Jay Abraham

lYouR MARKETTNG GENTUS Ar WAnXI

'

. Partl: How to Chanqe Yoiir ,

Gripes into Marketing Op"portunities

. Part ll: Ten Short-Term
"Quick-Fix" TechnioUes '

For Your Troubled Business

 iii tii
rcUR MAR'f:ET'NG GEIY'US ANWANK
tiiliiiil jilliiri

Report Number 5
 'i
:l
tl
.t
'I
I
I
rl
:l
I
i
I
I
.tI
.J

I
I

';' . \.i.j.
.:::-t r..,

..1
,.1
':-i I
'j

Authored by Jay Abraham, Your Marketing Genius At Work is a continuing study course
. or non-traditional marketing.

Send all correspondence to: Your Marketing Genius At Work,944 Indian Peak Road, Suite 210,
Rolling Hills Esutes, CA 90274. For Customer Service, catl (213) 541-5901.
'

Copyright @ 1986, Lg87,1988, 1989, Abraham Publishing Group, Inc.

,'i_. ,,--\
All rights reserved. Reproduction without permission, in whole or pa.rt, is prohibited.
Published by Abraham Publishing Group,Inc.
944Indian Peak Road, Suite 210, Rolling Hills Estates, CA9A274
 YOUR MARKETING GENIUS AT WORK
What I Did on My
Marketing Vacation
This lssue of Your Marketlng Genlus at
Work was i:rsplred by my vacatlon.
Part One focuges on l{ow To firrn Your
Gripes Into Marketing Opporttmities
-Wbat
Businesses Do Wrong Or Right and Ho-nr To
Learn From Them.
Part two will focus on specific short-term
"quick- fjx" t'echnlques for when your buslness
is in trouble, tncludlngf how to tell lf your busi-
ness is "marketing-impaired" and doesn't know
it.
Now let's begln thls marketlng adventure.
Three weelrs ago I went on vapation. I was
sitting in my hotel room 1n Washington, D.C.,
when I impetuously decided to buy a Corvette
converbible and drive 5,OOO mlIes back to Los
Angeles with a frlend- a l,a Marlln Milner and
George Maharirs Ln Route 66.
$Ie saw towns I had never heard of and
things I had never seen before.
I was both lmpressed and appalled by how
things were handled by tJte establishments we
patronized along the way.
There were some profound marketing
Iessons-both Elood a.nd bad<n thls fasctnattng
trek. I'd llke to share them with you to show
how you ca,n turn gllpes lnto marketlng oppor-
tunities and emulate what some busi:lesses do
riqht.
As I chrontcle The Good...fhe Bad...and The
Ugly, I want to potnt out that marketing is not
limlted to ads or salesmen's efforts. It encom-
passes the entlre continulty of how a prospec-
tlve customer or cllent ls treated from before
the sale.to the post,sale foliow-up.
duccessful marketlng requtres tJre coopera-
tlve energles of near\y every employee. In my
travels I was often appalled.
In Hawall-a trip I took a week before my
vacatlon bega,n-lt cosb near\r $6,000 for a
first-cl,ass, ncund-tr{p from Los Angeles. My
hotel was near\r $gOO a day.
Yet, the hotel made no effort to provlde a
van, shuttle or Umo. We had to fend for our.
selves after a 5 L/2 hour flig[rt. It cost me $SO
to rent a car to get to the hotel-not an outra-
geous a,mount, but annoSrin€, €lven the facf
that the trlp was costing near\r $?,OOO.
Wtren I dragged myself and mgr party up to
the reglstration desk, no one asked me lf I'd
had tr.ouble getting to the hotel. Nor dld they
ask me lf I'd like tranpportation back to the
airporb at the end of my stay.
I worild have been elated.l
In my business, lf someone spend.s $4,OOO,
we glve tJrem some persona$r apprectaied
valuable glft that telLs them ln no uncertain
terms that they are imporlant to us.
When I checked i:r to thls $5OGa-Aay-ptus-
hotel, marragement did nothlng. Zerol ZIpl
No basket of fnrit. No bottle of wine. No
personal ietter from the mana€er elrpresstng
hls personal pleasure at havlng me at hls hotel
a,nd offer{.ng hls number ln case I required
assistance. No follow-up call to see lf be could
do anythlng for me.
:
In the room, lt got even worse.
No shampoo. No personal nlcetles, other
than the mandatory bars of soap.
On my T.V. was a box that sallowed" me to
watch bad, old movies at $0 a watch.
The glft shop offered certatn necesslties at
an atrocious 5OO to 5O0% above thelr falr
market pr{ce.
Room servlce, besides charglng 35% mort
than the already overpriced restaurant, auto-
matlcallSr added a lY% gratuity/service clurge
to everythlng, of which only 3.37% went to tb^
young man or womarl doing the serylng
Stop here for a moraent.
 YOUR MARKETING GENIUS AT WORK
One puqpose of thls report Ls to polnt out
-blatant ma,r.ketlng mLstakes-snd.
shbw you
how you capltailze on them. How couldthls
have been reversed-and how could. the hotel
have proflted by dotng the opposlte?
:ri If I owned a competlrg hotel ln Hawati,
hene's what I wouid do. Whenever you con_
ftrmed a room reservatlon, my reservailonlsts
would teII you that tJle hotel offered a compU_
mentarjr shuttle serrrlce between g:OO a.m. a.nd
l2:OO p.m. on the hour at ttre hotel's expense.
Some would accept, gome would.n't, but all
would be favorably lt'rpressed vrrlth the offer.
And long before you ever arrlved at the hotel,
you'd be favorab\r predtsposed.
Then-lf you were mgt by a welcomer on
arrlval, who made you feel warm, comfortable
-,-'l ! and appreciated-I would be almost invlncible.
'' I
.i
At check-ln tlme, the desk clerk would. d.o
any of the follov,ring!:
A) Give you a voucher for a botile of wlne,
Iunch, a free movie,, $f O worth of mlseeltane-
ous ltems from the gft shop...a catamaran
ride...a dinner show...brrrach or you name lt.
B) Upgrade you sllghtly from your cholce
of room to soms percelvable enhancement, like
a better vlew or a hlgher floor up or a sitti:rg
room or a larger n3om or a bigger bed or
whatever.
C) Give you a basket of fruit or a botile of
wine or a tray of candles or some flowers.
I could owrr you foreven.
Let me drlve home this polnt: IIad the
hotel invested a very few real doilars tr ex-
tended expense and added effort when I flrst
checked ln, I would not ongr have felt deUgtrted.
with the $g,sOO my room would oost m+$ut
I'd have wanted to leturn over and over and
over agaln-plus tell all my friends how much
I'd loved the place.
But now I bad nothlng but contempt for the
pl,ace and lts chintzgr-minded management.
If I owned a resott, I'd bulld such fabulous
acknowledgraent gestures into my procedures
that people would be falllng all over themselves
to get a room. I'd probably be sold. out con-
stantl5r, aU the tlme, whlle my compeiltors
were scra,rnbllng.
Besides offer{ng free plck-up-a,nd-return
tra,nsportatlon from the alrport, I'd have a
charmlng young man or woman (l) gl'eet the
arrivlng guests and (3) escort them out the
i door when they depart. Ctrus second part is
equally important since pe ople's real Jurr €rnent
of your performance often E based on how you
condust yourself at the end of a buslness
sewlce, not meregr at the beglnning.) ,
I'd welcome the guest at the desk vyith a
refreshlng cold drink (or hot, dependlng on ttre
cllmate). I'd have refreshments for thelr
children, whlle the ilred and weary travelers
were checking ln.
.
I'd g[ve them a check-in voucher good. fon
all their party to have a poolside lunch.
My managen woul.d send argrone checking
i::to a mlniraum-dolla+rate-room--+ay $eg E_a
wonderful basket of fnrlt, cheese, crackers and
a.n iced pitcher of freshl;r squeezed 1ocal fnrit
Juices.
I'd have the manager or hls asslstant follow
up ln two to flve hours wlth a phone call,
teillng the gUests how much we apprecl,ated
thetn staSrlng with us-and offering to d.o what-
ever we could to make their stay wonderful.
I'd conclude the call wlth an lnvitation to a
luau or a cockbail-and-cheese party welcomtng
the guests to Ilawati and to my hotel.
I would provide shampoo and other nlceties
free.
I mi€ht add a $S-a-Aay automattc credtt at
the gJft shop.
I'd. offer free babysitting servlces ovenlngs
between 6 and 9 p.m., provlded they ate in my
restaurants
On thelr day of d.eparture, I'd have'my'
manager or assl,stant call and ask how thetr
stay was; thsnk them for choosing our hotel;
ask them if they need tra,nsportatlon back to
the atrport; and tell them not to tip the betl-
man-I would cover thelr gratulty.
If thls sounds like lt would cost an arm and
e
 YOUR MARKETING GENIUS AT WORK
a leg, consider thls:
By adding $eO extra onto the da.ily room
rate-in a t;plcal seven-day vacatlon, you'd
generate $I4O.OO, whtch would pay for aII ttre
extras.
AIso, lf you bulld. a Iot of these extra senr-
ices lnto your prlce stnrcture, you'Il make
exbra profits, because not everyone vsiil use the
