Mpi Guidebook Module 09

Master of Passive Income
Module 9 Guidebook
MPI Module 9:
Customize Your Own Optimal Revenue
Model, Strategy, and Action Plan
Key Points, Exercises,

and Assignments
MPI Module 9 – Customize Your Own Optimal Revenue Model,
Strategy, and Action Plan
Table of Contents
OVERVIEW OF MODULE 9 – CUSTOMIZE YOUR OWN OPTIMAL REVENUE MODEL,

STRATEGY, AND ACTION PLAN ........................................................................................ 3
Lessons in Module 9 .................................................................................................................................... 3
Learning Objectives .................................................................................................................................... 3
LESSON 1 – DEVELOP A CHECKLIST OF ISSUES TO CONSIDER................................... 4
Key Points for Lesson 1............................................................................................................................... 4
Exercise: Complete the Answers to the Checklist Questions................................................................ 5
LESSON 2 – HOW TO INSTANTLY MONETIZE AND PROFIT FROM THE 502 CASE
STUDIES ............................................................................................................................... 8
Key Points for Lesson 2............................................................................................................................... 8
Exercise: Analyze the Most Compelling Case Studies You Have Read .............................................. 9
LESSON 3 – ANATOMY OF GENERATING INCOME STREAMS FOR LIFE ................... 10
Key Points for Lesson 3............................................................................................................................. 10
Exercise: Identify Your Own “Deal Success Criteria” ........................................................................ 11
HOMEWORK ASSIGNMENT.............................................................................................. 13
Exercise 1: List the Key Questions Related to Your Deal ................................................................... 13
Exercise 2: Identify Case Study Strategies You Can Apply to Your Deal ....................................... 14
Exercise 3: Apply Your “Deal Success Criteria” to Your Deal.......................................................... 16
APPENDIX – TOPICS COVERED IN THE Q&A AUDIO SEGMENT.................................. 18
CAVEATS AND DISCLAIMERS ......................................................................................... 19
• Web: www.jayabraham.com • Page 2

Overview of Module 9 – Customize Your Own Optimal

Revenue Model, Strategy, and Action Plan
Lessons in Module 9
Each lesson in the list below corresponds to a specific section in the Module 9 video presentation. You can
view the entire presentation in one sitting, if desired, or, you can view or review each individual lesson by
clicking its link in the left-hand navigation pane of the video presentation window.
Lesson 1: Develop a Checklist of Issues to Consider

Lesson 2: How to Instantly Monetize and Profit from the 502 Case Studies
Lesson 3: Anatomy of Generating Income Streams for Life
Homework Assignments
Appendix: Topics Covered in the Q&A Audio Segment
Learning Objectives
As a result of completing this module, you should be able to:
1. Use a series of evaluation questionnaires to analyze the advantages and disadvantages of a potential deal,
scenario, or opportunity.
2. Customize your own “deal success criteria” checklist to assess potential deals and partners according to
standards that you define.
3. Apply key strategies from the 502 Case Studies to any selected deal, scenario, or opportunity.

