELF(andgaininstantcompetitiveadvantage).
Mostbusinessownersanddirectorsunknowinglyallowthem-selvesandtheirenterprisestoplayonalevelplayingfield.
Yeteverydaytheycouldquicklychangetherulesofmarketingandsellingtosuitthemselves,andTILTtheplayingfieldtotheiradvantage.
45STEP14:MIND-SETRealizethatthereareNOrules(otherthanALWAYSbeingandactingETHICALLY,alwaysrememberingthecorepurposeofyourenterprise—toprovidethegreatestservice,valueandresultforeverypersonororganizationthatbuysfromyou—andalways,ofcourse,stayingwithinthelawsofthelandandthelawsofyourparticularindustryorprofession).
Otherthanthat,youmaketherules!
Don'tlookoutandemulateorevenbeinfluencedbywhatthegreatmajorityofyourpeersorcompetitorsdointhewayofmarketingandinnovation.
Themajorityarecrowd-followers.
Iftheirmethodswereworthyofyouremulation,theywouldallbehighlysuccessful,revered,wealthybusinessowners.
Ofcourse,veryfeware.
YoumustLEADtheway.
Youcanandshouldchangetherules.
Andkeepchangingthem.
Threeofthemostpowerfulwaystochangetherulesare:One,onlyeveremploydirect-response,trackable,andquan-tifiablemarketingstrategies.
AnymarketingapproachthatCANNOTbetrackedandmeasuredfordirectresultsisashamefulwasteofyourtime,effortandresources.
Todiscoverthemarketingstrategiesthatcreatedramatic,rapidandquantifiablegrowth,getandabsorb—andrelentless-lyapply—theinformationIrevealinmyaudioprogramme,HowToOut-Sell,Out-Market,Out-Promote,Out-AdvertiseEveryoneYouCompeteAgainst.
.
.
BeforeTheyEvenWakeUpToWhatHappened.
It'soneofthebestinvestmentsyou'llmakeforyourbusiness.
(Callmyofficeon08007313198forfreeinformation,orwrite,e-mailorFAXtheaddressatthefrontofthisbook).
Two,continuallysearchforwaystosolvefrustrationsinyourparticularmarketplace.
Beonthelookoutforwaystoimproveexistingproductsorservices,orstandards,ormeth-ods,ordelivery—evenbyseeminglysmallmeasure.
Three,turninsideout,andupsidedown,thewaythemajor-ityofyourcompetitorsdobusiness.
IliketheapproachofSamWalton,founderofWalMart.
Hesaid,"Breaktherules.
Swimupstream.
Gotheotherway.
Ignoretheconventionalwisdom.
Ifeverybodyisdoingitoneway,there'sagoodchanceyoucanfindyournichebygoinginexactlytheoppositedirec-tion.
Ialwayspridemyselfonbreakingeverybodyelse'srules.
"46Mind-SetTraitFive:WEALTHCONSCIOUSNESS.
WithoutaCONSCIOUSNESSofwealth,itisimpossibleforyoutocreatewealthforyourbusinessoryourself.
Understandthatmoney,success,wealth,joy,fulfillmentareALLaproductorout-formingofyourCONSCIOUSNESS,oryourmind-set.
Yourmindhasnolimittoitscapacitytothinkorproduceideas.
Itisinfinite.
Soyourabilitytosucceedandtoattractasmuchmoneyasyouwant,andcreaterealandlastingwealthandtruefinancialfreedom,isalsoinfinite.
Outofyourmind,youcanproduceamillionwords.
Outofyourmind,youcanproduceamillionideas.
Whythen,outofthesamemind,doyoudoubtyoucanproduceamillionpoundsordollarsYoucan.
Itisjustdisbeliefthatblockstheflow.
THINKBIGaboutmoney,andbigmoneywilltendtobeattractedtoyou,throughthechanneloftheservice,valueandresultyouprovidetoeverypersonbuyingfromyourenterprise.
ButyoumustfirstSEEandaccept,inconsciousness,thatunlimitedmoneyandsuccessisyoursforthemaking,asmuchasitisanybodyelse's.
Wealthisactuallyalreadyapartofyourconsciousness,likethemillionwordsormillionideas—theyarealreadywithinyou;allyou'vegottodoisreleasethem;letthemflow.
Itisexactlythesamewithsuccess,moneyandwealth.
LetcontinualVALUEandRESULTbeyourmission.
Lettheseflowforthfromyouandfromyourenterprise,andrestassuredthatyouwillbecomewealthy.
Butthismustfirstbecomeapartofyourconsciousnessoth-erwiseallthechanting,affirmingandauto-suggestingintheworldwon'tdoathingforyouotherthangiveyouasorethroatandawornoutmind.
Yourmentalgymnasticsmayproduceoddglimpsesofimprovement,evenseeminglygoodimprovement,onlyforthatimprovementtoevaporatealmostasquicklyasitappeared,ineitherafewmonthsorayearortwo,tops.
