Focused primarily on marketing, sales, and clients, the Strategies you’ll learn in this book summary of Getting Everything You Can Out of All You’ve Got – 21 Ways You Can Out-Think, Out-Perform, and Out-Earn the Competition fall into two categories: sales techniques used to recruit and retain clients, and techniques to multiply the successes. In this summary, you’ll learn some of these time-tested techniques to help you get ahead in business.

Recruit more clients, improve your personal relationships, and do everything better.

READ THIS BOOK SUMMARY IF YOU:

• Want to increase your sales and the number of clients you sell to
• Care to use powerful sales strategies in your personal life
• Need to see results quickly

Introduction

There are only three ways to increase your business:

1. Increase the number of clients.
2. Increase the amount your clients purchase from you.
3. Increase the frequency of client purchases.

Everyone has clients and everyone sells. There are many strategies for gaining clients, selling more to them, and selling to them more often — and they have all been shown to work.

Many firms and people don’t use all the strategies simply because they’re not aware of them. Some industries focus on advertising while others focus on referrals, but there’s no reason not to use both advertising and referrals.

Getting Everything You Can Out of All You’ve Got focuses on 21 strategies that help salespeople get ahead, and in this summary, you’ll learn about some of them. By maximizing and then multiplying results, you’ll be able to get ahead and outperform the competition.

Maximize What You Have

The first handful of strategies will let you maximize what you already have: your existing client base and the services you currently provide.

A flight plan

The key to this strategy is understanding that no matter what your position in a firm, or no matter what your business, you are in the sales business, and you have clients. Sometimes your client will be “internal” to the company: Your supervisors, bosses, and shareholders all want solutions to the problems their businesses face.

Why “client” instead of “customer”? A client is someone under the protection of another; a customer is someone buying a good or a service. You want to cultivate a client-focus: Clients want solutions, and seek out products and services to meet those solutions. If you run a hardware store and someone purchases a power drill from you, they did not come to your store because they needed a drill. They came to your store because they needed holes. Your job is to make sure they get the holes they need, even if they initially think they need a drill. Eliminate the customer focus and the notion of short-term gains.

Breakthrough ideas

All industries have standard ways of doing business. Realtors work on a commission basis, retail outlets sell a certain set of products. These strategies are successful, which is why everyone uses them, but because everyone uses them these strategies can only be so successful. Breakthrough ideas, radical new ways of serving clients, is necessary to succeed.

One important source of breakthrough ideas is other industries. Dave Linger, founder of Re/MAX, let his Realtors keep 100% of their commissions, from which they paid a monthly fee for office services. When Linger was getting his haircut at a barber who was having trouble keeping his best employees because they would leave to start their own shops, he told the barber the secret to retention, and it worked: Only charging for chair space and letting barbers keep all tips and fees was not industry standard, but implementing it solved a problem. The clients in this case were high-quality barbers.

Breakthrough ideas are important for any part of business: operations, marketing, distribution, technology, sales systems, etc. Split your firm’s activities into small subsections and brainstorm 20 to 30 potential breakthrough opportunities for all subsections, using breakthrough ideas from other industries, from the past — what is Amazon.com but a giant mail-order catalog like Sears & Roebucks? — and from “outside the box.”

Assess current business strengths

You won’t be able to innovate if you don’t know what your current strengths are. A 50-question checklist can help you focus on your current strengths, how you came to have them, and how you are currently serving your clients.

The checklist starts with a historical analysis — what motivated you to start your current business or career track, where has your progress come from, what did you originally sell to or buy from your clients, what do you sell/buy now? Then ask yourself about your unique selling proposition, how much it costs to recruit and retain new clients, what have been your biggest marketing successes, and what is your largest current marketing challenge? The last few questions involve joint ventures and working with other firms within your industry. Consider this checklist a diagnostic checkup of your current state.

Calculate the lifetime value of your client

Long-term clients are the most profitable. They spend more, and spend more often. Client acquisition needs to take into account the marginal net worth of a client to your business over the client’s lifetime, which might be years, or decades.

