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    Featured Bio: Kate Mikado | 57 min read

    Jay Abraham

    People nowadays are deciding to venture into the business world, since business ownership is considered as one of the best possible stepping stones towards success.

    It is also a much preferable career since it is one of the easiest ways to earn and double money.

    Business is actually a fun thing to do. You get to choose the perfect design or location for your business, plan future goals, select and test the products you want to sell, and collaborate with some of the most widely known business experts.

    Besides, there is really nothing better than a job where you can set your schedule according to your most convenient working times, be your own boss, meet big personalities and build strong professional relationships, travel to beautiful places all around the world, live your passion, fulfill people’s dreams, and gain people’s trust.

    Indeed, the business world is filled with much excitement and precious rewards.

    However, the other side of the coin claims that it is also a universe of bone-crushing and life-threatening catastrophes.

    Without any exaggeration, many business owners reveal that the picture-perfect image of business is mostly painted with hard times and defeats.

    If you were to ask these business owners about the challenges of running a business, you may receive massive replies to your question.Let’s face it, to handle a business transition from building it from scratch to flourishing as a continuous operation gets much harder as time goes by: bigger earnings equals bigger obstacles.

    Almost every entrepreneur experiences the typical ups and downs, since running a business does not focus on one particular aspect.

    Normally, you’ll not only have to focus on simple selling techniques but also, and most importantly, you have to deal with marketing, customer service, quality and innovation, sales and price-comparison activities, and many more.

    Therefore, working hours is expected to increase up and over 40 hours a week and you might want to add stress to your list, too. This might be bad news to many because not everyone can last long in the that kind of working environment.

    More hours of sleep is more hours of figuring out how would you be able to maintain a growing business for the long haul. You will have to sacrifice your energy, time, and health to stay alive and kicking. So, say goodbye to dozens of your goodnight sleeps, relaxing weekends, amazing vacations, party nights, family events, and even your delicious snacks because you have to make the goals happen in real life. And when life gets tougher, it is just easier to give up.

    Anyone can work without doing favors for others and work without asking somebody to do favors for you. You are your own boss but unfortunately, you also are your own personnel. There are moments in which you will absolutely need the help of others. However, you have no choice but to take responsibility in order to handle everything.

    Yes, you can definitely hire employees who are potentially good (and motivated) enough to understand and contribute to your business: smart, dedicated, hard working kind of workers.

    But, we can only hope that picking the right people is as easy as picking up shells on the seashore, especially nowadays, everything is expensive and most of us would rather choose to be our own boss than to work for other people.

    Plus, to trust people to become a part of your business is, honestly, one of the most difficult chapters you have to face because if anything goes wrong, the blame is all on you.These are only some of the things an aspiring entrepreneur will have to worry about when running a successful business, aside from the fact that not everyone is very good at money management.

    And, when it comes to pretty much everything about both sides of business world, there is an ideal man whom you can always consult.

    The name is Jay Abraham, the CEO and founder of Abraham Group, Inc. in Los Angeles California, the world’s most renowned business strategist and marketing master, who is also known for being the $9.4 billion man.

    I proudly present to you the internationally respected businessman, who has been telling incredible stories on the front page of almost every published journal there is.

    In fact, he has been featured in numerous segments of various magazines such as USA Today, Washington Post, San Francisco Chronicle, OTC Stock Journal, National Underwriter, and has been displayed twice in the Leaders and Success Section of Investors Business Daily for his uncanny ability to increase business income, wealth, and regenerate strategic vision to a struggling enterprise, and most notably, for producing over 6 billion dollars in additional sales and revenue.

    There are actually over 10,000 companies, and more than 400 industries that have witnessed his fascinating skills.

    He is also an in-demand motivational speaker that has sold out plenty of business conferences across the globe (in China, Singapore, Beijing, Shenzhen, Kuala Lumpur, London,Bali, Sydney, Melbourne, etc.) with pricing that ranges between $5,000-$25,000 a seat.

    Aside from leaving an extraordinary mark in the world of business, Jay Abraham is also one of the best selling New York Times authors with his books: Get Everything you Can Out of All Everything You’ve Got, The Sticking Point Solution, The MasterMind, and Your Secret Wealth.

    A lot of marketing experts, business consultants and widely-acknowledged entrepreneurial icons have recognized Jay Abraham’s opinion about how to make their own business successful, since he has already mentored approximately 15,000 individuals with his astonishing ideas and optimistic mentality.

    For almost 25 years, he has been appreciated for cultivating neglected opportunities, hidden assets that are both tangible and intangible, underachieved areas of business that nobody else recognized before. It was definitely a lot of hard work.

    On his podcast interview with Adam Siddiq, he was asked about the secrets of becoming a Jay Abraham, “What does it really take to become you and to achieve things like you did?”

    He responded, “Well, there are really no such things as ‘secrets’ in making your own business legacy. There are no hidden mysteries whatsoever. But, I believe that if a businessman aims for success, he must study the borderlines of the field he is about to enter, employ even the most outrageous tactics there ever was, and consider any failures or disappointments as a part of running a business.”

    He added, “I remember having a couple types of jobs within several industries when I was still a young man. One of the things I noticed was the difference between the settings in every occupation and industry. And I have learned that people from a certain industry are very clueless about what’s going on on the other side, although it was a very crucial thing to discover. For me, it is very important that you go from one industry to another and research the business complications they encountered, their opinions about it, and what approach they utilized in order solve them. The reason for this is that you may also face the similar circumstance. At least you will have some examples to look at wherever or whenever it happens in your business journey. I personally suggest people should start with a wide-range research technique first before totally launching their business. This tactic will widen the knowledge of the person and will strengthen him or her as a businessperson. I began with this strategy. I studied, listened, gained knowledge, made mistakes, and repeated the process again and again.”.