HaveyouexperiencedthisAreyoustillexperiencingitYounowknowthereasonwhy.
Iamnearlyreadytoannounceabreakthroughprogrammeonwealthconsciousnessandthesecretoftrue,sustainedsuc-cessforbusinessowners,butletmesharethiswithyouuntilthe47STEP14:MIND-SETprogrammeisready:Realizethatabundant,unlimitedwealthalreadyexists.
Itisallaroundyou.
Thereisnoshortageofmoneyoropportunityofeveryshape,sizeandimmediacy.
Youcan'tmakemoneybutyoucertainlycandrawmoneytoyouinanymeasureyouwant,ifyou'llputtheeffortin.
Youwillstartdrawingittoyou,throughyourbusinessorpracticeandthevalueitprovides,theminuteyouembrace,adoptandapplythepowerfulphilosophiesandconceptsIamsharingwithyouinthisbook.
Iwanttonowgiveyouaseven-step,shortcourseprimeronthemarketingmethodologyIusetogrowabusinessexponentially,inrecordtime.
Inmostcases,acompanyiscapableofgrowingthree,four,five,ten-foldormorein18to36monthsorso.
Itisn't'magic'or'luck'or'superficial'.
It'sscientific.
Themomentyouunderstandthismethodology,andrelent-lesslyapplyit,yourbusinessresultswillmultiplygeometrically.
Ninety-nineinahundredbusinessesemployhighlyineffi-cientmethodsofluringnew—andluringbackexisting—cus-tomersorclients.
Mostarecontentwithgaininga10to20per-centnetprofitoneachtwelvemonthsofactivity.
Putdifferently,eachandeverypoundordollarputintothemarketplace,andintorunningthemachineryofthebusiness,yieldsonly10to20pence.
Thatisshocking!
It'slargelywastefulandshameful.
Onthewhole,businessowners,directors,andprofessionalsfailtounderstandhowto'hyper-gear'theirmarketinginvest-mentandeffort,sothateverypoundordollarproduces2or3or5or10or20profitreturn.
Wewilloftenyield50or60fromeachONEpoundordol-larputintothemarketplace.
Notallthetime,butoften.
That'sthekindofinherentleverageyourbusinesspossesses!
Idon'tknowabusinessthatdoesn't.
ButIknowplenty,plentyofbusinessownerswhodon'thaveacluehowit'sachieved.
Notoneinahundredunderstandthemethodology.
Let'sgothroughthefundamentalshereandnow:4849THEGAMEOFBUSINESSANDHOWTOPLAYITStep15CreateYourEndGoalFirstBeforeyoucanstartyourjourneyofacceleratedgrowth,youmustknowwhatyourbusinessorpracticeisgoingtoBEandSTANDFORandTURNOVERwhenitgetsthere.
Youmustknowthisfirst!
Atleast,youmusthaveaprettyclearidea.
Ifindmostentrepreneurialcompaniesseemtojust'slipinto'whattheydoandhowtheysellit.
Rarelydoesanentrepreneursitdownattheverybeginningandmaster-plantheirultimateobjectiveasacompany—thereasonforthecompanytoexistinthemarketplaceitinhabits—theparticularvalueandresultitwillintroduce—andwhatitwillbewhenitaccomplishesitsulti-mateobjective.
Mostbusinessownersspendmoretimeplanningtheirholi-daythantheydoplanningtheirbusiness.
Thentheywonderwhyonearththeirenterprisestrugglestoachievethesuccesstheyhopeditwould.
YouMUSThaveanENDgoal—aclearpictureofwhatyouwanttoBUILDasacompany,whatyouwantyourenterprisetoachieve,ANDwhatyou,yourself,wanttogainfromtheyearsofinvolvement,skillandpassionyoucommittoit.
Ifyoudon't,threethingswillresult:One,ifyoucan'tclearlydescribewhatyourbusinessstandsfor,whatvalueandadvantageitprovides,beassuredyourcus-tomersorclientswon'tknoweither.
Andthereforeyouwillcon-tinuallystruggletofillyourenterprisewithbuyingenthusiasts.
Two,youwillfinditavirtualimpossibilitytobuildyourbusinessrapidly,stronglyandprofitablybecauseyoudon'tclearlyknowwhatdestinationyou'retryingtoarriveat.
Three,youwillnevergainthelargepersonalpay-offyoudeserve,andcanreadilyreceive,becauseyouhaven'tspecifical-lyidentifiedorclarifiedwhatitisyouDOpersonallywantyourenterprisetobringaboutforyou.
Irecentlywentthroughthisveryprocesswithtwenty-fivebusinessownersandprofessionalsonmy12-month,12-sessionMakeItReallyHappenForYourBusinessprogramme.