Understanding this margin is your guide to how much you should spend to recruit a client. Spend to break even, or even take a small loss, in the short term, and profit in the long term. A classic example would be the old book and record clubs that sold CDs for a penny, and hardcover books for a dollar for new subscribers. These first purchases attracted a large Number of clients who spent regularly and became profitable over the long term.

This sort of break-even strategy even works with existing clients. One HVAC company offers a $19.95 tune-up of air-conditioning systems to existing clients every year. The actual cost of the tune-up to the company is $30. But fully half the clients have some unknown problem with their systems that needs immediate repair, and the average repair is profitable at $125. So this firm essentially pays the client $10 to look at their air-conditioners, and then performs a profitable repair on the spot, all while cementing a relationship and a reputation for quality care and service.

Starting with a loss-leader is only one way to use the break-even strategy. Diverting profits from a first sale to a new client to salespeople as incentives on their sales end also works. Or rather than lowering the price of the service, you can add additional services for the package for new clients without raising the price. The secret of this strategy is utilizing the margin for new sales to increase value for clients and cement that relationship.

Differentiate

The unique selling proposition (USP) is what you or your company does, or can start doing, differently — and better! — than your competitors to support and protect your clients. Your USP must be integrated into every part of the business, from marketing/branding to operations. Without a USP, your business is “just there,” a random company that offers nothing in particular to clients. There are many types of USP, including:

• large product selection
• discounts/low prices
• convenience
• quality product
• superior service

And the USP must be part of corporate identity. Recall Amazon.com’s old slogan: “Earth’s biggest bookstore.” Its USP was that its selection of books was much higher than even the largest brick-and-mortar store. That benefit overcame the problem of being a mail-order store in which browsing was difficult. Clients who knew what they wanted didn’t have to leave home to buy virtually any book they could want.

Or consider Domino’s Pizza: its USP was speed of delivery, promising a hot pizza to your door in 30 minutes. Most chains at the time didn’t deliver, and didn’t offer a money-back guarantee. The USP was integrated not only into the marketing, but operations (making those pizzas quick!) and client-service representatives (enough delivery people on staff to fulfill the promise). And, of course, the delivery vehicles themselves were branded, so every speedy delivery was public proof of the USP.

Eliminate client risk

The greatest obstacle to a client purchase is risk. Products may break or fail, services come late or be useless. Any transaction with a client is a negotiation between you and the client, and the essential question is, “Which of us is going to take on most of the risk?” The answer has to be: “I will.” This means full refunds, or free replacements, or whatever it takes.

You can even go a step further, and offer better-than-risk-free terms (BTRF) to your clients. This may mean giving a bonus along with the purchase, or paying a client for their time in addition to making good any failure of your product or service. It may mean “double your money back,” or it may mean actually paying for a competitor’s product or service to place the client.

Guarantees can be flexible: You can offer a 30-day return guarantee, or a lifetime maintenance contract for a product with a long lifespan, or anything else. Test various guarantees to see what your clients most feel protected by.

And guarantees must be honest. Don’t use weasel words, or create obstacles to returning products or giving money back to clients. Don’t be like the boat company that guarantees its water-heaters, so long as the client uninstalls and return-ships a faulty water-heater on their own dime.

When you have embraced the policy of reversing risk, it must be integrated into your marketing messages and your service. Sales will increase, and stay high, if you do this. Clients don’t want to feel as though they may get the short end of the stick in a deal.

Test it out

Marketing messages need to be tested, changed according to the results of the test, and tested again. Sales staff salaries, ad buys, and the like cost the same amount whether they’re effective or not. So test and tabulate results.

Change and test old favorites. A precious metals dealer who did well with an ad featuring the headline “Two-thirds bank financing on silver and gold” had a much more powerful ad after he changed the headline to “If gold is selling for $300 an ounce, send us $100 an ounce and we’ll buy you all the gold you like!” Not only was the USP more prominent, and the risk-reversal obvious, the simpler language reached more people.