hotel's transportation. A lot of people,vtrlll
have thelr own rent-a-car. Others won't walt
for the scheduled shuttles a.nd vrrill prefer a
cab. But the mere fact that you've offered
them these servlces free witl si€,nd out so
favorab\r tn thelr mlnds, hearts, and wallets
that they wlll cause them to sing your pralses
to all when they go a.nd return home.
Here's an tmportant marketing lesson.
People a,ren't angered by the price, but they
are upset when they feel they're not appreci-
ated or lf they don't get full value for their
money. They hate nit-plclry exLE, charges.
I learned a powerful lesson when I first
started consulting.
A consultant I knew, would. soUcit clients
wlth a low-ball fee proposltion.
But when the poor client got the bill, lt
would have doubled the base fee !n exbras-
typing, clerical expenses, telephone bi'lts,
travel, postage, etc.
This guy's cllents would be llvid. Many
would fire hlm.
And to thls day the guy stlll gets ciients
with a low-balt prlcing offer and loses 'em
when h1s biU amlves.
I learned from tJrat when I quoted a cllent a
,rJ fee @ack when I charged fees lnstead of coniln-
EI gency). I'd flrst compute the ma^:dmum
ffi
amount I could e:rpend on tSping, Iong dlstance
*l
t3'l telephone calls, travel erpenses and entertain-
sl ment. i
EI
ct
nt
*l
ttr
I'd add to that flgure the real 'net" fee I
€ wanted to end up vrith.
#:
HI
FI
H
If I wanted. to net $5,OOO a month,. but I'd.
E
B
#
3
F
calcul,ated that I'd incure $SOO ln phone bills
a.Ird $esO in postage, clerical expenses, etc.,
plus $ZSO in travel erpenses, r'ather than
quote "$5,OOO plus e:<penses" and have every
month's blll end up an annoJrlng $6,5OO or
more, I'd quote $6,S00 and pay mJr own ex-
penses. The psychological posture was much
more appealing and positive than the other
gny's "balt and svrrltch."
Sure, some months I'd, lose a few bucks on
the deal, because my expenses would exceed
$l,5OO. But some months, I'd on$r spend
$soO-t,ooo, so it averaged out oK.
Far more tmporbant though, was the fac'b
that because my clients didn't feel that I was
messlng with them, they would stay wlth me
forever, unlike my'bait and switchn frlend,
who went througih clients about as fast as he
would tack on hls expenses, Just llke the hotel
that acts llke you have no value to them.
You wouldn't mlnd payrng a blt more for ,
the room and beiag pampered and acknowl-
edged.'
Thls seemlngly simple lesson could mal<e
you a fortune.
Wtren I was tn radio ad.vertlsiag, I learrred.
the unca.nny power of "pb,cking a^rld packag-
lng."
Instead of merely selling "spots" (radto
commerclals) for so many dollars apiece, my
station on\r sold packages. Not ongr dtd our
papkages contain bulk spot*50, l,0O or IEO
commerrclals-we added ri'iscount prlces for the
adverti,ser to buy a package to gtve thelr sus-
tomers, and trips that they could award to
tbeir top sales person, a.nd/or ilckets to enter.
talnment or sporbtng events.
Alt the costs of the prizes,/trips and flckets
were ln the "package" pricej
But the a.dvertlsers felt they were gettlxg a,
heck of a value.
Perceptlonl ,
People respond to perception more than
actuallty.
 .l
I
Packaglng can turrr negatlves lnto market-
- lng postltlves.
When you get a dtsappotnung marketlng
result, add lncredible percelved values to the
package and don't lose money ln ffre prccess.
More often than not, when you "package,' your
average sale, proflt goes UD. UzualJy only
some of your sustomert vtrill use all the benefits
they a.re entltied to. So you ma,ke vrindfall
profits Just for maklrrg people feel they are
more lmportant to you than to your compeil-
tlon.
Now, back to my markeilng vacailon;
In Washlrgton, D.C., I bought a brand-new
Corvetbe converttble.
What a sad. experience.
il Ftrst of all, the dealers all had "funn;r
.ri
moneyn-lnflated dealer add-ons, super
marked-up stlckers etc., showlng the cars to be
I
I
worbh $4O,OOO at retall.
I knew the retall prlce was about $O6,000,
but none of, the dealers would admlt lt; so we
lost alm,ost one-half dayJust getting withln
sra,nge' of a reasclnable prlce,
which was
frrrstrati:rg and unnecessaqr.
Finally-after four tedlous hours of pseudo
price cuttlng-he dealen mlraculouslSr ce.me
down to $SE,OOO
I knew four. hours earller I would pay
$3e,5OO and no more.
Had the dealer sald going Ln, "Our best prtce
ls X" lnstead of gojng firrough tJre wa^sted mo-
tions, hls salesman could have sold one, two or
perhaps three mor€ cars ttrat day.
But, that's not the real fasclnation with the
story.
After agl,eeing on $6a,BOO, I asked the
salesman what options I could add, maklng the
poi:et that I loved g,eat stereos, a^nd wanted an
a1arm.
He sald, "Absolutely nothlng.n The car had.
all the equlpment you could put on lt, the
stereo was the best one m&de, and the car
4
c8.me with a fabulous a1arm.
I l,ater found. out the salesma^n had. never Ir
hls one-year career sold a Corvette.
The dealer had not found lt necessary to
e:rplaln the complexitles and interworklngs of
this automobile to m3r salesman.
Bellevlng the salesman, I took the suppos-
ed\r 'firliy loaded" car "a.s ls" $Athout flghilng
the gtry to add anythlng.
When I got home, I found out I could. have
added a 4oo-watt stereo at $6,000; a fabulous
1flrition-killing/motlon-sensltlve, dl€ttal, mlcro
alarm system at $t,5OO; a rally pack, lnclud-
tng heary-duty suspenslon, brakes, a spollen
eqha,ncer and special shock absorbers for
$5,OOO more...and speclal poltshed alloy coated
wheels at $3,OOO.
The total ad.d-ons I would have gone for,,
gllve br taJ<e some reasonable price negoilatlon,
were about $I1,OOO. On accessor,les, the
dealershlp makes 5O to 75%. Even fastoring ln
some discountlng for negotlatlon, the dealer
walked away from $5,OOO to $4,SOO tn pure
crearrunmrnmrny profitJust because lt falled to
take the time to properlJr educate the selesman.
There's more to the story.
I was worki::g when the car was rea$r for
dellverXl, so I sent my friend to pick lt up. The
crapk salesma,n didn't walk my frlend through
the car or check lt out hlmsetf.
'W,hen I got the car, the top didr:.'t work.
The car was overheailng, because somethlng
was wrcng with both tJ:e cooler module ar]d the
temperature gauge, and we didn't know when
to change the oil. (IMe were going actoss
county.) I had to look it up in the manual.
What temperature should the water and o11n:n
at? What oil-pressure level was sa.fe? If the
dealer knew he dldn't tell the salesman, and lf
the salesman knew he kept lt a secret from us.
The point Ls that tJrls was the most experrslve
domestlc car you could buyl
The dealershlp passed up $5,OOO to $?,600
proflt for four hours of needless tlme wa,sttng.
The salesman told me uoff the record," that
 YOUR MARKETING GENIUS AT WORK
he was on$r dolng thts until he made enough
money to open up a Panamanian restaurant'
And no one saw flt to servlce us after the
sale.
fhls all-too-frequent failure to offer post-
sale servlce ls a horrendous mlstake, and
represents a wonderful opportunity.
I wiU probably on$r trad'e the car for a
Porsche convertlble or a Mercedes, because the
CherSr d.ealer dldn't imbue my Corvette with
value, quality a^nd intangible benefits.
No one took the tihe to show me wlry it ls a
good or gleat car. I was just a disposable piece
of meat to squeeze the money out of and tbrow
ar/ay. I'vs had a sour taste about my Corvette
from day one. Here's what I would have done'
Flrst of a'Il-a.nd read thls sentence over
once, twlce, t'hrice, if you know what's good for
your buslness.
I wouldn't, keep salespeople who aren't
thorough\r versed Ir the entire performa;nce'
construction, maintenance, service and quaiity
characteristics of mlr product or servlce.
AndI'd. see to lt that they believed in it
ard.ently.
If they didn't, I'd elther terminate tJrem-if
Lbelteved ln my produst{R lmprove or re-
pl,ace m5r pncduct or sertrlce until lt was wortlSr
of their zupPort.
If someone wanted to know about a Cor-
vette, I'd make absolute$r cerbaln that my
salesman could ta.he the prnspect on an lntelli-
gent and fascinattng produstJourney' during
whlch a1l the features would be duly explai:red
a,nd demonstrated.
Remember what Cl,aude Hopklns said' about
the importance of a good demonstration?
I'd show the eng!:re and explain how much
more power{ula,nd dependable the turbo-
powered englne wa.s.