WhenItookthefirsttelephoneconsultationwitheachoftheseentrepreneurs,notONEwasabletotellme—CLEARLY—whattheywantedtheirbusinesstoultimatelyBE,whattheythemselveswantedasfulfillment,rewardandeventualpay-offfortheireffort—whetherthatpay-offwastocomeaboutinoneyear,three,five,tenyears,orlonger.
Notonecouldtellme.
Whenwewentthroughthemaster-planningprocess,sud-denlyeveryoneoftheseintelligententrepreneurshad'AhHah'moments!
Eachonesuddenlyrealizedthesignificantlygreaterrewardsandpay-dayglorytheycanachieve,simplybyREC-OGNIZINGwhat,intheirheartofheartstheywantpersonally,business-wise,andwealth-wise,andblueprintingit.
Probably21or22didn'trealizeatall,thattheycouldachievefargreatersuccessandfinancialrewardbycreatingaspecificbusinessobjective—abigger,moreexcitingobjective—andachieveit,notthroughworkingharderandlonger,butbyput-tingintheSAMEeffortbyandlarge,theSAMEresources,theSAMEinvestment—justapplyingfarsmarter,'Hyper-Geared'marketingmethodologythatpredictablygeneratesdramatical-lyhigherresponseandreturnoneverypoundordollartheyinvestinmarketingandsellingwhateveritistheysell.
Thesameistrueofyourbusinessorpractice,nomatterwhatitisyousell,provide,ortreat.
Rightaway,createapictureofwhatyouwantyourbusinessorpracticetoultimatelyBEwhenitarrives.
WhatistheparticularvalueandbenefityouprovideHowlargeisthecustomerorclientbaseyouwanttoreachWillyouselllocally,regionally,nationally,internationallyHowbigwillyourenterprisebe,annualrevenue-wiseWherewillitbelocat-edBeforeoverhead,whatwillitsgrossprofitsbeperyear(simplythesalesrevenuesminusyourhardcostsoffulfillment).
WhatwillyourNETprofitsbe,afteroverheadisincludedWhateventualpay-offareyouaimingatgetting,basedonuptoeighttofifteentimesnetprofit5051Createas-nearacompletepictureasyoucantoday,realizingthatyourpictureisnotsetinstone.
Thingsandcircumstanceschange.
You,yourdesiresandyourbusinessevolves.
Youcanadjustyourendgoalasyougo.
Butyoumusthaveanendgoalwithwhichtobegin!
Goahead,andcreateitnow.
ThendothesameforyourPERSONALgoals.
Createashop-pinglistofEVERYmajorthingyouwoulddearlyliketoOWNandDOthroughoutyourlifetime.
Everything.
Atleastevery-thingyoucanpinpointnow.
You'llbesurprisedhowMANYthingsyoudowanttoownanddo,theminuteyoustartthink-ingseriouslyaboutthem,andlistingthem.
Again,goaheadanddothisnow.
Finally,realizehowmuchmoneyandwealthyouwoulddearlyliketoaccumulate—ongoing—whileyou'rerunningyourenterprise,thenwhatfigureyouwouldlikewrittenonyourpay-daychequeinoneorthreeorfiveortenyears,ormore—ifyoudowantapay-day.
I'lltalkmoreaboutthisatStep#21.
Fornow,makeyourthreeshoppinglists,thenmovetoStepSixteen.
.
.
STEP15:CREATEYOURENDGOALFIRST52Step16CreatePowerfulStrategyWhatSTRATEGYareyougoingtoemploytobringlifetoyourenterpriseandyourgoal,tomakeitREALISTICALLYachiev-ableThefirststepistoreverseengineeryourultimaterevenue,orturnover,goal.
.
.
rightdowntoyearly,thenmonthlyrevenuegoals,beginningthismonth.
Let'ssayyourultimategoalistogenerate30millionayear.
.
.
(itcouldbe10million,or3millionor1millionor100mil-lionor500million,ormore,itdoesn'tmatter,thesameconceptapplies).
Butlet'ssayit's30million,forthisexample.
Andlet'salsosaythatyouwanttoachievethisgrowthwithinthreeyears,andtodayyou'returningover2million.
(Again,youcouldbeturn-ingovermoreorlessthan2million,itdoesn'tmakemuchdif-ference.
)Attheendofyearthree,yourbusinessistogenerate30mil-lionayear.
Forendofyeartwo,yousetagoalof18million,andendofyearone,yougoalis7million.
Sofromtoday,toendofyearone,youareaimingtogrowfrom2to7million—a3.
5timesgrowth.
IsthispossibleAbsolutely,aslongasyoucanhandleitlogistically.
Andifyourcurrentfacilitiesandstaffcannothandleit,youbuildlogis-ticalgrowthintoyourroll-out.
Yearonetotwo,you'regoalistogrowfrom7millionto18million—a2.
6timesgrowth.
Andyeartwotothree,yourgoalis18millionto30million—a1.