Testing goes beyond A/B testing of two different ads in the newspaper, or two different package offers to clients. Every variable — catalog and ad copy, sales staff dress and conduct, constant contact emails, accounts receivable, tech support, pricing strategies — should be tested. Create two versions of a variable, test them in small ways, and stick with the one that brings better results.

Multiply Your Maximum

These next strategies are about taking your relationships with your clients to the next level. Once you have developed that deep, protective relationship with your clients it is time to multiply.

Develop host-beneficiary relationships

A host-beneficiary relationship is a way to gain additional clients without the extensive work and expenditure of recruitment by simply sending a sales message through another firm’s channels. Open your credit card bill, and you’ll most often see an advertisement for some other, noncompetitive service or product, such as an airline or automobile. Clients often use their credit card on these services — they’re related, but noncompetitive.

Find a good host and make them a no-risk offer: You pay for placement, you provide the marketing materials, and you hold them harmless. You may offer the host a flat fee, or perhaps a split of the profits from your new clients. The latter will let you fully test the host’s leverage over their clients as well.

Set up a formal referral system

You already know that positive word-of-mouth is the best marketing, but a formal referral service can radically expand the power of word of mouth. Ten times the business from referrals would not be unreasonable.

Formal systems need not involve payouts to the referrer. A land company selling homesites wouldn’t accept checks from buyers unless the check came along with five names — perhaps a little harsh, but it worked as people enjoy the idea of getting to pick their own neighbors. When your clients already love you, and you love them, simply systematically asking for referrals will lead to them coming in.

Direct mail

Direct mail is more than just sending easily recyclable letters to people on a purchased mailing list. It includes brochures, constant contact email, formal proposals and anything else that takes the form of text.

Direct mail may feel old-fashioned, but it does work. It’s less expensive than a salesforce making cold calls, and even marginal response can be profitable, given how inexpensive a mailing or a mass email are to send.

Open the letter or email with a gripping headline or subject, and in the first paragraph of the body articulate your USP in a straightforward way. Then muster facts to demonstrate your USP and finally, close with a call to action. The letter may be long or short — a letter will be read all the way to the end as long as it is interesting to the client and meets their needs.

Target high-quality prospects

A “prospect” is a potential client who needs your help today. Prospects should be the main focus of all your client-recruitment strategies. Direct mail and other sales messages should focus on what prospects want. Don’t just say that your business makes a great product, explain that a particular product is available now for a discount, or that salespeople are standing by to close a particular type of service deal…and don’t forget bonuses and add-ons!

There are two types of mailing lists you can use: compiled and direct response. Compiled lists are basically demographically arranged — people of a certain age, or in a certain neighborhood for example. Direct-response lists are of clients who have previously responded to a sales message in a niche similar to yours. These lists are easy enough to purchase from other firms.

You should also develop lists of your own, based on your existing client base. Though they are direct-response lists by definition, compile them demographically.

Communicate

Communicate regularly with all clients, vendors, employees, and other contributors to your business. Even as an employee you should communicate with colleagues, people in other departments, and employees in noncompetitive firms. Postpurchase communications are a good time to reinforce the USP, make sure that the client is satisfied, offer bonuses and coupons, and offer new goods and services.

Formalize these communications by making a list of active and inactive clients, the frequent buyers, suppliers, and industry contacts, and determine how to best communicate with them — some may need a holiday card or lunch, others may get regular phone calls and direct mailings.

Conclusion

You make your own rules in life. Find your clients, whether they are employers, customers, or your family, and work to give them the products and services they need. But you are also your own client, with intrinsic skills and knowledge to offer. If you are not being served as a client by others, find or create a situation where you will be appreciated and allowed to succeed.

The key to success is simple: Treat everyone as though they are under your protection. Care for your clients, employees, employers, vendors, and friends/family deeply, and work with them to meet their goals. This mindset will enrich your life financially and emotionally.

About the author

Jay Abraham is a marketing consultant and executive who pioneered the idea of direct response marketing in the 1970s. He is CEO of The Abraham Group and has worked with more than 10,000 companies, with a focus on marketing messages that lead to instant measurable responses from consumers.