    Jay Abraham became more obsessively thirsty about understanding the whole concept of running a business. He spent many years and effort, filling his brain with deeper meanings of entrepreneurship. He started collecting people’s point of views through conducting seminars and lectures. He worked with many different folks, and shared his learnings with other people while getting them to share their learnings with him. He also taught people how to be obsessively thirsty just like him.

    He mentioned, “When I had finally come to the conclusion that my knowledge was effective enough to interact, help and work with many kinds of people, only then I realized that I already was a very capable businessman.”

    On the other hand, in his interview with Hawk Mikado, another question was raised, “You have been known for working with all kinds of people, all through the years, and it is absolutely normal to meet people who do not easily agree with you, right? How was it working with millennials by the way? Was it a headache?”

    He responded, “Well, millennials, for me, are not that good in creative communication and collaboration with other people, which is why not all of them are fully entitled to create success for themselves and for other people. Also, I have observed that millennials tend to have the attitude of being contented with only one or two particular abilities. For example, if a millennial is good at drawing, that will be it, and no more. Frankly, the business world is more responsive to the willingness to do extra work. It’s about being captivated with the idea of doing more, in order to gain more.

    But, the good news is, millenials are trainable people.

    For me, as a person who belongs to Generation Y, it is normal to have a more difficult time getting used to doing extra things, since many of them were raised in a period where anything can be instant and more convenient . But, don’t get me wrong, I still see them as leaders of the future. I still believe that they can acquire success, the best kind of jobs, and wealth, not just because some of them are simply pampered by their parents, but also because I know, deep inside, they can achieve more than the standardized quality of life.”

    Hawk responded, “Wow! Those words are very much uplifting. But can you share more about how would you invite them to work in the business world with you?

    Jay said, “Sure. But, honestly, I was not only specifically referring to millennial peers, but also to every person who aspires success yet has similar attitude.

    Anyway, to answer your question, the best way I see to encourage them to work as entrepreneurs is basically to engage them in the business world. I have to slowly pull them inwards on the whole business thing. The primary thing I do is to sort things out with them about vital things in themselves that are essential to be positively transformed.

    It’ll be much easier for me to interact if I can possibly build a communication bridge wherein they could open up about their strengths and weaknesses, and wherein I could open up about how entrepreneurship can nurture and enhance those elements.

    And also, this is for me to easily mentor them when the right time comes, on how to fundamentally initiate, expand, lead, participate, to respect, and to contribute to the business society.

    Let me put value creation as one concrete example. Let’s imagine that I am at the point of introducing my products or services to my feasible audiences, including the millennials. In order for my product to be sold out, normally I need to convince people to buy, right? Now, for me to be an effective seller, I need to figure out not only the benefits and advantages of what I am trying to sell or even how much security, improvements, enrichments and amusement my products offer my customers. But also I need to convince them that they badly need to buy my product and to experience the end results it provides. I need to open a gateway for them to fully understand that my product will give them the results they have always wanted in their lives, yet they had never seen. It’s going to be a pretty arduous process, since millennials are very much meticulous in choosing a certain product. They will eventually see almost everything and they can find alternatives that are 70% better than yours.”

    Hawk: Hello everybody! This is Hawk Mikado, the Funnel Genius, publisher of Funnel Magazine, and I'm here with Jay Abram. I’m super blessed to have him. He is one of the most brilliant, not just marketers in the world, but one of the most brilliant businessmen in the world. He worked with over a thousand industries, not just companies, but a thousand industries in all sorts of different areas with their marketing and their business growth. He can tell you a lot more. He's literally had more experience than just about anybody in the world, and that's one of the reasons. I saw him speaking at the City Gala Summit, and I just saw brilliance there. I went up to him, and I asked him if he could join us and bless us with his wisdom. So, thank you so much Jay for showing up.

    Jay: Great to be invited, thank you very much.

    Hawk: Welcome! So, you've been working a lot with millenials, working a lot with growing businesses, and helping people take their vision, their genius out to the world. You share a little bit about the focus of the Millennial Generation and how to get more out of them when you're working with them.

    Jay: Yeah, I think the way to get more out of anyone is you put more into them. So, you start by isolating what you know is not a hundred percent attributable but is uniquely and predictably attributable to a Millennial. A Millennial historically is not as good a communicator in real time, a Millennial has not been as oriented toward collaboration and creative communication with other people. So, they're not as focused on what I call a critical aspect, in how other people need to be acknowledged, or included, or made to feel part of whatever it is. I don't think they are as focused on trying to grasp what it's like to be in the shoes, the life, the whole world of whomever they're working with, but they have the capacity and ought to be massively trained. I don't think it depends on what they are, you have two different sides to the question. One is how do you hire? How do you motivate? How do you maximize, manage, and multiply the qualitative performance, the passion, the purpose, the possibilities a Millennial can add to your business? Separately, how do you sell to a millennial? Third, what is it that you need to do to transform a Millennial into a wonder for you, and what's the process? How do you teach them to grow, develop, lead, collaborate, empathically respect, and contribute to everyone else, and when you figure all that out, you can own the world. Because the Millennials are going to be the leaders of tomorrow; the Millennials are going to be the wealth accumulators because they're going to inherit the money from the best jobs, they're going to be the entrepreneurs, and they're going to inherit the wealth from the parents, i.e., the Jay Abraham's and people like me, so, they’re representing incredible multifaceted opportunity, dilemma, conundrum. It’s very interesting, I don't know that I've given you one answer but I've given you a perspective of issues.