Lesson 1 – Develop a Checklist of Issues to Consider

Key Points for Lesson 1
This lesson pertains to questions to ask yourself that will become a sort of checklist. The point of this process
is to help you clarify your thinking. Write down your first impression, and then think about it further on your
own later. [You can print and use the exercise worksheet below to make notes.]
1. What kinds of specific deals are you most focused on doing right now? Think about this in the context
of what you’ve learned so far. You don’t have to know exactly at this point, but think about the categories
of deals you’ve been introduced to: matchmaker, product market, reselling, and reclamation. We suggest
you start with one activity, and become proficient at that first.
2. Why are you trying to do those types of deals? It may be because it makes the most sense, would be the
safest for you, wouldn’t take much of your time, or you’re familiar with the market. But in any case, be
clear about why you want to pursue this avenue so that you’ll be motivated.
3. How much time do you realistically have available to pursue this type of activity right now? Be clear
with yourself. If you don’t know what dynamics of the area you’re pursuing, you can’t do well at it.
4. What are your greatest strengths relative to the context of the deals you’re targeting? In answering
the previous questions, ask yourself why you are doing it, and what your strengths are. Your strengths
might be that you have contacts in a certain industry, are a great salesperson, or are particularly good at
persuading others to rally behind you.
5. What relative weaknesses do you need to either avoid or compensate for? These are the areas that
aren’t your strengths. You would want to seek “Tom Sawyer School of Business” associates who are
strong in these areas to compensate for your lack of experience, knowledge, or talent.
6. What industries, activities, or categories do you want to concentrate on first, and why? For example,
you could be involved in anything from casinos to marketing to business consultations. Be logical, and be
aware that if you choose a field just because it’s exciting, it may be the worst reason. Excitement does not
equal proficiency, which is the fastest path to success. Start with the areas in which you’re the strongest
and the most proficient, so that you’ll have the greatest possible advantage.
7. What parts of the process will you personally do? Who else and what other skill sets will you need to
rely on to help you achieve your goals? Again, the Tom Sawyer School of Business can come to your
aid. You need to be able to paint a clear vision that will help others see that they can achieve their goals by
helping you — with their time, efforts, relationships, ability, and capital.
8. What transaction size do you want to target first, and why? Be realistic, based on your skill set.
Remember that you first need validation and a track record that will begin with your first transaction.

9. How will you know whether these are reasonable and realistic goals for the deal? For example, if a
business is only grossing $3,000 a month now, and you want to clear $10,000 a month from that business
relationship, your goal is not impossible under the current circumstances, but the probability is very low.
10. Who will present the offer to the business people? Will you do it, or would you need a “Tom Sawyer”
associate to do it for you? If someone else should do it, what skill sets would that person need? Would he
or she require familiarity with a particular industry, or with wholesalers or retailers, for example?
11. How will you (or an associate) present the offer? What you will you say, and how will you say it? What
kind of motivation, risk reversal, and incentives will you (or a “Tom Sawyer” associate) present?
12. What follow-up sequence will you (or an associate) use? It’s improbable that the very first time you
propose something, the other party will say “yes” on the spot. Will you (or a “Tom Sawyer” associate) use
telephone, direct mail, e-mail, or a live appointment? Will you follow up with one activity, or a series of
activities? How will you manage the closing process to ensure follow-up if you don’t do it yourself?
13. What are the key objections that you need to preemptively address or overcome? What concerns will
the people you plan to do deals with have? If you can be prepared to answer those concerns before they’re
asked, it will demonstrate that you respect, understand, and have overcome those key issues.
14. What kind of metrics will you need to realize your vision? Reverse-engineer (take apart the process to
identify) the dynamics of the potential deals to determine your numbers. For example, if you want to make
$15,000 a month from thousand-dollar deals, you will need to have 15 deals in place. If the average deal
takes three months to close, and in the beginning your success rate is only one in 10, you’ll need to target
10 x 15, or 150 deals. You (or your “Tom Sawyer” associates) must have enough time to do this. You’ll
also need an integrated follow-up series, so you’ll want to choose primarily high-probability potential
deals to pursue.
15. After answering the previous questions, begin establishing your timelines. In the above example, if
your goal is to start making $15,000 a month by three months from today, you’ll need to know exactly
what you’re trying to accomplish by what date. Reduce everything down to transactional specificity.
Directions: After viewing Lesson 1 of the video presentation, please return to complete the exercise below.
Exercise: Complete the Answers to the Checklist Questions

This exercise will help you do the “what if” analysis, identify your resources, and assess the probability of the
deal coming to fruition. Take at least 15 minutes (preferably longer) to complete the exercise below using the
worksheet provided. Take one of the deals or scenarios you’ve been considering, and begin evaluating it using
the preceding questions. [Suggestion: Refer back to the exercises in the Module 8 Homework Assignments for
a deal you have already started evaluating.]

Brief description of the deal idea:
1. What kinds of specific deals are you most focused on doing right now?
2. Why are you trying to do that type of deal?
3. How much time do you realistically have available to pursue this type of activity right now?
4. What are your greatest strengths relative to the context of the deals you’re targeting?
5. What relative weaknesses do you need to either avoid or compensate for?
6. What industries, activities, or categories do you want to concentrate on first, and why?
7. What part of the process will you personally do? Who else and what other skill sets will you
need to rely on to help you achieve your goals?