Jay Abraham has helped grow more than four hundred companies, including IBM, Microsoft, Citibank, and Charles Schwab. He lives with his wife and children in Palos Verdes, California.

Genres

Motivational, Business, Self Help, Nonfiction, Entrepreneurship, Personal Development, Leadership, Buisness, Management, Productivity, Psychology, Business Life, Business Skills, Creativity, Marketing, Success, Self-Esteem, Relationships, Personal Growth, Small Business, Sales

Table of Contents

Contents
Part I How to Maximize What You Have,
1. Your Flight Plan,
2. Great Expectations,
3. How Can You Go Forward If You Don’t Know Which Way You’re Facing?,
4. Your Business Soul-the Strategy of Preeminence,
5. Break Even Today, Break the Bank Tomorrow,
6. Vive la Différence,
7. Make ‘Em an Offer They Can’t Refuse,
8. Would You Like the Left Shoe, Too?,
9. How to Never Fall off a Cliff,
Part II How to Multiply Your Maximum,
10. With a Little Help from My Friends,
11. Someone You Should Meet,
12. The Prodigal Client,
13. Your Ten-Thousand-Person Sales Department,
14. Fish Where the Big Fish Are,
15. Watson, Come Here, I Need You,
16. Big Profits.com,
17. Manhattan for $29 Worth of Beads,
18. Leave a Message After the Beep,
19. Somewhere over the Rainbow,
20. Your Never-Ending Success,
21. You Are Richer than You Think,
One Last Thought,
Read On, Discover, and Prosper,
Acknowledgments,
Index

Overview

A trusted advisor to America’s top corporations and recognized as one of today’s preeminent marketing experts, Jay Abraham has created a program of proven strategies to help you realize undreamed-of success! Unseen opportunities face each of us every day. Using clear examples from his own experience, Jay explains just how easy it can be to find and/or create new opportunities for wealth-building in any existing business, enterprise, or venture.

And just how easy can it be? One entrepreneur took the concept of the ballpoint pen and refined it into a mulimillion-dollar idea: roll-on deodorant. Fred Smith of Federal Express took the methods that banks use for clearing checks to develop an overnight delivery company that has revolutionized the way we do business. Now, what have you seen— or are going to see— that you could take and turn to your advantage?

In Getting Everything You Can Out of All You’ve Got: 21 Ways You Can Out-Think, Out-Perform, and Out-Earn the Competition, the program focuses on helping you spot the hidden assets, overlooked opportunities, and untapped resources around you, and gives you, and gives you fresh eyes with which to see and capitalize on them. You’ll also learn how to adapt and apply these tools to your unique circumstances to maximize your income, influence, power, and success.

Review/Endorsements/Praise/Award

“Jay Abraham is a master at growing businesses. This book is a mother lode of techniques to make a competitive advantage and to turn your customers into your best sales force.” ―Stephen Covey, author of Seven Habits of Highly Successful People

“Jay Abraham’s new book is a practical, no-nonsense collection of ideas that are certain to give you the edge you need during these times of great opportunity.” ―Ken Blanchard, co-author of The One Minute Manager

“Jay teaches you more workable, tangible, profitable techniques and strategies than you can probably apply in three lifetimes. But what he teaches you about mind-set is his true gift of wealth.” ―Mike Basch, an original founder of Federal Express

“… possibly the greatest marketing expert alive today.” ―Success

Video and Podcast

Read an Excerpt/PDF Preview

CHAPTER 1: Your Flight Plan

An amazing thing, the human brain. Capable of understanding incredibly complex and intricate concepts. Yet at times unable to recognize the obvious and simple.

Some true examples:

Ice cream was invented in 2000 B.C. Yet it was thirty-nine hundred years later before someone figured out the ice-cream cone.

Meat was on the planet before humans. Bread was baked in 2600 B.C. Nevertheless, it took another forty-three hundred years for somebody to put them together and create the sandwich.