    Hawk: Love it! So, one of the things that I hear all the time is that Millennials are broke, you can't sell to Millennials which obviously is not true, but how do you make sure that you're communicating with them correctly, and how would you approach? One, providing that value, and then, second, creating a situation where they're willing to spend the money that they tell you they don't have, but they really do.

    Jay: Sure! Well, let's take both, and break them apart. So, value creation, everyone thinks that it's natural and obvious. Value creation really is a part of a combination of education, contrast, denomination, differentiation, contrast, comparability, imputing, emotionality, and intangible value into something that's pretty staid. So, if you start with a product or service that you are selling, and you know that some Millennials, and some non-millennials buy it, and they don't seem to want it. The first thing you have to do is figure out how to denominator all, not just the reasons why but the benefits, advantages, protections, enhancements, enrichments, entertainments that that product or service provides when deployed in their life, that's number one.

    Number two, you've got to be able to take an assumption that they want those end results because what you sell in life is not a product or service, you sell the result, the benefit, the advantage, and that they want that but they have never seen their desire for that, expressed as clearly. Now, in order to, this is going to be a little bit of an ATT moment, in order to express clearly what they want, you've got to be able to understand how they denominate value, and that's something most people marketing to Millennials, or trying to hire and manage Millennials don't do. The way to do it is very simple. It's a process I created which I call the School of Marketing. And what it means is, you go to a couple of sources, you start with, and you take categories that relate to what you are selling, and you go to the number one best-selling book. The number two, you're always the 25 best-selling books in the category, and ones that are related or parallel type universes, you study very carefully the title, the subtitle, the chapter titles. Because most books sell on the promise, and the promise is designed to resonate with what the market segment wants but is never verbalized, then you go to the review section, and usually, I think on Amazon now, the reviews are 0 to 5, it used to be, I think 0 to 10. A zero is crap, and it's terrible, and they hate it, and a 5, they're exhilarated. If you understand the human condition, the subconscious when you are passionate, and not just happy passionate, angry passionate. The subconscious takes over, and overrides the conscious. So you don't think about what you're gonna say, it just comes out very beautifully articulated, edited, and dimensionalized. If you look at reviews of people who are angry because they were disappointed or exhilarated, they are so beautifully articulated because they're coming from the depths of somebody's mind. In marketing, and it's a neuro-linguistic concept, there's something called Mirror and Matching. It's not covert or surreptitious, it predicates on the fact that most people don't really know why they want something, why they don't want something, what it is about something they want, what they want it to do, what they don't want it to do. But if you can collect language patterns that extensively and precisely tell you what they do want, what they don't want from a product or a service, now you have another advantage because you can write copy, you can express on a video, you can do a sales, a video sales letter, a audio communication that resonates exactly with their desire and their undesired product, performance, attributes. Next, you have to look at all the scenarios that a product could relate to for somebody else and you've got to be able to denominate why your product, or your company’s product, or your category of product will perform a superior outcome, and you've got to prove it in a way that is not hyperbolic. What I find with young meaningful adults, Millennials, and the like, I guess, Generation, mmm, X? Y? What's after Millennial?



    Hawk: So, Gen Z is the younger than Millennial, Gen X is just older than Millennial.

    Jay: Okay. So, X is before Millennial and then Z. All right, so, they're bright but they're not good critical thinkers, and one of the reason is that they've been given the privilege of doing so many convenient things and their thinking process is not engaged in much other than if they're doing programming or things like that. So, you've got to connect the dots for them, you’ve got to show them the reason why. The reason why is a very, very powerful driving force in compelling communication. You’ve gotta show them why something does, what it does, why something can impact their life. Now, that gets a little more interesting, that complex but interesting. Value, Hawk, is in the eyes of the beholder. Very trite statement, but you've got to understand what value means to these different people and you've got to see what universal value looks like and means. You've got to do some experimentation, some analysis, some interaction because what you think is value, they may not think is value at all. You've got to figure out what is the number one universal criteria they boast about and all of them think is value? What's the number two, what's the number three, what's the number four, and why? And it may not have anything to do with what you believe in, the creation and the rendering of the product value is. And then, when you're playing your offering to them, you’ve got to say “here's why we think it's important to you,” and you list in a descending order of universal resonance, these different value elements. Now, another thing you do is assumption. You want to assume once you create the why, that the different ways it impacts their life, or their body, or their relationship, or their wealth, or their joy, or their relationships romantically, that they want it. They just have never realized, A: it is truly available, B: it is available at the source, C: the source delivers results, D: those results will have an enhanced addition to the quality of their life. Then, the quality of life has to be defined because it's too abstract, next, you take them on a journey and then, you do different things.

    You use what's called “Future Facing” but you can use a derivative of it that Tony Robbins called a “Dickens Pattern”, from Dickens book, a Christmas Carol. You show them, because they don't realize what life is like right now, why devoid of this product or service to some degree, they’re under realizing, under performing, under achieving, under happy, whatever! You show them what their life will continue to look like in terms of going forward, doing nothing different, then, you show them the changes, and the advantages, and the impact, and the enrichment that will be achieved if they avail themselves of it. Now, in some situations you need to compare against other alternatives because you know the Millennials are checking everything out and unfortunately, many of them are not deciding or judging on superior quality performance outcome, they're judging on superficiality like price, so, you've got to be able to preemptively divide and conquer. Divide and conquer, Hawk, looks something like this:

    So, let's say you were selling a beverage drink for them and let's say that it's an energy drink that's got all kinds of organic elements, and it has certain performance attributes, and a number of non-issues that are our problems. Well, first thing you want to do is identify the attributes and you want to say, we know from time to time, you need to and want to boost your energy. It might be for focusing, it might be for going out for a hot date, it might be for doing something adventurous with your friends, it might be because you've got to study, it could be any of a number of things. We both know that there are an infinite number of alternative sources that you can go to for the energy. You can go to all the big-name, drinks, you can go to a supplement store and buy whatever, you can do this, you can do that, and most all of those are useful for what they do, and what they do is give you a quick boost which will amp your brain temporarily and then, you come down and you know it if you've done it, and if you've never done it, go ahead, try it, you'll see it.