7timesgrowth.
Thisrateofgrowthisquitereadilyachievable.
We'vedoneitmanytimeswithclientcompanies.
Manyparticipantsofmybusiness-buildingprogrammeshaveachievedsimilarrapid53growthforthemselves.
WhenyouapplythephilosophyandstrategyIamsharingwithyou,thislevelofgrowthbecomespredictable,aslongasyouarewillingandmotivatedtodriveiteachandeveryday.
Andwhowouldn'tbeTherewardsareglorious.
STEP15:CREATEPOWERFULSTRATEGY54Step17IdentifyHiddenSales,ProfitAndCashOpportunitiesLet'ssayyouemployFOURmaintacticstodriveyourrevenues:youadvertise;youhaveabrochure;yousendsalespeople;andyouhaveawebsite.
Eachofthesetactics—andeachfacetofeachtactic—hasinherent,anddynamicleverageopportunity.
Anadvertisnotsimplyan'advert'.
Oneadvertcanout-per-formanotheroftheverysamesizeandcostbyuptohundredsofpercent.
Theheadline,thebodycopy,thesalesstory,theguarantee,thecall-to-action,thepublication,thepagepositionallmakeyouradvertmoreorlesslikelytopullaworthwhileresponse.
Thedifference—upordown—ismultiplesoften.
Yes,advertisingisascience.
Ahighleveragescience.
Thesameistrueofbrochures,salespeople,andwebsites—andeveryotherrevenue-generatingactivityeverusedinbusi-ness.
ThefirstthingIdowhenIwalkintoaclientcompanyisana-lyzetheircurrentrangeofmarketingandsellingactivities.
IamseekingopportunitytosubstantiallyINCREASEtheirsalesresponsewithoutincreasingtheirmarketingbudget.
Iamlookingforthequickest,easiestwaytoincreaserev-enuesby20percent,50percent,100percent,300percent,ormore.
Here'sacurrentexample.
Acoupleinthelandscapegardeningbusinessarepartici-pantsatmyMakeItReallyHappenForYourBusinessprogramme.
Beforetheprogramme,theywererunningadsinspecialistgar-deningpublicationsandreceivingafairlypoorresponse—three,four,fiveresponsesperad.
55That'sexpensiveadvertising.
Andit'ssnail'spacebusinessgrowth.
Ihelpedthemrewritetheiradvert.
Itnowhasacompellingheadline,benefit-filledbodycopywithatemptingplant-collec-tionoffer.
TheytestedoneinsertioninGardener'sWorldmagazine.
Thatsingleadhassofarproducedover240responses.
It'salreadymadeaprofitonitscost—somethingthecouplehaveneverbeforeachieved—andthecontinuedbuyingfromthesenewcustomers—thelifetimevalue—willcarryontoproduceaglo-riouslyhighprofitonthemoneyinvestedinthatsinglead.
Icangiveyouhundredsofexamplesfrommyprivatefiles—Ihaven'tgotenoughpageshere.
Callmyofficeon08007313198forsuggestedmaterialsandprogrammesyoucaninvestinthatgiveyoutheknowledgeandmethodologyyouneed.
Whenyouapplythesemethodsandtechniquestoyourownbusinessorprofessionyoualsocanachievethislevelofhigherandaccel-eratedresponse,orgreaterthanthis.
Youcanbegintheprocessimmediately.
You'llseemeaning-ful,measurableresultsinjustweeks,sometimesdays.
'Hyper-gearing'justahandfulofmarketingandsellingactivitieswillpredictableincreaseyoursalesandprofitsbyworthwhiledegrees,oftenbymultiples.
Withthefewimprovementstojusttheironeadvert,theland-scapegardeningcompanyincreasedtheircustomeracquisitionratebymorethan4,800percent,from5responsestoover240.
Thiskindofincreaseiscommonplacewhenyouunderstandhowtohyper-gearresponsetoeverymarketingandsellingactivityyouemploy.
STEP17:IDENTIFYHIDDENSALES,PROFITANDCASHOPPORTUNITIES56Step18IncreaseTheSize,FrequencyandCoverageofYourMostEffectiveMarketingActivitiesTheminuteaparticularmarketingmanoeuvreisdemonstratingitseffectiveness,increaseitsactivity.
IadvisedthegardenlandscapecompanytoincreasethesizeandfrequencyoftheiradvertisinginGardener'sWorldbecauseboththepublicationANDtheapproachweusedintheadhasprovenitseffectiveness.
Oneofthesimplest,yetmostunderutilizedmethodsofrap-idlygrowinganybusiness,istoimmediatelyincreasesuccess-fulmarketingactivity.
Continuallydriveresponseup,up,up.
Failingtotakeadvantageofthisgearingopportunityisabitlikedrivingfromonesideoftheworldtotheotherinfirstgear.