I'd teU them about the 8,OOO gruellng tests
it musb pass vrrith a perfect I0O score before it
ls shipped out to the dealer.
5
I'd tell them about the seven coats of
enamel that are genUy but even$r baked on
their Corvettes over tbree solld days
I'd demonstrate the fascinati:rg digltat
computerized dash panel and tell them a pow-
erful computer not onl;r monltols ever1r crltical
functlon, but signals aqy abnormality on a
warning dfsplay panel, and how lf the problem
threatens the safeby or funstionlng of the car'
the computer automatlcally shuts it off.
I'd tell about the fabulous redunda,ncy
systems not dlssimllar to gleat airllne Jets'
I'd. expiain carefully the optimal tempera-
ture ranges, rpm, pressur€s and settln€s.
I'd. walk the sustomer through taldng the
top down, putting it up, opening and closln€lthe
hood, turnln$ on the ll$hts, etc.
I'd check the oll and water gauges' then go
for a drlve vrith you and make sure you loved
your Corvette.
I'd. drive you to the gas station and' fill up -
the tank out of 1oy pocket. Thls geshre is
vory, very imPortant.
That evenlng, I would call to be sure you
were still lOO% haPPY.
I'd follow-up'one week, four weeks and slx
months later.
.
I'd mandate thls for eveqr salesma,n.
Ilerein lies another marketlng probiem.
Most business owners don't ma,ndate spe-
cific procedural conduct from their saiespeople.
.They seem to feel that, maybe the salesmen
will do lt<r maybe they won't{ut as long as
we gei sales, who cares?
The owner should care because it wiU cost
him big. That Chev5r dealer lost ar5r repeat
buslness. I'1I never buy a,notlter Corvette.
He also lost $5,OOo of add-on profit simP=-
because he dldn't insist hls salesmen be totaily
vensed tn the options available for a Corvette.
 YOUR MARKETING GENIUS AT WORK
And slnce he dldn't c&use his salesman to
lnbue Bg Corvetbe with value on ellte worth,
I'm a,n:dous to trade lt for somethlng people dq
rcspest.
Re€Frdless of what you sell, at the tlme of
dellvery on perform&nce, make absolute$r
certaln that your sustomer feels he got a soUd
value: with quality or savlngls they can long be
proud of.
And most lmportant, mal<e that gustomer
feel spectal.
Now, on to my vapatlon marketing experi-
ences.
Ibom'Washlnglotr, Dg friend and I were off
apross the country.
Our obJectlve? To observe marketln6! faux
paus and coups for thls month's report.
Ilere are some of the irnporta,nt tilngs we
-- exper{enced-
f .) fn Wheellng, T\rest Vlrglnla, we stopped
fon gas, food a,nd relief at a famllSr-owned tn ck
.i stop. AII the klds of famllres filling up wittr
.:';' ;
gasollne got free tubs of fresh popcorn. There
was moutJrwasb and aftersbave ln the
restrcoms. In the rgstaurant, there was a
deughtfilry g'egarrous waltress. I asked spe-
clflca\y for a doubl+slaed chef's salad, expect'
lnEl a single one to be qulte small, glven the
modest price. My waltress nlce\r, but fiml5r,
refused m3r offer to pay double, saSrlng she
oould add extra meats and cheese for $€ mor€,
but that I wouldn't be able to eat lt all.
She was dght. I loved the place. 8o, ap-
parent\r, dld load.s of other people, who regu-
la,rly frequented tJre place. I found servlce and
a.cknowledgment. They took plenty of ti:m.e to
teU us all the speclals and charnlngly helped
us to feel lmporta,nt.
Later, we stopped at another place where
we walted near\y IO mtnutes to get seated,
-though the entlrs restaurant had only flve
gustomers. It took another 10 mlnutes to get
a waltless, although tJrere were three to senre
flve crrstomers. YVben she flnally arrlved we
6
asked for the speclal on tbe menu, and she
dldn't even know lf lt was avallable.
It took her ten mlnutes to walk 35 feet lnto
the bapk ldtshen and return wlth a yes answet.
We Just ordened coffee and left.
These two sequences resurred all a,cross the
country.
Ttrere were the supepglaplous-alweys
acknowled€lng+xtra benefit/vaiue -or{ented
tnrck stops pacldng them tr and the aloof,
condescendlng places barely ektng out a llvlng.
The entire transactlon prccess entall,s
marketlng. tr'or ma;$r buslresses, your best
marketlng prcgla.m ls to oversenrlce the heck
out of the client/sustomer. Always glve them
more than they expect. Care for them ln
worxls and deed. After the servlce has been
rendered, serve some mone. Surpr{ses malte
for dellghted repeat sustomers a,nd a sptrallng
clrcle of fat, contlnuous proflts.
Say thank you and mean lt.
HOTELS
fhe worst hotel-ln my opinion was the
most expenslve, the "Bla.nk" 1n Washlngfton,
D.C.-$5?5 a day.
When I checked ln, no one asked how they
could ser\re or help me. In the room, there's
no fmlt, wine or welcome gift, on15r a ba.r
where eveqrbhing costs y9u $5 to $45.
I woke up and called for a newqpaper
(remember, r'm paylng $gfs to sleep in thig
room). They bring it a,nd charge me $t.SO-
pius tipl I went to work out i:r the grm, so
tbey charEe me $tO. They charged me $tO to
park the Conretbe.
I felt emotlonally vtolated and ftnanclallSr
plundered.
fhen there was thl,s wonderful clay Abra-
Ir Indianapolis-Embassy
ham-tJrpe hotel
Suites.
Every room ln the hotel ls a beautlful twe'
 YOUH MARKETING GENIUS AT WORK
room sulte. Cost-a modest $87.
When you check i:t, there's an lnvitlng
basket of apples offered as refreshment from
yourJourney. AIl movles are fr€e' In the
mornlng, there's a chef In the courtlrard mak-
lng fresh "to-order" breal<fast: eggs' sausage'
bacon, Julce, coffee, all ft€e, compllments of the
ma,nagement.
t
I
NewspaPers? Free, of course.
I
i At 5:OO p.m., soft drinks, wine or beer are
on the house until 7:5O P.m.
How do you thlnk Embassy Suites is doing
compared to the bad example that charges for
everybhfng?
Fabulous!
I had car trouble on the road...in Washing-
ton... in Co1umbus...ln Indiana ...and ln Hous-
ton. Let me tell you about lt. You'llflnd some
fasctnating marketln€ lessons.
Flrst, in T/ashinglon, D.C. on Frid'ay eve-
ning at 6:50, the Corvette stopped right in the
middle of traffic. Dead as a doornall.
We gglod to get tJ:e car back to our
stll
hotel-you remember, the one that charged us
$16 to park?
I catled our "crack" salesman-the guy that
didn't test drive the car, let' alone know argr-
thing about its performance. He'd left for the
day. After all, he'd made bis bi€;hlt for the
montJr by selJrng me the Corvette.
I asked for the ma,nager, who, turrred out to
be rather nlce. It wa^s, he potnted out, after
serr/lce hours. Also, 1t was tr'riday nlght and
servlce dldn't open untll MondaY.
I'd pla.nned to leave that night, and pqtnted
out that I'dJust spent $ge,5OO and didn't plan
on staJrlng another nlght 1n my $gZS (plus tur)
hotel suite.
He sent a tow tnrck to my hotel, picked up
the car, brought it back and found a mechanlc
stiU han€lng around. He calied me to repoft
that I had a rcatly big problem: The fuel-
7
l.nJecblon module was broken.
I suggested that I dldn't have a problem-hE
did.
Either he would bri:rg ln a mecha,nlc on
Saturda,Sr and repair the car or glve me a
dtffercnt Corvette or pay my hotel $gZe a day
until the car was rePaired.
He chose to get the mechanlc on Saturday.
He actuall5r was moderately concerned and
somewhat servlce-orlented.
I finally got on the road. and a^s far as
Columbus, Ohlo, when the brakes went out.
At IO:OO F.D., of course.
We stayed. overnight in a Columbus Ma;rriott
where I exPlained mY dlIemma.
To their smart marketing credlt (they must
have known I was going to plug tJrelr condust
in this issue), they glacious[r told me to take
the latest "Iate" check-out I needed.
I was pleased to be lmporlant to the UarrJ
ott. Then I went to the local Columbus Chev-
mlet deater and exOlalnld my dligmma. .
'q
They had no compasslon whatsoever that I
was caught halfway across the country with .
mechanlcal problems.
' They wouldn't even look at my car until
4:OO p.m. that afternoon. If it needed parbs, it
miglxt take three or four days, they sald.
I called Chevrclet ln Detrolt-to their credlt, I
found they have a ?4-hour customer-service
line for angr Cherrnrlet owner with problems or
questions.
i
They not onlJr empathtzed with me, they
phoned the dealer and exerted adequate enough
pressure to get my car repalred rtght away.
The deaJer grudgbgly flxed my car.
Here's the markettn€ Point:
A)
The Dealer was only hterested tn loca-
customers, whlch ls, I suppose, understandable,
 YOUR MARKETING GENIUS AT WORK