    Now, we are not putting down any of these other competitors, they've been around for what people use them for and they're fine. But we operate and we built this product for a whole different reason. We're playing a whole different game, we incorporated, so, when you take an 8 ounce can, you are bathing your brain, your cellular structure with nourishing natural energy that the nucleus, the firing processes, love, it feeds them, it expands them, it fuels them, it sustains them. These are energy pods that produce the highest form of qualitative and, just winging this, and natural energy that generates the highest research dominated base of output, of clarity focus, of creativity, of stamina that does not have to be supplemented with anything else. You have the maximum attention, the maximum creativity, the maximum focus, the maximum natural non-aberrated conduct, you've got total engagement, your brain is operating at peak performance, your heart is operating at a very appropriate level, you stay in the moment, you make great contribution, your work product, not only is good, it's exceptional. Your social work pride, meaning, if you try to dazzle somebody, the opposite sex, it’s killer, and it's designed at the end of the usage period to gently and quietly leave your body without a big downer, and allow you to sleep.

    Now, if you don't want higher performance, clear mind, longer-lasting capacity to function brilliantly, authentically, geniusly, charismatically, and you don't want to not have to take more than the minimum, and you don't want a product that is purposely designed to not just stimulate the nerves but nourish and quench a healthy thirst that your system has for, you know, higher performance. If you don't want something that's going to bring the very best out of you in all applications, and not bring out the worst when it's time to leave your system, and if you don't want something that is absolutely non-addictive and is not going to make you a basket case, you should probably go to the big names. Something like that.

    Hawk: Awesome!

    Jay: Does that help?

    Hawk: Yeah! It's a powerful, very powerful example.

    Jay: I'm just winging it, but that’s how you do it.

    Hawk: Yeah! Sharing the value and one thing I've heard a couple times, in what you just said and also a little bit of the underlying tone of it was less on the benefits and more on the impact, and the values, and the why behind it, not so much the features and benefits when you're selling to a Millennial or when you're hiring a Millennial, engaging them, which I think, is absolutely true.

    Jay: It's true and I think, it's important that you have this great ability to be a leader to them because those who can take them on this kind of a three-dimensional cat-scan journey into a probing and penetrating and not just exploratory but discovery sense of what they really want and don't want from something will own their mind share for a long period of time. As long as, the product or service delivers on the promise.

    Hawk: Absolutely, and I know a big part of that is really creating a powerful brand. Can you share a little bit about the importance of making your brand fit with your audience, especially, with the Millennial audience?

    Jay: Yeah, I think your brand has to stand for something very, very clearly distinctive that represents not just a outcome they want but an association with a culture that they want. So, it's one thing to sell, say, a pen. On the other hand, if these pens are the result of people who travel all over the world and they go to Bali and they get surfers to design them, and they go to Iceland and they get the Icelandic girls to sign them and everyone has got the signature inside of a Millennial who basically has a PhD and something but decided, this was a lot more fun. This was going to be the best, the ultimate cheap writing instrument or something they can believe in that has a really cool advocacy, and the advocacy does not, in my opinion, have to be even as logical as it is meaningful to the beliefs of the organization behind them, that they can buy into. I think people want to be connected. And one of the problems everyone says is that this is a connected world. I think it's an unconnected world because people are communicating in little short phrases with social media, they're not having long conversations. Many Millennials do not return phone calls or acknowledge communications. Well, I think, more and more, they get their connectivity through association with organizations that have cultures, that they want to be part of or that they admire and by acquiring their products or services, they feel like they are now part of that culture. It's like the people that don't ride motorcycles that buy Harley jackets, and t-shirts and sweatshirts, they want to be part of what that stands for. I don't know what it stands for, but to them it stands for freedom, courage, exploration, you know, take no prisoners, whatever it is.

    Hawk: Absolutely, true. I'm a Millennial and I remember growing up in school. It was, you know, if you didn't have the right kind of shoes, you were not accepted into certain circles. It came down to brand which is less about brand loyalty, which I know is a big thing, and more about what you just shared, the vision and the message that the belief of the product, what it stands for, it's really powerful. Moving into tough funnels, how would somebody really connect and engage, not just on the physical level but on an emotional level with their audience, especially with Millennials through phones? How would you see that happening?

    Jay: Well, okay. Let's start by saying that I'm very masterful at understanding the human condition and let's just claim that I'm not purporting to be the world's greatest internet marketing technologist, okay?

    Hawk: Awesome!

    Jay: Okay. So, I'm gonna start by saying that you have got to be relevant. Everybody wants to be the choice of transaction, they want to be able to bring somebody in, get them to buy. I think the first thing is you don't want even the exclusivity first, you want the inclusivity. You want people to want to include you in their life, whether they're ready to buy or not and they can't include you if you don't express very quickly and clearly attributes, values, understanding, viewpoints that either they agree with or they've never thought of and they really like, does that make sense?

    Hawk: Yeah, that makes sense.

    Jay: And I believe a lot of people run an ad and they drive this person to a landing page. It doesn't matter where they're running it and the first thing they ask you to do on the landing page is opt-in. Have you noticed that?

    Hawk: In most cases? Yup!