Youwouldneverdreamofdrivingonemileinfirstgear,letalonethousandsofmiles.
Ifyoudid,you'dmakeyourjourneyimpossiblyslow,tedious,andyou'dwearoutyourenginebeforegettingevenneartoyourdestination.
Ofcourse,assoonasyourvehiclegetsuptospeedinfirstgear,youshifttosecondgear,thenthird,fourthandfifth.
That'stheonlywayitisabletoreachfullspeed.
Andtheonlywaytheengineisabletorunefficiently,andpowerthevehicleeffective-lytoyourdestination.
Usethissameprincipleinpoweringyourbusiness.
Carefully,yetcontinuallystep-upeachofyourmostsuccessfulmarketingactivities.
Increasethesizeandfrequencyofyouradverts,andtestthesameadsinadditionaltargetedpublicationstoincreasecover-age.
Increasethecoverageofmailshotstoadditional,targeted57lists.
Increaseyouruseofreferralgeneration.
Takeonmoretele-phoneand/orfieldsalespeople,andhavethemtrainedthor-oughlyinyourmosteffectivesalesapproach.
Increasethesize,frequencyandcoverageofyourbrochureorcatalogue.
Andsoon.
Becomemoreandmoreandmoreprolificinyourmarketingactivity—smartmarketingactivity—'smart'meaningresponse-evoking—demandingtrackable,measurableandmaximizedRETURNfromeverypoundordollaryouputintothemarket-place.
STEP18:INCREASESIZE,FREQUENCYANDCOVERAGEOFMARKETING58Step19ThousandsofYourReady-to-BuyCustomersAreConfusedandMistrustingYourgreatopportunity—particularlytoday,withcompetitorseverywhereyou,andTHEYlook—istobecomethetrustedmar-ketleaderandadvisor.
Themomentyoupositionyourselfandyourbusinessastrustedleaderandadvisor,yougainthemar-ket'sattention,trustandcustom.
Insteadofsellingtoyourcustomersandprospectivecus-tomers,engineeritsothatTHEYcometoyoutobuy.
Youmightsay,"Well,Idothisalready.
Iadvertise.
Imakesalescalls.
Isendbrochures.
Ihaveawebsite.
"Butifyoutakeaharshlookatthoseads,salescalls,brochuresandwebpages—andeveryothermarketingtacticyouemploy—aren'ttheyforthemostparttryingtopersuademetobuyAfargreaterandmoreprofitableopportunityliesatyourfeet.
Itisthis.
StopSELLING,andreplace'selling'withinforming,educat-ing,advising.
PeopledislikebeingSOLDto.
Theyyearntobeinformed,educated,advised.
Themomentyouinvertyourentireapproachfromthatof'puttingoutasellingmessage'to'makingavailableanopportu-nityforyourcustomertogainabenefit,advantageorsuperior-ity',thatmomentyourbusinesswillneveragaincompeteonalevelplayingfield.
Youwillalmostinstantlygaincompetitiveadvantage,pow-erfulcompetitiveadvantage,becauseyourcompetitorsarecon-tinuallytiringthemselvesout,andexhaustingtheircashresources,bySELLINGwhateveritistheysell.
Mygreatestsuccesseshavebeenmadepossiblebytakinga59littletimeandtroubletoenlightentheprospectivecustomer—impartially—intheadvantagesanddisadvantagesofwhateverproduct,serviceortreatmentIammakingavailable.
Thatentailslonger,moreexplanatoryadcopy,longersaleslettercopy,longerbrochurecopy.
Itmeansexplainingtherea-son-why—whyareyousellingwhatyouaresellinginthefirstplaceWhat'sbeneficialaboutitWhythispriceWhythesecolours,times,styles,flavours,materialsWhydoyourecom-mend,evenadvisemetobuyorinvestinthisparticularprod-uctorservice,ratherthananalternativeTellme.
Becauseasaprospectivecustomerorclient,Idon'tknow,andI'llappreciateandmorelikelyrespondtotheONEpersonorcompanyorpracticethatadvisesme,andhelpsmemakeawisebuyingdecision.
Whenyoupositionyourselfandyourcompanyasimpartialadvisor,andyoutrulyeducateandenlightentheprospectabouttheparticularbenefits,advantagesorsuperiorityofwhatyouareselling,youbecomeatrustedexpertinyourfield.
Mostcustomersprefertobuyfromtheexpert.
STEP19:READY-TO-BUYCUSTOMERSARECONFUSEDANDMISTRUSTING60Step20YourKeyToRiches:FrontEndversusBackEndMarketingOneofthegreatestsecretsofmysuccessintakingvirtuallyanycompanyandacceleratingitsperformanceby2or5or10or20or30timesmultiplesinrelativelyshortorder,ismyunder-standingofwhatgoesoninthecustomer'smindwhenasalesmessageispresentedtohimorher.
It'sadeepandfascinatingstudy.