but they aren't wllUng to voluntar{ly extend Keep a set ln the car when you're drlvlng
themselves fon an out-of-towner tn dlstress. and llstenlng to the radlo.

B) Cherrrolet has a toll-free hotllne selvlce Keep them handy at home or'ln the offlce.
center.for people llks me, but no one told me.
The dealer who sold the car to me dldn't. fire Every tlme you see or hear somethlng that
I
I salesxos,n who knemr I was golng to travel cross trritat€s you, a^gsume that lt lrd.tates the heck
I country dldn't. Non was lt readtJy apparent tn out of most everybody else andJot lt down. To
remed;r thls problem or lts equlvalent ln your
I
I
the owner's manual. I found out ody b5r
lndustry can lift your buslness head and shoul-
i
i accldent when I was mad enough to call De-
I trcli. ders above your competltors.
When you see a buslness that truly stands
I
I

out, ask yourself- What dtstlngulshes that

I
i Very few people understand the critlcal
t
I
need fon comrrlon serue, a genulne concern for flrm's performance from lts competltors?
I the well befng and satlsfaction of the customer;
I fsp g s6tnmtttrlent to gervlce abovea,nd-beyond Once you ftnd an answer, record lt, then
,I
I
that whlch Ls ocpected; and the ability to both empioy that sa,me technlque ln your buslness.
'I
verballze and demonstrate to the customer that
I
he ls truty speclal. That ls reallgr all you need Here is my suggested worksheet:
ii to galn markeung domlnance.
Things I can't stand ln other buslnesses.
't
* **lt

lGrat I would do if I were ln that buslness

:' Before I take on a cllent-I stop and look at to overcome that problem?
':,, everXrtNng about that industry that could gripe,
,! ^ frustrate or lmltate a potential customer. How I can adaot the posltlve side of that
ne€ative observatlon over to my busineqs.
I ask people what lrritates them. I trlr
lnternallzlng thg same probiems so I can expe- Thlngs flrms do that impress me.
,' rlence the customer'g fnrstratlon when I create
. my cllent's marketing How I can adaqF that technique lnto my
., I wrlte down on paper precisely what agga- business's marketln{ ogeration?
:i vatin€lproblems I want m3r cllent to prtmise to
t ', cornec'lrall the probtreru someone could have Terrible ads I've seen.
who seeks out my cllent's product or gervlce.
,. ;,
EIow qould they be lmproved?
i I then examlne companies in my cllent'g
' field who are dolng thfngs right by addresslng 'What salesman/woman has lmpressed me-
one or more of the pnoblems on my list. how and whv?
j I look at a lot of dlfferent lndustrler EIow can I edaDt that nositlve lmgressien to
i looklng for the undlsputable wtnners ln each mv marketinf
fieId.
TVhat turnoffs have I been subjected. to by
Wtty? salespeople?

Because many success-bullding technlques How eould that negative be converted to a

'-i! that work for one firm ln one lndustry arc oositlve?
adaptable to others. In fact, mogt are useful.
'.rij
,,i I've prcpared a zuggested worksheet to
- modlfy or add to. Prepare equlvatent worksheets for radlo,
T.V., newspapers and dlnest mall and then
Cany lt with you aII day. fonce yourself to go through it regularly.

I
 YOUR MARKETTNG GENIUS AT WORK
Fbequent$r and systematlcally revlew thls
data, to ldentify marketlng elements that ca.n
be lncorporated lnto y9t13 buslness operatlon.
Take the necessary actions to test the
effestlveness of these elements ln enhanclng
your rn arketlng pr€glam mlng.
Whlle dolng alIthls, remember what I've
.l taught you about U.S.P.
' than a few clients have gotten their heads
If asked to reclte ln a tlght, concise, compel-
ltng 6O words or less, the Unlque Beitlng Propc
sition thelr firm offers, that €loes above and
beyond al} their competltors, most buslness
owners would go btank.
ff can't lrnmediate\r, ciearly articul,ate
yg11
one or many unique sales appeals, how do you
e:qpect your customers to percelve it?
Indinecb\r, tltts sectlon was really about how
to imBrove, expand or sreate s. g6mpe1lin$
U.g.P. to ma,ke your flrrn lnvi:rcibIe.
It really works. Tty the techniques. Inte-
grate them lnto the fabrlc of JIAuI markethg
and obsenre the lmpact. It wiU anazs you.
PART II
Is your buslness ln trouble?
Before you say "non<onslder thls:
Ninety-nlne out of I0O business I look at
are not optimlzing their marketlng dollars.
Ninety-flve out of IOO buslnesses have no
or a poor$r articulated U.B.P.
T Nlnety-elght out of IOO business never test,
'l analtrze, quantlfy or extrapolate the effectlve-
ness or net wofth of thelr markettn$
t: Alm.ost no companles redeploy thelr mar'
ke[n€ a.ssets, cross sell or Joint venhre to
i; thetn customers or prcspects.
And tJrat's Just on tJrs marketlng slde.
IIaJf of the companies I look at have lousy
cash flow.
10% have no cash flow.
Most are in serlous uconcept trouble.'
I've been able io help a.lmost everyone who
comes to me for stratesc marketlng.
In the long nrn, the on\r endurlng success
I've had ha^s been based on selling a super{or
value, product ol servlce, a,nd puttin€ the
sustomer ahead of the company. But more
above w&ter, tha,nks to the help of these thort
Term. "Qulck Flx" Technlques I'm about to
share vrith you. It bought them tlme to bulld a
more enduring foundatlon.
Each tactlc is slmple to lmplement.
AII are forthri€ht, honorable and fatr to the
gustomer.
gvery boncbpt ls adaptable to angr tSpe of
business troaglnable
Qrrtck Flx #l. A pure sa.le
The only sales that reaily work requlre a
rational Justiflcatlon for the prlce redustlon.
l\rrthermore, anJr price reductlon must be
validated aga,inst the standard price. AJso,
som€ added benefit, bonuS or exLended advan-
tagie, ln addltion to the pure pr{ce redustlon
seems to have a ma,Jor'lmpact on the success of
a sa1e. Headllnes, calls to actlon, and llmg
llmitations are also cr{tlca$r lmportant
Let me illustrate.
To sa,Jr mere\r that somethlng ls on sale at
6O% off or,5096 off ls a.Imost meanlngless,
when everyone makes & usale" thelr standerd
operatln€f procedure.
Your. yalue must be tnrly appeating.
Staft off your ad., mailing plece, telephone
call or sdtes pitch wittr a headllne, or lts venbal-
ized equivalent that conveys qulckl3r, clear$r
and competUngly the excitlrg essence of your
offe.".
For example:
 YOUR MARKETING GENIUS AT WORK