    Jay: Okay, and I'm not arguing that they do it. I'm arguing that I'm a critical thinker and I'm illogical, a human being, and I don't really want to give you my information if I don't know what it is that you're gonna give me back. You're offering me a free report and it could be crap, it could be superficial, self-aggrandizing, sales of rhetoric. I believe that the key to everything is respecting the intelligence and building trust, and there's a lot of documents on trust. I did a wonderful interview with Stephen M.R. Covey, son of Stephen R. Covey, father of Seven Habits of Highly Effective People. He's done more work to prove that people who command absolute trust have approximately a 300 percent advantage and all elements of their business profit: conversion, loyalty, accelerating sales cycle. But I think you have to know how to build trust and you build trust in ways that everyone else doesn't. For example, I believe that any time I'm going to exchange with you some product service information as a currency of exchange for the beginning of a relationship, I need to respect your intelligence. I need to tell you what I'm going to give you, tell you in advance what it entails, tell you what it should be able to explain to you, to either do or at least get validation about. And tell you how you'll be able to use it, with or without availing yourself of me. Tell you why I do it, so that you will have a comforting sense of greater certainty about my ability to benefit you through whatever it is I'm offering, guide you on what to do with it and then finally, not just give it that way but attached to it, what I would call a reciprocal agreement, not a contract and also I don't like free, that's gonna sound funny. Everybody goes free, free, free, free. I think, free is so marginalized, it's discounted by half the people. We prefer saying we want to buy you a _____________, you can fill in the blank. A short course primer, an instructional, a self diagnostic assessment, something that we would normally charge our private clients a$1000 for. Why would we want to invest $1,000 in you up front? First, because we believe you're worth it. Second, we believe that somebody has to make the first investment in the relationship. Third, if you avail yourself of our offer, we will expect in exchange, in return, after you have availed yourself of the blank, and put it to work, and reflected on it, and tried it out, or compared it to your “whatever.” I'm giving you a lot of ways to do it, you will see meaningful and arguably profound results, improvement, outcomes and when that happens, it will validate all we represent and the more we can offer you some of our more expansive and advanced commercial for-profit items. We would expect that you come back and clearly and sincerely examine and evaluate some of those products. We would also expect, in exchange that you enter our email process, we'd like you to stay on it, unless of course, we abuse our right to be in your life.

    How would we abuse that? Sending you crap, sending you other people's stuff, wasting your time, making any communication we send not valuable, a lot of things. But that notwithstanding, you came to us because you obviously want X, and X is not necessarily a product or service Hawk, it's the result, it's the outcome. We believe that we can deliver that to you, in your life faster, better, more whatever, but it won't be evident unless we take the first step and invest in you and you take the second step and use our investment and put it to work. If you agree to do just that, it's our pleasure to buy you this $1000 rapid result introductory course on whatever, or whatever you're selling. Or let you wear our watch for 60 days before will consider your payment binding and permanent on your part, and we'll give you a list of expectations you should have. If you don't get at least three compliments a day, if you don't get both sexes telling you it really is handsome or beautiful, if you don't have a feeling of really looking better than you have with either no watch or the other watch you use, if you don't really get more compliments with our $200 watch, then you might with a $20,000 Rolex, and of course if it doesn't tell pristine time to the tenth of a second, we wouldn't expect you to keep it. I'm just giving you some examples, does this make sense?

    Hawk: Yeah, absolutely! I love your script or your “I'm gonna buy you a copy of funnel magazine” or “I'm gonna buy you an hour of my time” that's really powerful.

    Jay: It’s powerful and it establishes two things: Value and expectation. And it also elevates the whatever, the premium, or the incentive to a much more elevated strata of distinction against all the other crap that people are seeing.

    Hawk: That's really powerful! So, how do you drive the traffic?

    Jay: Okay, give me a hypothetical product or something.

    Hawk: We’ll use Funnel Magazine.

    Jay: Okay, alright.

    Hawk: We give away the first edition.

    Jay: No, but you're giving away, so you're looking at an inanimate object. I would do, hold on one second, let us buy you a 112 high-level methods for multiplying your current online business, by a minimum of 30% in the next four months in order to win trust or something like that. And then, you'd say, Funnel Magazine interviews the top people. We gain their trust, we don't discuss, we explore with them the things no one else talks about. We are very proud that we are able to uncover, discover, and identify higher performing, more little-known techniques and methods that propel the function of a sales funnel, meaning attract more, migrate more, convert more, upsell more. We want you to have that benefit, you don't know how valuable we can be, we do. So, it's to our advantage to initiate the first stage relationship, we want to buy you the next issue but not only that, we have had an entire department of our staff painstakingly mine the last year of issues and identify our focus to extract not a dozen, or 2 dozen, or 4 dozen, but over 9 dozen, specific and little-known funnel multiplying distinctions that no one else we've seen, and we are considered one of the experts, has shared along with an example of how it's best used.

    We want to buy you that, whatever you want to call it, along with that and the only consideration we ask in return, two things you'll agree are very reasonable. Number one: if we're gonna give you a 110, little-known high performance enhancers to your funnel, you must promise that you will review them comprehensively, within the first few days, you will identify the most easily translatable to your current funnel operation, and you will test at least five of these elements in the next two weeks. And if they do as we promised, boost your response, your conversion, shortening the sales timeline, adding to the average sale, all the above. You will, after reading and being blown away by the absolutely, non self-serving content of our magazine, sign up for a year or a multiple number of years. Something like that.

    Hawk: Awesome! Now, we have something to create.

    Jay: Does that help?

    Hawk: That's awesome, yeah! And a really powerful, really powerful way of putting it. So, you've crafted this upfront value, created the trust, built the relationship and also identified, just to break down what you did there, how to engage them to take the next step. So, it's like, if I do this for you, you promise to do this in return which I think is really powerful and something that’s missed in a lot of cases.