Whenyouunderstanditandapplyittoeverymarketingmoveyoumake,itbearsgreatsalesfruitageforyourbusinessorpractice.
Themostimportantthingtorealizeisthis:AprospectivecustomerorclientfeelsATRISKbeforeheorsheknows—throughthebuyingexperience—thatwhatyouPROMISE,andwhatresultyourproduct,serviceortreatmentpromisestodeliv-er,actuallywillturnouttobetheexperience.
Howcanacustomerknow,beforeactuallyexperiencingtheresultyoupromiseEverybusinessonearthpromiseswonder-fulresults;unfortunatelyonlytheminoritydeliveratareliableorastonishinglevel.
Nowlookwhathappenswhenacustomerdoesreceivethepromisedresultfromwhateveritisyouselltohimorher.
Thatpersonbecomesatrusting,willingandactiveongoingcustomer,andprovidesyouwithaflowofadditionalsalesandprofitsoveragoodnumberofmonthsandyears,normally.
Thefactis,thelargestproportionofeverymarketingandsellingpoundordollaryouputintoattemptingtoacquirenewcustomersorclientsiswasted.
Ithaslittleornoeffect.
Itisfallingoneitherdeafears,ormistrustingears.
Soyouhaveaninterestingfrustration.
Youknowwhatyousellisgoodorevenextraordinaryvalue.
Yourexistingcustomersorclients,onthewhole,aredelightedwithwhatyousellthem,andtheserviceyouprovidearoundit.
Yetyoufinditisdifficulttoattractthegreaternumbersofcustomersyoudearlywant.
Andyoufinditdifficulttodiffer-entiateyourselffromyourcompetitors,someofwhomaredoingbetterthanyoueventhoughyouknowwhattheysell,andhowtheysellit,isnotuptoyourhighstandards.
Thereisaverysimplesolution.
ItisoneofthekeysecretstohowIgrowacompanyexponentially.
Itisthis:Createtwoclearlydefinedanddifferentstrategiestogrowyourenterpriseandgaincompetitiveadvantage.
One,afrontend—customeracquisition—strategy.
Two,abackend—lifetimevalue—strategy.
Realizethatallthemoneyinalmosteverybusinessyoucannameisatthebackend,notthefrontend.
Inanutshell,youmust—atthefrontend—makeitsoendearinglyirresistibleforatargetednewcustomerorclienttobuyfromyoufortheveryfirsttime,thattheyfinditalmostimpossiblenotto.
Then,everymarketingpoundordollaryouputout,workstirelesslytoattractandpersuadeconsiderablylargernumbersofnewcustomerstoavailthemselvesofyourinitialoffering.
Whentheyexperiencethevalueyouprovide,andthecaringandattentiveservice;whentheyreceivetheresultyouprom-isedfromwhateverproduct,serviceortreatmentyoumadeavailableatthefrontend,themajoritywillappreciateandvalueyou.
Theirtendencywillbetocontinuetobuyfromyou.
Thisongoingbuyingisthebackend.
Thebackendiswhereallthemoneyis,inpracticallyeverybusinessorprofession.
Onewaytoachievefrontend,multipliedcustomeracquisi-tionistomakeavailableafacetorsegmentornicheofyourproductorservice,forafractionoftheusualprice.
Don'tattempttomakemoneyatthefrontend.
BecontenttogainnewcustomersFREEbycuttingyourmar-ginoutofthepriceandbreakingeven.
Or—ifyouhavethecashresourcestoinvest—behappytolosemoneyatthefrontend,inordertoacquirehundredsorthousandsortensofthousandsofnewcustomersallinjustafewshortweeks.
Thenworkthebackendintelligentlyandrelentlessly.
Thisisthekeytoyoubeingabletoamassglorioussalesandprofitsongoing,atapaceyourcompetitorswillneverunderstandnor61STEP20:YOURKEYTORICHES—FRONTENDVERSUSBACKENDMARKETINGeverbeabletokeepupwith.
Acoupleofcasehistories.
Fouryearsago,oneofthelongestestablished,andmostexpertdrycleaningorganisationsintheUnitedKingdom—HarryBergerDryCleanersandDyers—wassinkingintotheditchaftermorethaneightyyearsinbusiness.
WhythedeclineThedrycleaningindustryisfacingachal-lengetoday.
Morecasualclothingisworntodaythaneverbefore.
Plusadvancesintextiledesignmeanthatafargreaterpercentageofclothesarenowmachinewashableratherthandrycleanonly.
That'sbeforeyouincludethesheernumberofdrycleaningcompanies—oneoneverycornerofeverytown.
Themarginindrycleaningisfabulouslyhigh,soeveryoneandtheirunclearechasingthemoneyinthedrycleaningbusiness.
All-in-all,theindustrylooksdepressing.
Atleast,onthefaceofititdoes.
Butwherethereismuchactivityinanindustrythereisalsomuchopportunity.