buslnesses.
DrJ clern|n g for tbe nert tJrlrtJr days onlSr at
i one ha.lf tlre Drlce cJrar$edby anotber dry Air condltletlrn€ lnstalled tn any trouse for $gE
i cleanen less tlren Sears clrar€tes, wlth hrlce
l
j
I

' &eguerantee.
h OB
OB
Dr5rclean gults ttratnormally cost $ 10.00 for
Just${.S8 eac.h. Our top-of-the-llne washer-aad-dr5rer conblaa-
tlon, reglularly $ 1r95O a set, ls on sale for 6o0/o
OB less tJran Montglomery Ward clrargelr for lts
bottom_of_the-ltne.
Dry clernlng for our cost,
pfug $f.OODergamenL @
OB A $3,Ooo sofa forJust $6es.

Welll ifrXr cfeen three sults for tbe prlce most @

dr5r cteaners charge for oae.
$a,uOO braees oDIy $680, wltlrterasup to EO
OB noathg lnterest free. And no money dowa,
1i
etther.
Helll launder a dozea shlrts or blouses, Dresseal
and starched foldled, or on lrargers forJust 39 C @
each-lnlots of 18.
Glveus a4 analtlre pr{ce rtroDs 1986 38" remote control stereo T.V. wttJr
to ag.g0 ashftt. stand, !t$ sftrnnel, cable functlonal. On gale at
1 978 black-and-whlte grlces.

OB
OB
Two blouses cleaned free wltJr ever5r blouse you
brtngus. $ f OO rllnnsl fsl
hnro, complete wlth two botiles
of erpeaslve Frenclr lXlanpagne. rlust $89,
OB before ?:3O, weehlghts. Only $39 onweek-
enrls.
Trousers or slrlrts cleaned forJust
49C apoun& G
OB $4,OOO ort$nal-art pr"l.nts by world.-famous
Europer n sutreafist efoe Blow, s-htpped tnsur€E
I(tZ (Xeaners ctrar€tes $S to clean e sutt. Just $ f gB plus a smau handllng chargJe.
ABG Gleaaers cbarges $?.98. OB

QRS Greaners gets $rO. $ fOO-an-l,ourservlce catrsjust $89, Uyou

tle Bltc Eotel htts 5rou for $ f a. WeU clean any
nrtt (lnclurrrng three-plece sufts) forJust $g.g8
eac,lr. And, san€-dlay servlce for no extra
charge.
You,probab)y sta,rt to get the ldea.
Let's app\r the prlnciple to some other
sclredule w S4hours ln advance.
A few more examnles:
Srrfmmhgpools for 4O0/o less tlrsn the prlce tlre
two blgfglest Dool comDanles are chargltng.
Double Ore gluaraatee and. $lrOOO ln ertnas,
free.
AB