    Jay: Let me explore it a little bit more. Now, you want to incorporate with your funnel, a duality of communication. The typical funnel is just a bunch of rhetoric, trying to get them to go from curiosity to interest, from interest to strengthened interest, and then, either participation in something that's going to close them. With this additional path of parallel universe, you want to be able to follow up on that, you want to say, “Okay, now, you've had the magazine and you've had the special high level briefing for three days. Have you gone through it? If you haven’t, we strongly recommend as a stimulator to put your mind on fire. Go to page 4, concept 6, and then, go to page 12, concept 4, or whatever, and then look at those, because people who have read this, tell us that those are no-brainers and almost instantly boost 3 to 5 elements of performance. You do things like that.

    Hawk: Yep, sending them the little tips.

    Jay: Yeah, and then, if you want to keep them, you got a tether around them, and now, think about this: you're in a world where 75% of the people that sign up for a webinar, or an online anything, don't show up. You're in a world where the half of the people that do show up, a quarter don’t stay. You're in a world where probably, I don't know the stats exactly, but three-quarters of the people that download something, never open it. You're in a world where the quarter of the people that open it, I can promise, three-quarters of them never read it to its fullness. Now, if you are competing in that world and you wish to compete the same way, everyone else does, what do you really think your odds are of superior outcome?

    Hawk: Odds are gonna be pretty small.

    Jay: They are! So, you have to look at it from a different vantage point that is both more strategic, more assumptive, more proactive, more controlling, more in tune with the known predisposition of the audience. More what's called concretizing the intangibles, more showing them why they're there, because a lot of them don't really know and we used to say in one of our books, when somebody goes to a hardware store to buy a drill, they don't want to drill, they want a hole, or they don’t want a hole, they might want just to a fix something to a structure. You got to be able to go to that more ultimate goal. They used to say about Wayne Gretzky and for the ones that don't know who he is, he was probably one of the most famous hockey superstars ever, that he would never go to where ‘the puck was hit.’ He would go to where he knew it was going to end up and I think that's a good metaphor for all your readers, that by thinking differently, you have command and control of the market from vantage points none of your competitors do.

    Hawk: One of the the biggest things that I see, you talked a little bit about this, is nobody opens it and a big reason for that is we get so much email. So, more and more so, especially with Millennials and myself, email is a thing of the past. How are you engaging them in other ways, other than email to actually get them to open, to get them to pick up the phone, to get them to login, to do all the things that all the marketing is enticing them to do but they're not doing because they're just getting emails.

    Jay: Well, let me give you a couple of very mundane philosophies that can be morphed and adapted and adopted. I'm older than you and I've got children older than you, who are Millennials. So, let me give you some historic ideas, okay? Over time, the guiding model of selling direct response and direct response is anything that is sold by a response, was one of four or a combination of four things: 1) You sell it on the merits of the performance of the product, 2) you sell it on the merits of the authority and legendary expertise or performance of the personality, 3) you sell it on the quantified and denominated impact the product is going to make money making, saving, getting twelve dates, getting married, getting fourteen raises, you know, whatever it is, and then, 4) you sell it on the merit of the bonus.

    The bonus is so valuable that, and you tell them, we're giving you this because we want to over reward you for giving us a chance to do this. That's one portfolio of ideas, another idea I’ve done a lot is this: You go to people who have email lists and you have them create a special-edition that goes out once a month, twice a month, that is yours, that you create for them, and that is designed to methodically teach people about whatever it is you do. Number three, you use relational capital. You go to people, you ask what does my market buy before, during, after, instead of what I sell. Then, you ask who provides those products, services, and then you go to them and you align and work out some kind of a collaboration, much deeper, than a, what is it, what do they call it now, it's very superficial, when you just get someone to email for you, what's the word?



    Hawk: A joint venture?

    Jay: No, joint ventures are better that.

    Hawk: Yeah, I think so too.

    Jay: Its value used to do very detailed, and very strategic, sophisticated, multifaceted joint ventures.

    Hawk: Yeah, there's different levels of joint venturers, obviously.

    Jay: That most people don't use it...

    Hawk: Solo, a solo email.

    Jay: Yeah, well, let me take a look. If you have an organization, an influencer that is not competitive and you can convince him, her, they, it, if it's a company, that you have value, you know to get a solo email, you can get a place on their website. I've got four or five organizations that I'm the regular blogger for them, one is the accounting field, one is some financial services, one is in independent living, this is for me but I would tell you things I used to do. I used to fund live events. If they knew the concentration of people in regional geographies, and could get an icon to speak along with myself, they sponsored it, I'd give all the money for the event to them. I would get the stature, I would basically engage specialists to create articles or acquire books and give them electronically or physically to people on behalf of myself and the other organization.

    I would introduce brilliant people that normally they had nothing to sell and normally would only be available for a seventy, eighty thousand dollar fee at a conference. I would look at the total holistically of the market I was trying to address, either for myself or for any of my clients, and I'd say, “Well, what else do they want?” and I would look at him holistically.

    For example, if you're talking about a Millennial and you're selling your magazine, and it's a Millennial Marketer. What else do they want? They want to be a personality, they want a better brand, they want to find ways to reach markets more virginal, different distribution. They want to have their product branded in a way that it stands out on whatever the positioning is, high price prestige, low price, whatever they want to be able to not only attract more; they want to convert more; they want to get larger units of sale. They want to get product service additions; they want to get people coming back again and if they have nothing else to sell, find ancillary ways to monetize them after that. They want to figure out how to use their products or services externally, either as combinations and packages for people, bonuses for people, front ends, back ends for people, and most people want that, they even know they want it but they don't know how to get it. So, any contribution towards that, that is not exactly in the line of Funnel Magazine but gives them more knowledge, more ability, more performance, more conversion, more outcome, and that outcome can either be intellectually validated just by you explaining it, and giving them the reasons why, that's where reasons come in. That's powerful, does that make sense?