Althoughthedrycleaningindustryasawholeisdeclining,thereissomuchcompetitionthatplentyofroomstillexistsforanysmartindividualdrycleanerorgrouptobuildanextreme-lysuccessfulbusiness.
Competitionisgood.
Themorethebetterbecauseyoucanbetyourlastdollarontwothings:One,agood,activemarketplaceofcustomersexists;two,thegreatmajorityofcompetitorsdon'tunderstandwhatyou'rediscoveringaboutmarketingandbuildinggreatsuccess.
Youcangainpowerfulcompetitiveadvantageandethically'steal'themajorityofyourmarket—thedayyouunderstandhowtodoit,andapplyit.
ThisiswhatwedidwithHarryBerger.
Iintroducedthemtothe'front-end/back-end'concept.
Ihelpedthemcreatefront-endadvertisingthatincreasedtheiraverageresponsefromtwoorthreenewcustomersperadtoovertwohundredperad.
Wecreatedthemedofferingsattheback-endwhichquicklybegantogeneratequitecopiousincreasedsalesandprofits.
Itbroughtin—andstillisbringingin—truckloadsofaddi-tionalbusiness.
62AsIwritethis,thetwoBergersiblingswhonowrunthecompanyaftertakingitoverfromtheirfatherthirty-fiveyearsago,tellmethebusinesshasneverdonethiswellatanytimeinitshistory,inflationallowed.
Theyaremakingmoremoney,havingmorefun,andreapinggreaterfinancialandmaterialrewardsthantheyeverhave.
NoonedeservesitmorethanStephenandMalcolmBerger.
But—andit'saBIG'but'—thebasisoftheirsuccessisthebrothers'burningdrivetoalwaysdelivertheveryhighestvalue,serviceandresulttoeverycustomerwhotruststhemcleanandpresstheirgarments.
Theyworkhardtoachieveit.
Theironyis,theyalwayshavedeliveredthehighestofhighvalue,serviceandresult.
Themissingkeywasmarketing.
Combinethetwo,andyoubuildanexplosivelysuccessfulbusiness.
Anotherindustry—thebookclubindustry—utilizesfront-end/back-endmarketingtovirtualperfection.
Itswholemecha-nismisbuiltonthisdouble-edgedstrategy.
First,theyacquireyourinitialpurchasewithanoffersoirre-sistibleyoucan'thelpbutrespondifyou'reinterestedinthecat-egorybeingoffered.
"Getany5ofthesebooksforjust50peach!
"Or,"Getthese10beautifulleatherboundhistorybooksforjust9.
99—usualprice109.
95.
"Aretheseclubsmakingmoneyatthefront-endNo.
Theyarelosingmoney.
Makingmoneyisstagetwo.
Theirstrategyisclear-cut:toacquiretensofthousandsofnew,targetedcustomersatthefrontend,thenmakeallthemoneyatthebackendbymakingavailableaneverchangingselectionofgoodqualitybooksinmonthlycataloguesandon-line,nowatfullprice,ornearerfullprice.
Nowthattheyhavecapturedyourattentionandevokedyourbuyingresponse,andimpressedyouwiththeirserviceandquality,itisafairlystraightforwardjobtoretainyourinter-estandpurchasingresponse.
Buttheyhadtohaveyourcapturedattentionbeforetheycoulddoanythingelse.
That'sthejobofthefrontendstrategy.
Itsonlyjob.
Oneofthemostpowerful,wealth-producingsuggestionsI63STEP20:YOURKEYTORICHES—FRONTENDVERSUSBACKENDMARKETING64cangiftyouhereisthisstrategyoffrontend/backend.
Iurgeyoutoadoptitrightaway!
Workitintelligentlyandsystematicallyforyourparticularindustryorprofession.
Youwillforeverprofitfromit.
65THEGAMEOFBUSINESSANDHOWTOPLAYITStep21TimeForYourPersonalPay-DayInmostcases,IwouldadviseyoutoadoptanEXITstrategythatwillprovideyouwithalargepay-offfortheyearsofeffortandskillyouhavecommittedtothebuildingandrunningofyourenterprise.
Youcanquitereadilygetuptoeighttofifteentimesnetprof-it,sometimegrossprofit,foryourbusiness.
Ifindthatmostentrepreneursdon'thaveacluethatthisispossible.
Butitishappeningalmosteveryday.
MygoodfriendTheovanDortsoldhisaccountingsoftwarebusiness,TASSoftwareplc,for9.
4milliontoSAGE.
Itwasdoingjustover7millioninsalesatthetimeofthepurchase.
SteveBennettsoldhis100millionturnoverJungle.
comtoGreatUniversalStoresfor37million.
Thetelecomsindustrystandardbuy-outis10timesnetprof-ittoday.
Virtuallyanybusinessyoucanname—aslongasithasbuiltatangiblevalueinitsniche—isworthuptoeighttofifteentimesnet,oftenhigher.