And the modern flush toilet was invented in 1775, but it wasn’t until 1857 that somebody thought up toilet paper.

Once these obvious connections have been made, they seem so obvious. So evident. We can’t believe we didn’t see them sooner.

An endless number of these unmade connections exist to this day, especially in the business world. You are surrounded by simple, obvious solutions that can dramatically increase your income, power, influence, and success. The problem is, you just don’t see them.

I’m going to show you how to recognize the income- and success-increasing connections that are all around you. I will give you proven strategies and detailed examples of how to leverage those strategies so you can turn them into greater income, respect, power, and success. And when you do, your life will never be the same.

Much of this book is focused on how you can improve your business life and career. But the strategies also work in virtually any area of your life where you need to persuade others to accept your position or ideas.

They show you how to become a leader. A person who holds a position of respect and influence.

They show you how to get what you want. And how to get what you want in a totally ethical and honorable way.

I have included over two hundred specific examples of how people have successfully implemented these strategies into their business lives and careers. Several of these examples are outside the business world. But it is important that when you read these strategies and examples, you focus on how they can be successfully applied to all areas of your life.

You’re about to begin a wonderful journey. You’re going to learn that you have hidden assets, untapped opportunities, and overlooked possibilities that are not producing maximum results for you. That is going to change.

You’ll be shocked at how truly easy this is going to be. Too good to be true? It’s not. Let me take just one seemingly huge, complicated, income-increasing problem and show you how truly easy and simple it is to solve.

Did you ever wonder how many ways there are to increase your business? One hundred ways? Two hundred ways? Five hundred ways? It can be intimidating to merely figure out where to start.

I have good news—there are only three ways to increase your business:

1. Increase the number of clients.
2. Increase the average size of the sale per client.
3. Increase the number of times clients return and buy again.

Only three. It’s significantly less daunting if you only have to focus on three categories. In fact, it’s easy. Let’s take a simple example.

• Calculate your number of clients.
• Figure the average amount they spend on each transaction or sale.
• Determine how often they make a purchase in a year.

Let’s say you have one thousand clients. They average $100 per transaction or sale. And they make two purchases in a year.

But look what happens if you increase these three numbers by just 10 percent.

A mere 10 percent increase across the board expands your income by 33.1 percent.

A 25 percent increase in these categories nearly doubles your income to $390,625. Very simple. But the results can be overwhelming. Focusing on this simple formula is just one small way people easily do increase their incomes or grow their businesses by 100 percent, 200 percent, or more.

But my simple geometric growth formula works just as well on nonfinancial goals. My good friend, a famous peak performance coach, used a version of it to propel the Los Angeles Kings hockey team to a stunning 9–1 victory over their competitors. How’d he do it? He got the Kings players to break down each key element of the game into an identifiable process. They then rated on a scale of 1–10 based on how they performed each successive period. At the break the coach would target two or three different processes like power plays and challenge the player to improve his rating performance that next quarter. On the chalkboard he demonstrated to them how much-improved their performance efficiency among two or three existing points in enough different categories produced exponential compounded overall impact. Once the Kings realized how to use the power of geometry to maximum competitive advantage, they went wild with it and trounced the competition.

So you see, it works for business, sports, all areas of your life, when you apply it.

Let’s get a little more specific. Here are a few examples of how various companies have increased their numbers in these three vital categories.

How to Increase Your Number of Clients

I have a client whose income curve was stagnant. It doesn’t matter what they sold. Pretend it’s your product or service. This company had a compensation program that paid the salespeople 10 percent of the profit. So, if the company made a $1,000 profit on a sale, the salesperson would get $100 and the company would get $900.

I had them calculate:

• What the average new client is worth to them in dollars each time they buy
• How many times that client will buy from them each year
• How many years the average client will be with them

It turned out the first sale, on average, resulted in about a $200 profit for the company. Of that, $20 went to the salesman or saleswoman, $180 to the company. On average, the client bought five times a year for three years. So basically, each time that company got a new client, they were receiving $3,000 in cumulative profits.