    Hawk: Absolutely! I was reading Blue Ocean Strategy, and he was talking about creating. If you had a movie theater and a majority of the people who come are parents, then either partnering or having a daycare in your movie theater is the perfect synergy, and this is just a brick and mortar example.

    Jay: Yeah! Think about it, it's perfect! The one thing, Millennials don't really try to put themselves in the place of all the different markets they're serving, and all the things going on in those lives, and what those markets value. I'll tell you a story that has to do with human beings and in the human farming condition, not necessarily Millennials but the Millennials too, and it's slightly politically incorrect but it's not nasty or vulgar. So, when I was your age, I used to do outrageous quantities of expensive seminars around the world, and we'd have a thousand people in a room for three days, and they would pay many, many, many, thousands of dollars and after I had their trust by day 2, at the end of the day, before the last segment, I would come in purposely ten minutes late and I would apologize, and I would explain that the reason I was ten minutes late was that, “I was shocked and beguiled in the hallway by what must be the most stunning woman I had ever seen in my life and that I was just captivated by her.” I'd say that and then I’d go on with my content and then about a half hour later, I go back and say, “You know what, I told you about that woman,” and of course everyone would remember it, I'd say, “I’m curious, I'm gonna randomly go around the room and ask you within decorum, what came to mind when I said, The most stunning woman.” It's very interesting to some people, mostly, men. It was a picture that was too dominated by very dramatic anatomical features. Okay? To certain people, again, mostly men, it might have had an ethnicity factor or a hair color factor. To women, however, was more dominated on the quality of attire and presentation, right? Now, if I had thought that everybody's idea of a stunning woman was a six foot tall, perky, long-legged, no hips, redheaded, freckled woman with a very distinctive chin, I would have eliminated 98% of the definitions and values that the audience represented. So, I think you have got to understand what their values are, if they are multiple, you've got to be able in your communication to address the spectrum of them, without just listing them as bullets because that's not showing you understand them.

    For example, if you had done that experiment and you were trying to sell beauty to men, or women, or sensuality not sexuality, you might say, “Let's just talk about what stunning women look like.” Very interesting. To some of you, I'll bet they are young, blah, blah, blah, to some of you, I bet that they are dominated by different kinds of anatomy, to some of you, it's haircolor, to some of you it's their dialect, some of you, it's how stunning they dress or frankly, how sleazy. So, with that stated, whatever your definition of a stunning woman is, we want to help you attract more, go out more, marry one, widow, partner, whatever, but you have to start by showing me, you get the different realities. Does that make sense?

    Hawk: Absolutely! I think, one of the biggest things is, and I see this all the time, after working with hundreds of people and analyzing all this stuff on, not near as much as you. We see people targeting or saying, I'm going to using your example, I'm gonna help you find a woman that fits XY and Z which eliminates ninety to ninety five percent of the population that don't care about that, those specific things and I think, that really it's important for people to understand you need to be more broad, you need to give them an idea, let them share that with you, and the...

    Jay: I'm interrupting respectfully...

    Hawk: Yep.

    Jay: Taking your hypothetical example, I would obviously use the negative to my advantage and preempt. I am not even suggesting that what I might think is stunning, or appealing, or compatible is what you do. That's why we work with so many people and we spend so much time clearly and deeply grasping, comprehending what your definition is, what you are looking at because if we send to you what everyone thinks is fabulous, you may be appalled, maybe you want somebody who's shy, or quiet, or you want somebody who's wildly party-oriented, because you're not.

    First thing is figuring out what your definition is of these values and these points, so that we can focus on your optimal value and you show that you understand them. You don't just list them and we know you want to get engaged in a dialogue where you are actually subliminally, ethically, leading by showing them. You understand how they feel, you understand what they're struggling with, striving for, aspiring to, you understand the multiple nuances and very frankly because of all the work you've done and the successes you've achieved. You are very, very skilled and capable of using that understanding to produce the successful outcome they want, in ways that you believe nobody else they could turn to, in any comparable product, service, or any alternative could do, and you are willing to prove that three ways.

    First, by sharing with them a book. You will buy them that which gives you your strategy and shows you why it works and how to look at the whole goal differently, and they can validate it, they can try it. Number two, by putting them through a very, very wonderful self-realization, of self-reality check assessment. So, you and we can get clear on what you're really looking for, what you're looking for or not, and finally, we have certain performance elements that we guarantee. We will do in a certain times, in certain outcomes, we can't promise you're gonna find the dream woman of your life and get married and have quintuplets. We can promise that we will do this for you in certain timelines and we can tell you that it’s only doable if you promise to do your part, but as long as performance on both of our parts occurs, in those times, we even stand behind you and won't even want to keep your fee, unless we've accomplished these goals.

    It's gonna be different for each one of you finding Ms. Right, or Miss Date, or Miss Companion, or Miss America, whatever it is you want. It’s gonna differ but we'll give you commitment and a progression that must occur, as long as you also prove you've done your part, or we won't even expect to keep your fee because we will not have added the value you're looking for. I'm taking this, it’s what I do for a living but it makes sense, doesn't it?

    Hawk: Absolutely! You've shared about five or six different businesses. How did you get so good at creatively solving problems, for so many different types of businesses, and the challenges?