8. What size transactions do you want to target first, and why?
9. How will you know whether these are reasonable and realistic goals for the deal?
10. Who will present the offer to the business people?
11. How will you (or someone else) present it?
12. What follow-up sequence will you (or someone else) use?
13. What are the key objections you need to preemptively address or overcome?
14. What kind of metrics will you need to make your vision real?
15. What is your timeline, and what actions need to take place?

Lesson 2 – How to Instantly Monetize and Profit from the

502 Case Studies
This lesson covers how you can instantly monetize the 502 Case Studies. Select at least 20 of the case studies.
Then, one at a time, identify and write down the factors below for each one you re-review. [Make at least 20
copies of the exercise worksheet below on which to make notes]:
1. What is the key concept at work in this case study? Is it a risk reversal, a referral system, or a joint
venture, for example?
2. What are the fundamental steps and actions required to implement the concept? Most of the case
studies reveal what steps were taken to implement the idea.
3. What’s the most important thing to remember about applying this concept? What special insight
stands out the most as you read the case study?
4. In what specific industry did this deal or activity occur?
5. What related industries have similar dynamics or profiles? If they did their deal in the janitorial
business, a carpet cleaning business might be a similar application.
6. In what unrelated industries would this same concept work, if any?
7. What other spins on this concept would work? For example, what other twists, turns, embellishments,
and improvements can you think of? This process should identify the most logical industries in which to
apply these methods for generating passive income generation. To discover the possibilities, you can go
down the “food chain” to consider:
• The same industry
• The most similar related industries with the same profile
• Similar industries with the same dynamics (for example, another service business would have a similar
profile; another business with a high degree of referral potential, but with no formal referral program
would be an example of dynamics)
• A related industry with a similar profile and the same dynamics
• A different industry with a similar profile and the same dynamics

Exercise: Analyze the Most Compelling Case Studies You Have Read
Make at least 20 copies of this worksheet. Use one per case study to answer the questions discussed above.
Brief description of the case study:
1. What is the key concept at work in this case study? (Examples: risk reversal, referral system, JV)
2. What are the fundamental steps and actions required to implement the concept?
3. What’s the most important thing to remember about applying this concept?
4. In what specific industry did this deal or activity occur?
5. What related industries have similar dynamics or profiles?
6. In what unrelated industries would this same concept work, if any?
7. What other spins on this concept would work? (Similar or different profiles, dynamics, industries)

Lesson 3 – Anatomy of Generating Income Streams for Life

This lesson covers the following core ideas:
• You need to define your own deal-making criteria. As you go through the “JV Deal Finders” recorded
calls, you’ll recognize that Jay and Spike use certain criteria for evaluating their own opportunities, and
rarely stray from them. It’s important to create your own criteria for engaging in certain deals or working
with certain partners. That way, you will be very selective, and won’t pursue every potential deal you see.
• Find the right deal in the right way, at the right time, with the right people, for the right reasons. It
should be consistent with your vision and benefit everyone involved. Otherwise, it won’t be sustainable in
the long term. You might do a less-than-optimal deal on a one-time, windfall basis, but not perpetually.
The deal also must fit your criteria. If it’s inconsistent with your values, vision, or criteria, it won’t last.
That’s because your focus will change, and you won’t be able to energetically support it in the long term
since it will be incongruent with what you’re trying to accomplish.
• The concept must be scalable to have long-term, lasting potential. To make sure that the deal endures,
you must be able to validate the concept, relationship, or opportunity, and then take it to a higher level.
Even though the environment, dynamic, economy, partners, or demand for the product all may change, you
would be able to ride out the changes by adjusting the concept to fit the new parameters.
• The idea must be sustainable and something you can do repeatedly. If you can do it only once, it’s not a
sustainable lifetime deal, but rather, a one-time windfall profit situation.
• The deal must be manageable by you or someone else. So, if you are not a manager, you would need to
bring in a “Tom Sawyer” associate to help you measure, monitor, or observe what’s supposed to happen in
the process, and have it continue on an ongoing basis.
• Ideally, the rights to the deal should be transferable. Your goals may change, and if they do, you’ll want
to stay flexible so that you can transfer or give the rights to someone else, while potentially retaining an
override. Or, you could bring in other people so that the process is not entirely dependent on you.
• The deal should be replicable in another place, at another time, in another way, or with different people.
You should have the ability to duplicate it elsewhere. This allows you to flexibly adapt to fluctuations in
the environment, economy, marketplace, or situation. In this way, you’d be able to increase the scalability
and sustainability of your passive income stream.