lo
 YOUR MARKETING GENIUS AT WORK
$ tarOOO ford Taunrg gedrn $-.fulry loaded,
wttb $grOOO tnfactoryoptions: $8'OOO h
dealer 3.add-onst; a three-5rear ertsaded, war-
rarty (ruorth $ I'OOO nore); anrf a certtftcate
worth t5O gauons of gas-all torJust $ f g,98O
dellveredr lnctudtn€ sales tar aad ltcenslng.
For t'lre nert ttrrree da5rs onl5r.
I could go on and on.
Flrst, you state the blg sale, lllustratln€f the
supneme pr{celvalue relationshlp as com-
pelllngty as posslble, ln order to get the proper
prospect's attentlon so they'll want to hear
morel
Once you get their lnterest, then you must
glve them a solld, beUevable, plauslble ratlonale
for why you're offering such a preferentlal
price<ne that no one else is offerlng.
Then, you must re-estp.bllsh the credibiltty
of your price as a solld value by educati:rg the
pncspect about the pricing strnrcture 1n the
lndustry.
Reasons for €lving such preferential prices
might be as follows:
uOul buslness peaks ln the wlnter and ts
busy all spdng, but come surrrmer, our busi-
ness ordina,rily drcps 70% and doesn't pick up
until October t5th. Until then, we operate at
less than I/8 ot our capacity. Yet my rent and
overhead remalns constant. I usua$r lose
$I,OOO a week aII summer, or f have to lay off
one half of my loyal sta,ff, a1l of whom have
fg,mlllgg.
Thl,s year I've declded to malrtaln volume
by offering our uwidgets" for the next two
montJts for half our nornal spring and fall
prices, so I ca,n keep my staff together. Thts
saves $g.sg per wldget. It's also 6O% less
tha.n Joe Blow charges for bls wldgets and 48%
less than Tom's Widget House.
Next Fall, not on\r wlll our widgets be back
at nsgular prlces, but we'r.e expestlng a ma,rru-
fasturing prlce lncrease of more than e8%.
Based on that antlclpated prlce, this offer
saves you 8O% but is only good on wid€et
purchases thnru€h September lbth.
1I
After that we go back to the o1d prlces.rt --
Anothen ratlonale mtght be the raw tmth:
'trbanklgr, our bustness ls terrlble trate[r. 8o
our competltor's busi:resg. But we don't
i,s
have to $rorrJr about thelr pa.1nnll, overhead
and accounts payable. We have to worrlr a,bout
our own.
'We
don't lsrow tf buslness will lmprwe or
not, but we do know that we have a ton of
paid-for lnventory gathertng dust on our
shelves, and a bunch of skllled, hlghly pald
lnstallers sltting around doing nothtng.
I'd rather have part of my cash bapk than
have to keep reachlng into my pocket to subsl-
r11?e a losing operatlon, at least untll we can
declde whether to close down, chang€ locatlon
or concentrate on a more speclall-ed a^nd
limlted market.
So begtrurlng now and through the ead of
August, we'II sell all oun present pald'for
lnventoqr at our real cost.
Not our normal rctall prlce, but our real
dealer'g cost of purchase.
NotJust 50, 40, or SOei off the norm.al
price, but in some cases, L/4t}:e normal selling
price. In other ca,ses, lt's 1/5.
If ttris works, we'll pay for
$5OO,OOO of tJre
overhead we'd normal$r have to subsldlze atl
suurmer.
Stated another way-5rou'll save us b€,lf a
milllon dollars."
Etc., etc.
oa:
uWe're willitrg to lose money
on you to get
your buslness away fncm our competltors.
I{ere's our propositlon...
Gtve us the buslness you would have g[ven
to Sea.rs or Ttlards, and we'll cha,rge you 4096
less than both of them are cur"enUy quotlng
 YOUR MARKETING GENIUS AT WORK
over ttre phone.
That's an out-of-pocket loss of $10 to $SOO
per wldget. But we're wllling to suffer the loss
tn tJre hope that you'll come back again and
a€aln at regUlar pr'lces. Also, Tre'Il reduce our
lnventory, whlch frees up cash we can use to
buy more pr.oducts we can sell to you ln the
futurp."
Elbc., etc.
AB
"We want to flnd out preci,sely what effest
price acbuallsr has on your motlvation to buy
.our vrridgets.
8o we devlsed a daring, month-long experi-
ment.
We declded. to sut profits by 95%.
That's a real price cut; 38% lower than ar5r
otJrer wldget company l:n New York ctrrrently
charges for vrrldgets.
tr?ank\r, we can elther make or lose a ton
of money on this dar{ng experlment.
If we're right, and our volume sl$rrockets,
we'U be able to buy larger lots at a lower cost
per unit, and we'll mal<e m6re money.
If we're rrong-xre'll lose our shirts.
But I suppose rlsk ls the price you pay for
the cha,nce to make a bundle.
However, tO partlally]lrntt 9u1r'isk tf we
guessed wr€ng, we're Umitlng thi,s offer to the
flrst I,OOO sustomers.
After that, prlces go back up to the old
IOO% ma,r'lmp level.
AJso, the offer e:rplres on August 38th at
l3:OO mldnlght.'
Qulck Ftlx #2. The Advance Sale.
If your buslness lends ltself to it and you
have some consumable or repurrhasable prod-
ugt or servlce, you ca^rr sell advance udts at
prefercntl,al prlces.
I8
A servlce buslness could offer a one, three,
or flve-year on llfetlme prlce guarantee fon
regular or emergency senrlce at a prepaid
dlscounted fee right now.
A restaurant might offer a prepaid flxed
number of lunches or dlnners at a dlscounted
advance price.
A llquor store might offer a bottle of wine
ever3l week for the next 58 weeks for an
advarrce paSrment now, addlng a set of wine
glasses, a corkscrew and an lce bucket.
A dry clea^ner might offer a year's unlm-
ited dry cleaning with a sttpul,ated ma:rirnum
number of garments for a one-time advance
paSment.
Accountants, doctors, dentists a,nd. otJrer
uprofesslonals" mlght offer an entjre year or
ufamlly" of professlonal services for a flat
adva.rrce fee.
Dltto, pet, shops, for d.og food, blrd seed, etc.
Regulator1r restrictions penmittlng, broker-
age flrms could charge a onstlme-on$r, up
front brokerage fee for unllmited trades for a
year. The slqr's li-terally [hs ljmlfi.
Obviously, this concept ls most pracblcal for
flrms ln soft-doll,ar or ulntanglble" products and
servlces with big markets.
About haJf the time this concept produces
real net proflts. The other half of the the the
offers of this one-shot deal lose money down
the llne dellvering the service or product.
But the idea always produces tons of front-
end cash flow.
There are also interestlng tan advantages,
slnce you have an unfulfilled service obllgation.
Gheck vrrlth your accountant, but there are
ways to temporarily shelter a lot of the lncome
am adva,nce sale produces; lf you use the ac-
cnral method of accountlng.
Other twists to the advance offer are extra
bonuses and benefits, snch as accompa,nlments
llke the goblets a.nd wlne.
 YOUR MARKETING GENIUS AT WORK
AIso lt Ls essentla.I that ar5rone uslng thls
" cr'eamn promotlonal technlque Judlclously set
aBart a good chunk of the proceeds to develop