    Jay: Well, it started out quite accidentally. I was initially a job tranche. Got married the first time at 18, had 2 kids by 20, no education, the needs of somebody 40 years old, nobody cared. The only people who gave me jobs were entrepreneurs, who didn't give me fees or salaries they gave me shares of performance. When you only eat when you earn, you find out what works, what doesn't, what works best, and then, and this is where it gets really cool, you start seeing what performs better. As you transcend to different industries, you see that most industries do the same thing the same way and they follow the herd, and it's pretty status quo. When you're able to borrow success approaches from lots of other industries and apply them to industries that have never even been exposed to them, it explodes their successes and over a period of, almost 35 or so years of doing this, I became, I would probably say, exceptionally to outrageously good at identifying the inner workings of what drives industries. I've looked at 50,000 different strategies, tens of thousands of marketing approaches. I've interacted and engineered breakthroughs that are documented for thousands of companies that are well-known, and I've had to deal with how to come up with outrageously pre-emptive, value-added, competitive advantages, distribution sources, that were different. I've had to reinvent models. All this really is a byproduct of having to untangle Gordian Knots that couldn't be solved by anybody else and the more complex, the more I'd have to use my critical thinking. The more I did that, the more I was able to figure it out and the more I was able to figure it out, the more I was able to add to a universal template, if you will, of issues I looked at. In the process, I also became an enormous advocate, champion, admirer, and respecter of the marketplace and trying very deeply to understand their realities, their hopes, their dreams, their frustrations, what it's like to be them, why they might want or not want a product, or a category of a product, or its alternative. Over the years, all congealed into a knowledge base that is exceptionally rich, the problem with somebody like myself is the opportunity. I can go very deep with you and I'm proud of it, but it's empirical based, it’s experiential based, it's very situation specific based, consequently. I cannot teach it to other people, so I have to work with small numbers of very, very dynamic companies, charge a lot and work on meaningful activities that have very big payoffs or it doesn't work. Now, I respect you immensely, and I hope this is great but I have to leave soon. So, is there any last questions you wish to ask me?

    Hawk: I was just gonna get to that, actually. Are there, in terms of new projects, or products, or books, or events, that you're doing, how can the audience, learn from you, stay in touch with you, that's really going to support them in scaling and really getting better connected.

    Jay: That’s a great question, thank you. We took a position a few years ago, that the majority of entrepreneurs online, offline, couldn't or wouldn't afford my more expensive work. My stuff is much more strategic and global, and a lot of people sadly tend to look for tactical solutions to solve their sustaining problems. And it's only a band-aid but we realized that a lot of people couldn't afford me, wouldn't afford me, I couldn't afford to work with them on performance because they didn't have enough infrastructure, or momentum, or size, and it was a quandary.

    We dissolved, we decided to solve it by being the greatest benefactor in the entrepreneurial world. So, if you go to, we have 800 hours and pages of full programs and explanation on how to build brands that create value, how to be preemptive, how to be preeminent, how to collaborate with other people, we have interviews, we have hundreds of questions answered, we have a whole collection of courses we give away, we have hundreds of thematic articles I've written on the worldview, how to understand other people's reality, and it doesn't ask for an opt-in, you don't have to go on the website. None of it sells anything, we do it because we look for larger companies we can contribute to and we find, that if we contribute to smaller ones, unheedingly, it always comes back. There are four full-length books there, there are courses there, there are interviews with people like Tony Robbins there, there are segments I do with Daymond John, who I mentor.

    Q&A with Tony, we have links to our podcasts called the Ultimate Entrepreneur, and I don't know, there's a couple, maybe a hundred shows we've done, there's self diagnostic assessments, there's all kinds of fun things that I would recommend because without being arrogant, most of the things we buy, complimentary for people, exceed the quality of the expensive programs most people sell and I would recommend that before you'd even come to me for any kind of a compensated thing, that's it.

    Hawk: That is awesome. I just went to grab the link, so we can send that off to, out of with the show notes.

    Jay: That’s very gracious, thank you.

    hawk: That is, ah, I’m just looking at this. This is gracious, there's so much, so much here.,

    Jay: Well, what happens is this. I'm older than you and your readers, and I have a desire to make all the discoveries, all the knowledge, all the breakthroughs, that I've been able to create, that have timeless, Universal application to any form of marketing, available to the world, beyond my being on this Earth. So, we're very serious about contribution because we believe we can help people be more far more value oriented creators of meaning to the markets they serve, they can make people's lives better, their lives will be enriched because of the contribution and it's a wonderful process that most people don't really understand. So, if you can help get the word out, we're very grateful but we don't ask for an opt-in and we won't. So, we sell a few things that are expensive, if people do opt-in but basically, we're contributors, we're benefactors, we're philanthropic entrepreneurial investors in people's future.

    Hawk: Well, I really appreciate you sharing this with everybody, and thank you so much for jumping on, sharing your wisdom and insights. I know you have lots more to share, and so, thank you for everything you've given as well.

    Jay: You're very welcome. Now, if you want, Hawk, if you get me the interview and I thought it was pretty good, did you?

    Hawk: I think, this has been an incredible. You've shared some really incredible insights.

    Jay: We have a tendency to take the good interviews and we'll put it on our website too and refer to people that we are impressed with, so, you get a double bang. If you get it to me, I do mailings with Millennial type stuff, about once a month and I'm getting ready to do one. So, if it's a good session and you got it pretty good on video, I don't think I made any comments that I would be embarrassed by. Send it to me and we can put on our website and I will reference you. We do that with people that I'm impressed with. I hope this helps.

    Hawk: Thank you! Awesome.

    Jay: It was a pleasure.

    Hawk: Absolute pleasure, have a blessed day!

    Jay: Thank you, you too.

    Hawk: Thank you.

    Jay: Bye.

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