Thinkaboutthat.
Atthesmallend,allyouhavetodoisbuildanetprofitof,say,100,000andyou'vewrittenyourselfarealisticallypotentialpay-offchequeworthupto800,000to1.
5million,ormore.
500,000netprofitisworthupto4millionto7.
5million,ormore.
Atalargerend,1millionnetprofitisworthupto8to15million,ormore.
10millionnetisworthupto80to150million,ormore.
Andsoon.
Thisiswhybeinganentrepreneur,andimbuingyourenter-66prisewithyourveryhighestsenseandabilityofservice,valueandresult,notonlyachieveswonderfullybeneficialenhance-ments,advantages,comforts,joys,reliefstothepeopleororgan-izationswhobuywhatyousell,beinganentrepreneuralsopro-videsyouwiththejoyandfulfillmentofknowingyouhavetan-giblyenhancedpeople'slivesinonewayoranother,pluspro-videsyouwithagloriousleveloffinancialrewardthatisunmatchedbyanyalternativeactivityyoucoulddevoteyourtimeandefforttointhislife.
Thefundamentalkeystothisachievementarecontainedinthesepages.
Embracethemtightlyandmakethemfunctionalinyourbusiness.
Finally.
.
.
Mygreatestwishisthatyouwillnownotdoyourselfthedis-serviceofbeingsatisfiedwiththismessageasjustintellectualstimulation.
Thatwon'tresultinathingotherthankeepyourinterestforanhourorso.
Mywishisthatyouwillnowactuallyembrace,adoptandsystematicallyapplythepowerfulphilosophies,strategiesandmethodsIhavesharedinthesepages,toyourparticularbusi-nessorpractice.
Thenyouwillmakeyourenterprisefly.
Nothingwillbeabletostopyoubecomingtheleaderinyourfield,arespectedandreveredproviderofwhateveritisyousell.
Allthecompetitorsintheworldwillnothaveenoughpowertostopyoubecomingfabulouslywealthyasanaxiomaticresultofyourrelentlessfocusontheprimereasonforbeinginbusi-ness—toprovideastonishingservice,valueandresulttoeverycustomer,clientorpatient—andyoursuccess-certainmind-set.
Goanddoit!
Also,clickonthislinktodiscoverafull100millionmarketingresourceI'vemadeavailableFREEforyou:www.
LeaveThemInTheDust.
comMyverybestwishesforyourgreatestsuccess,fulfillmentandwealth.
67THEGAMEOFBUSINESSANDHOWTOPLAYITTensofthousandsofbusinessowners,directorsandprofessionalshavetakenPaulGorman'spowerfulmarketingadviceandseentheirenter-prisesshoottotheskyinjustmonths(typically18-36months).
Millionsuponmillionsofpoundsanddollarshavebeenaddedtothesalescharts,bankaccounts,andcashresourcesofthesebusinesses.
Thousandsofentrepreneursaretodaypersonallyricherthantheyeverdreamedtheywouldbe—asadirectresultofthisman'ssimpleyetastro-nomicallypowerfulunderstandingofwhatmakesabusinessgrow,andhowtogainalmostruthless(yetethical)competitiveadvantage.
Thisclassicwork—THEGAMEOFBUSINESSAndHowToPlayIt—isPaulGorman'sgifttoyou,theserious-mindedentrepreneurwhoiscom-mittedtomakingittothetopbybeingthebestinthefield.
Capturedinthesepagesisthecorephilosophy,strategyandmethodologyMr.
Gormanhasdevotedmorethantwenty-threeyearsdiscovering,fine-tuningandmakingfunctionalinhisownbusinessesandthoseofhishigh-payingprivateclients.
Thisisthemethodologythatmakesmillionairesandmulti-millionairesoutof'ordinary'busi-nessowners.
ABOUTPAULGORMAN:Mr.
Gormanisoneofthe—ifnotthe—mostexpensivebusinessstrategistandmarketingmastermindintheworld.
Heperformswhatseemtobesalesandprofitmiraclesforvirtuallyeverycompanythatheedshisadvice.
Privateclientspay3,000perhourtoseekhiscounselbytelephone,or25-33percentofthegrossprofitincreasesheshowsthemhowtocreate.
Herecentlyputontheworld'smostexpensivemarketingseminar,the5-day,BusinessMillionaireHyper-WealthDevelopmentSessionsatTheGrandHotel,Brighton,U.
K.
Thefeetoparticipatewas35,000percom-pany;theprogrammesoldoutwithinthreeweeks.
Needlesstosay,thisbookisararetreasurechestofphilosophy,concept,andactualmethodthatwill—ifyouapplyit—putyouonyourwaytoirrefutablesuccessandgreatpersonalwealthinbusiness—justasitsaysonthecover.
BIGSURPUBLISHING10.
95