My solution: Instead of giving the salespeople 10 percent of the profit on a sale to a new, firsttime client, give them 100 percent of the profit on the first sale.

The company management’s response: “You’re insane!”

I smiled pleasantly and went on to explain that as long as their salespeople maintain sales from existing clients at past levels or above, give them 100 percent of the profit on the first sale for every new client they bring in. They’ll be ten times more motivated to sell new clients. And every time they bring in a new client, the salesperson makes an additional $200, but the company makes an additional $2,800.

The company implemented the plan and sales tripled in nine months.

… and they said they were sorry for calling me insane.

How to Increase the Size of the Sale per Client

General Motors, Honda, Ford, etc., will sell you a new car for $24,995. Have you ever paid just the advertised price? Or do you buy a few extra items, like a radio, air-conditioning, security system, sunroof, warranty package, or financing?

Despite our good intentions, when we go out to dinner many of us up the value of our transaction when the waiter shows us the wine list, and later that damned dessert tray.

How to Increase the Number of Sales per Client

Stockbrokers offer occasional IPOs to select clients.

Clothing stores, auction houses, jewelry stores, and others hold private “by invitation only” sales events for preferred clients.

Airlines offer frequent-flyer miles.

Miles Laboratories published a small cookbook filled exclusively with hot and spicy recipes, and they gave it away for free. Why? Miles Laboratories is the maker of Alka-Seltzer.

These aren’t just random, unrelated business-increasing anecdotes. Each example represents a well-thought-out, documented, income-increasing principle or leveraging strategy. And you are about to learn them all.

But I’m Not in Sales and Don’t Have Clients

You might be thinking, “My business responsibilities don’t include clients and selling. I’m in the accounting/human resources/quality-control/MIS/production department.”

Think again. The fact is, everyone is in sales. Whatever area you work in, you do have “clients” and you do need to “sell.” They are frequently referred to as internal clients.

Your internal client might be the head of your department, and you need to sell him or her on your project, your proposal, your promotion, your perspective, your value, or your raise. Your clients might be the people who work under you, and you need to sell them on giving you their best, focused, thoughtful work. Your clients might be people in other departments who could aid you in your area of responsibility. Or vendors, other complementary companies, or future employers.

When you read the phrase “selling your product or service,” don’t just think in terms of the product or service your company sells, but also your individual and intangible personal product or service—you. And understand that you need to sell you and your ideas in order to advance your career, gain more respect, and increase your success, influence, and income.

And these strategies can be applied to areas not considered traditional business activities. For instance, if you’re a teacher and you need to persuade the principal or school board to accept your proposal or plan, these strategies apply.

These strategies can be used to increase the success in your personal life. If you work with charity groups, community organizations, or service clubs, you frequently need to convince others that your approach, program, or solution is the correct one and should be implemented. These strategies will help you make that “sale.” They will enable you to reach your persuasion or selling goals in many areas of your life. You will gain confidence by knowing the best and most effective ways to cause people to follow your lead.

These strategies are designed to raise you above your competition no matter who your competition is. If you work for a corporation, you have your company’s competition—another corporation. But you also have your personal competition—the person in the office down the hall whom you are competing against for the next big promotion. Or the guy who just sent his resume in to Personnel and wants your job.

Recognition, Respect, and a Big Office

Understanding and applying the strategies you are about to learn will lead to increased company revenues and increased personal success and income for you.

But there will also be other rewards along the way.

Realize this hard fact: The people above you (bosses, management, and organization leaders) want one thing most of all—they want solutions to problems. Solutions that make them look good and help them achieve their goals. They want the people who report to them to be problem solvers. These strategies will give you those solutions and turn you into a problem solver. Employers will kill for problem solvers.

A good idea is a good idea no matter where it comes from. And when you come up with that good idea you will be rewarded, perhaps not with an immediate increase in income, but with greater recognition, respect, more influence, a promotion, a title, or a larger office. All of which lead to … increased income.

The Universal Solutions

Can these income-increasing strategies and principles really apply to all industries, all people, and virtually all situations? Absolutely.