Exercise: Identify Your Own “Deal Success Criteria”

Using the ideas in this lesson and any others of your own, identify the “deal success criteria” you can use to
evaluate your own deals and evaluate potential partners. In other words, create your own reusable checklist.
Brief description of your deal, scenario, or opportunity:
Part 1: Criteria for the deal itself

1. How scalable is it?
2. How sustainable is it?
3. How manageable is it?
4. How transferable is it?
5. How replicable is it?
6.
7.
8.
9.
10.

Part 2: Criteria for your prospective partners, clients, investors, or “Tom Sawyer” associates
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Homework Assignment
1. If you haven’t already done so in either Module 7 or 8, select at least one deal, scenario, or opportunity
that you will work with from this point forward and use in the exercises below.
2. Go through the 200-question questionnaire (The Abraham Group’s “Company Profile Questionnaire”).
Select 15–20 questions that are most relevant to the scenario(s) you’re considering. These are questions
that you would want to ask your prospective partners, prospects, or “Tom Sawyer” associates (or they
could be on the minds of any of these people). If you don’t know the answers yourself, you’ll want to find
someone who does. [Use the worksheet in Exercise 1, below to list the questions.]
3. If you haven’t done so already, complete the 15-question checklist exercise at the end of Lesson 1.
4. From the exercise you completed at the end Lesson 2 on the 502 Case Studies, consider which strategies
you could apply to your selected deal, scenario, or opportunity. [Use the worksheet in Exercise 2, below.]
5. From the exercise you completed at the end Lesson 3 on your reusable “deal success criteria” checklist,
apply the criteria to your selected deal, scenario, or opportunity. [Use the worksheet in Exercise 3, below.]
Exercise 1: List the Key Questions Related to Your Deal

As explained in #2 above, select 15–20 questions that are most relevant to the scenario(s) you’re considering,
and write them below. If you don’t know the answers yourself, identify the people who can answer them.
Key Question from the “Company Profile Questionnaire” Who Can Answer It?
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Key Question from the “Company Profile Questionnaire” Who Can Answer It?
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
Exercise 2: Identify Case Study Strategies You Can Apply to Your Deal
As explained in #4 above, from the exercise you completed in Lesson 2, consider which strategies from the
502 Case Studies you could apply to your selected deal, scenario, or opportunity.
Strategies from the 502 Case Studies that You Could Apply to Your Opportunity
1.
2.
3.
4.

Strategies from the 502 Case Studies that You Could Apply to Your Opportunity
5.
6.
7.
8.
9.
10.
11.
12.
13
14.
15.
16.

Exercise 3: Apply Your “Deal Success Criteria” to Your Deal

As explained in #5 above, from the exercise you completed at the end Lesson 3 on your “deal success criteria”
checklist, apply the completed list of criteria to your selected opportunity and any prospective partners, below.
Brief description of your deal, scenario, or opportunity:
Part 1: Criteria for the deal itself

1. How scalable is it?
2. How sustainable is it?
3. How manageable is it?
4. How transferable is it?
5. How replicable is it?
6.
7.
8.
9.
10.