better long-term ma.r'ketlng to ensure futurt
operatlons
Thls concept produces so'much front'end
cesh flow when sklllfully used that I Umlt ttds
concept to cllents I feel wlllJudlclously utlllze
the money to bulld their buslnesses.
Thls approach Ls a sure-ftre cash-flow
generator.
Quick tr''tx #5.
The Affinitlr
Discount tvvist.
Slmpty stated, ttrls approach has you offer.
lng a finlte numben of people tJre chance to Join
a speclal club or assoclatlon wlthln your total
gugtomer ranks.
Fol a ons'ttne or annual fee, all memberg
get the opportunlty to punchase at a slgnificant
dtscount over regular customers. They also get
advance btqrlng opportunities and notlflcatlon
on more Umited availabillty or ln-house prod-
usts and servlces.
Speclal quarter,lJr newsletters or bulletins
usuallsr are lncluded.
AJso, agaln d.ependin€ on the fee you charge
for readershlp, you might throw ln some hlgh-
percelved value @ut low cost to fulfill) bonus
ltems.
Thts ls a nlce, solld, renewable cash-flow
generator.
You also generate Substantlal ongolng cash
by maklng speclal preferentlal offers to these
members.
Qulck Flx #4. Go to yorrr Crld. Cr.stomer'.
Glo to your old customer vrrlth a speclal ttme-
dated, prl,vate offer.
Most companles have hund:reds of thou
eands of customers they ca,n ldentify. They're
elther malntalned on a malllng llst, old records,
or charge-card sllps, etc.
By puttlng together a speclal upreferred
sustomer' offer that you pass on to these
13
people b3r elther mall...mall announcement...
telephone or llve sales sa11...you can usually
reap a tremendous bounty of sales l:tr a matter
of days.
Suggested text to be used ln elther a letten
or a telephone call might follow these ltneg:
uYou are probably my (ou') most valuable
gustomer. You've purchased over and over
and over agaln from my flrn.
I appreclate repeat customerg more than
a,:ry other. Idnd. You are the real backbone of
my success.
So, rather than merety saying "Thank you,"
I prefen to do somethlng tanglble a,nd meanlng-
ful to you.
: Here's what I ca,me up vvtth...
IJust purchased 600 sllk, thre+plece Louls
clardln French Sult/Dresses ln eleganUy luxurt-
ous Chlnese sllken embroldery tbat are double
satln llned and hand-flnlshed. These sult/
dresses are eas\r retalled at $5OO each on
more (a boutique ln New York ls selllng the
sarne suits fon $gZS right now. Call me up and
I'll glve you lts name.)
But I'II let you Utw,rf to two sutt/drcsses
before I put them out on the floor for regular
sale-at only $650 each.
Plus, alterations that normalgr cost $80 arr
yours free. But you have to act now. You aJso
have to cbme to our Main Street Design gestton
a^nd ask for the suit/dresses. They're not on
dlsplay, nuroose\y
With IO,OOO customers and only 5O0 sult/
dresses to sell, I'm certaln they'll seil out fast
lf I put them on open dlspl,ay."
Etc., etc.
Get the ld.ea? I str€ngly suggest, make that
urge you to make certaln you'r€ extendlng
realty solld values lf you adopt !h;lg apprcach,
sino6, lf tt works, you'can keep golng back to
the well over and oven and over agaln.
Quick I'lx #6. .Iolnt Ventures
 I
,l
I
:
i
i
YOUR MARKETING GENIUS AT WORK
l
I
If you can't have a saJe...tf you can't sell
an advance membership...or spectral preferred
crstomer offeriags...go to a buslness who most
loglcally would beneflt by accessing your sus-
tomer or prospect and englneer aJoint venture
agt'eement, whereby you make your customers,
store, galesmen or prospects available to those
ln a sSmerglstic but noncompstitive fleld who'll
put, up all the capltal, and even sales person-
nel, lf necessaqr, for the privilege of accesslng
your sustomers and willsplit with you 5O/BO;
60/4A or whatever deal you can negotiate.
In order to "sut" or negotiate the best deal
possible, I r€commend you go to a firm with
the penspective that you've spent X 1O,OOO's
or IOO,OOO's of dollars over the last several
years bullding up your customers, good will,
etc., and that lt ls your lnvestment, ln the deat.
They get to access your llfe's work for a mod-
est 5O% of the proftts; a heck of a deal consid-
erlng your cost of fixtures, r€nt, personnel,
etc., over the years.
This is a wonderful cashless way to find a
treazure trove of profits and badgr needed. cash
flow out of a dormant asset.
It's predictably effectlvb when you have a
Umlt€d product or service t3pe business with a
stnrng customer following.
It (the joint venture appr€ach) can be mad.e
with tanglbles or lntangibles, product or service
fields as long as they're s5merglstic to your
buslness. fire slgr ls the'limit possibilitJrwise.
Qulck Flx #6. Sell Your Customer or Frosoects
for Cash.
A turist on Qulck Fix #5 ls to charge an up-
front fee for the prlvilege of accessing your
gustomer's flle.
Dependlng on how good of a salesperson
you are, you should, glven the presumption
that you have a real$r desirable customer or
prospest llst of na,mes to lend to someone eLse,
get a nlce up-front fee for everTr lead or cus-
tomer or pncspect you furnlsh.
Again, d,epending upon how adroit you are
ln the area of pensonal salesmanship, you can
make that up-front pa3rment a nonrefundable
advance with a percentage on top.
L4
Let your ethlcal greed glands nrn wild.
I know someone who regUlar1y gets a
$S,OOO advance pa5rment agalnst selest pnrfits
for enough offers. He does lOO a year. No
kiddturg.
Another ctient of mlne llcensed hls com-
pany's narne to a women's lin€erie store for a
fat up-front fee and 51% of the gross forever.
$Ihat could you do?
Quick Fix #?. Sell Licenses Of Your Technioue
To Others.
If you've developed advertislng, promotlon,
merchandislng, sales pitches or inventory-
control techniques that are superior to the
norm in the industry, you should be able to sell
a llcense to virbually hundreds of related and
unrelated firms in or outside your area.
It only requires the ability to market an
lntangible (your concept) and tmbue it wtth
value perception.
I've resold. early renewal concepts over and
over agaln, earning over $5oo,ooo for the
sarne one.
I've licensed old ads for $I5,0OO plti,t a
royalty.
I've resold mailing pieces for variable fees
and earned $3O,OOO in found money.
I've bouEht ads for $1,OOO and resold them
for $ro,ooo.
What carl you sell? My recommendatlon ls
a fee plus a percentage of the profit/sales/
savings, etc.
Quick Fix #8. Trade your oroduct on service
for. someone else's pncduct on serrrice (then
liquidate the acquired commodit5r
for cash).
Say you are a radlo station and you need
cash.
Say a local car dealer will trade a car to
you ior two tlmes the sticker value ln rad.lo
 YOUR MARKETING GENIUS AT WOHK