Let me tell you about two people, each working in the same “industry.” But only one of the two has discovered how to multiply and maximize his talents. A true, but very extreme, example.

Two men were mugged. Neither one was harmed.

Mugger number one took the man’s wallet and all his cash—$85.

Mugger number two had a different approach toward his “business.” Mugger number two took the other man’s wallet and cash, $70, plus his watch and his Princeton class ring. The watch and ring were not expensive and had no real street value.

Ordinarily, that would be the end of the story.

But, two days later, man number two walks out of his New York City apartment on his way to the office. He hears someone calling his name. He turns, and there is the man who mugged him, smiling and not at all threatening.

Mugger number two asks the man if he would like his watch and Princeton ring back. As both items held great sentimental value to him, he said yes. The mugger offered to sell them back for $500. The man only had $90 with him. The mugger accepted the $90, but instead of returning the watch and ring, he gave the man a receipt from a pawnshop. Later that day the man went to the pawnshop and paid $80 to reclaim his watch and ring.

Mugger number one made $85 cash.

Mugger number two, applying simple income-increasing strategies and uncovering hidden assets, opportunities, and possibilities, made $70 on the mugging, $60 by pawning the watch and ring, and $90 by selling the pawn ticket to my friend. Total income: $220.

Yes, the income-increasing strategies you are about to learn can be used by all people in any industry.

(Mugger number two was never a client of mine. And I do not suggest that anyone go into this line of work. But whatever field you’re in, at least get all you can out of it.)

Avoid the Costly Learning Curve

The philosophy of this book allows you to avoid the costly learning curve in almost everything you do. And that saves you time and money. It enables you to run rings around all of your competitors before they ever figure out what you did to them. It virtually guarantees you greater success and multiplied profits from every business-building step you ever take.

I’m referring to the process of borrowing success practices from other industries and applying them to yours.

Most people I meet have spent virtually their entire life in one basic business or industry. Maybe you’ve done that, too. But when you spend all your life in one industry, all you know well are the common success practices of just your industry. You only understand how people in your field market, sell, advertise, or promote. And almost everyone in your industry probably markets, sells, advertises, and persuades pretty much the same way as everyone else.

Industrial manufacturers primarily use a field sales force.

Retailers basically just put ads in newspapers and the Yellow Pages.

Stockbrokers do virtually all their business by telephone.

Doctors, dentists, and lawyers rely almost exclusively on referrals.

And so on, and so on, and so on.

When you limit your business to doing things the same way every other competitor of yours does, you can only produce modest, incremental gains—at best. At worst, you could easily lose ground.

By helping you study and identify the fundamental principles that drive the successes in hundreds of other industries, you’ll be able to pick and choose the most powerful, effective, stateof-the-art, breakthrough approaches to introduce to your industry. An approach that’s as common as dirt in one industry can have the power of an atomic bomb in an unrelated industry. I’ll show you how to adapt those concepts to your own specific situation. And since you’ll probably be one of the few competitors, or the only competitor, in your field using these breakthrough techniques, your results should multiply immediately. With little effort on your part, we should be able to engineer stunning advances for your business, career, and life, and leave everyone else in your dust.

Where Do These Strategies Come From?

Here are some examples where people took strategies from other industries.

Federal Express applied the banking industry’s method of clearing checks overnight to the overnight delivery of packages. Banks send all checks to a central processing point, then out to the appropriate branch. FedEx adapted the hub-and-spoke concept where every package went to a central location (Memphis, Tennessee) and then was flown to its final destination.

A man named George Thomas was searching for an effective way for people to apply deodorant. He was very frustrated in his research for a solution until he realized he was holding the answer right in his hand. George borrowed the concept of the ballpoint pen and created roll-on deodorant.

Dave Liniger, founder of RE/MAX real estate, grew his company to a billion dollars in sales by using the “100 percent solution,” which lets salespeople keep 100 percent of their commissions while charging them a monthly fee for office facilities and equipment. His agents were making so much money, they rarely left.

(Continues…)

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