Part 2: Criteria for your prospective partners, clients, investors, or “Tom Sawyer” associates
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Appendix – Topics Covered in the Q&A Audio Segment

Below are the key questions discussed in the “Participant Q&A Discussion” audio segment, toward the end
of the video presentation. This discussion centered primarily on deal-making scenarios that the participants are
considering.
1. Dan described the energy-conservation business he is working with that installs radiant barriers in people’s
attics. The company has been in business for 18 years. He is doing the marketing for someone who owns a
franchise in his state, and Dan would like to obtain the exclusive rights for a particular territory.
2. Perry would like to create a marketing-based program that will target the beauty demographic in his city
consisting of hair salons, tanning studios, and the like. He aims to invite non-competing service providers
to participate in a membership-based program through which they could market one another’s services.
3. Ken described a challenge with describing to potential clients the benefits of participating in commercial
real estate ventures. He ultimately developed the ingenious idea of creating sellable, “condominium-type”
units from a self-storage facility he owns. People can buy, sell, or rent them, such as for 1031 exchanges.
4. Leon works with pool contractors who make many recommendations to customers who don’t follow up on
them. Leon envisions forming an alliance with pool contractors and other types of complementary service
companies (such as fencing, landscaping, and pressure cleaning) to create packages of related services.
5. Linda has a product that would be an ideal match for two distribution channels, and wants to approach
them. She has already tied up some rights to the product. She also knows someone with contacts in both of
those channels, and is trying to determine how to convey to that person the benefits of working with her.
6. Mark has several kinds of potential deals to choose from, and wants general advice on selecting the best
ones to pursue first. Some opportunities seem relatively mundane, but could become relatively exciting,
such as seeking a joint venture partner to introduce “green” products into the carpet cleaning industry.
7. Dan wants advice on how to recruit “Tom Sawyer” associates to help him build out all of the marketing
functions in his radiant-barrier installation business. He is seeking the best approach to use to advertise for
and interview candidates.
8. Bill has a deal with a technology company that needs help with lead generation. He is already on retainer
specifically to do the company’s sales training. He also wants to help the company in the separate area of
generating leads, and wonders what kind of offer to make and how to present it.

Caveats and Disclaimers

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

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

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Master of Passive Income

Key Points, Exercises,

OVERVIEW OF MODULE 9 – CUSTOMIZE YOUR OWN OPTIMAL REVENUE MODEL,

• Web: www.jayabraham.com • Page 2

Overview of Module 9 – Customize Your Own Optimal

Lesson 1: Develop a Checklist of Issues to Consider

• Web: www.jayabraham.com • Page 3

Lesson 1 – Develop a Checklist of Issues to Consider

• Web: www.jayabraham.com • Page 4

Exercise: Complete the Answers to the Checklist Questions

• Web: www.jayabraham.com • Page 5

Brief description of the deal idea:

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

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

• Web: www.jayabraham.com • Page 6

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

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

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

• Web: www.jayabraham.com • Page 7

Lesson 2 – How to Instantly Monetize and Profit from the

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

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

• The same industry

• The most similar related industries with the same profile

• A related industry with a similar profile and the same dynamics

• A different industry with a similar profile and the same dynamics

• Web: www.jayabraham.com • Page 8

Brief description of the case study:

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

5. What related industries have similar dynamics or profiles?

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

• Web: www.jayabraham.com • Page 9

Lesson 3 – Anatomy of Generating Income Streams for Life

• Web: www.jayabraham.com • Page 10

Exercise: Identify Your Own “Deal Success Criteria”

Brief description of your deal, scenario, or opportunity:

Part 1: Criteria for the deal itself

2. How sustainable is it?

3. How manageable is it?

4. How transferable is it?

5. How replicable is it?

• Web: www.jayabraham.com • Page 11

• Web: www.jayabraham.com • Page 12

Exercise 1: List the Key Questions Related to Your Deal

• Web: www.jayabraham.com • Page 13

• Web: www.jayabraham.com • Page 14

• Web: www.jayabraham.com • Page 15

Exercise 3: Apply Your “Deal Success Criteria” to Your Deal

Brief description of your deal, scenario, or opportunity:

Part 1: Criteria for the deal itself

2. How sustainable is it?

3. How manageable is it?

4. How transferable is it?

5. How replicable is it?

• Web: www.jayabraham.com • Page 16

• Web: www.jayabraham.com • Page 17

Appendix – Topics Covered in the Q&A Audio Segment

• Web: www.jayabraham.com • Page 18

Caveats and Disclaimers

Do Your Own Due Diligence and Seek Professional Advice

• Web: www.jayabraham.com • Page 19

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