tlme. A $8o,0OO car costs you $4O,oOo ln

retall tlme to the car dealer.
That tlme won't be used by the dealer for
slx to 18 months. Also, lt $1111 probably cost
you less than $5,000 when ultlmately fulfilled
to provide.
You could take the car and instantly sell it
for $I4,OOO cash that you could use to pay
bllls, promote, hlre salesmen or buy equipment.
If my percentage ts too steep, tat<e thle
lgsue snd show lt to ten smart flnanclers.
AnJrone witl probably tal<e the flnanolal rlsk for
you ln return for cost plus 86%.
My 1O $rlck F'ix market recommendatlons
are verxr short-term cash-flow devlces daslgned
to generate sufflclent capltal to enable you to
adequate)y adopt a solld long-term marketlrgi
strategy I recommend and teach 1:r ruGAW.

The pobrt 1s, by tradlng a blg bulk lot of 'Warml;r,

your product or,serrrices for someone else's,
tbi:rgs regenerate at a fraction of the price- .Iay L. Abraham
you carr turn your illtquld assets llquid.

On some trla,n€ulatlon deals, you'll make a

proftt.
On others you'llJust break even or
maybe even lose a llttie.

But you'll get a bunch of cash up front and

norma\r have s:x to 66 months to pay off
your product'g or servlce's tntent fee.

rhts ls a very good way to raise money

fast.

6uick Flx #9. Go to a Nonprofit Gncun @r'ef-

erabl5r one vtrlth a blg following).

Get them to sponson a speclal purchase

nlght or event on buylng period at or through
you:'buslness whereby not only do you gtve
members of thls organlzatlon special purchase
dlscounts, but you donate a portlon of the sale
proceeds on top to thelr organlzatlon or a,r$r
charltable organization they destgnate.

A nlfty tvrist in thls ts to get the organlza-

tlon to actually pay for the cost of the practical
announcement and postage necessar5r to mall lt
out to thelr regul,ar r,eaderchip.

Thts ls a hot concept and lt works.

Qulck F'lx #1O. CaIl me up and I or someone
llke me will considen financlnE one of the last
nhe qulck-ftx coneents.
That's right, I'Il gladiy conslder putting up
all the money to flnance, provided your busl-
ness qualifies and provlded you glve me my
expefftes back off the top plus 6O%.

16