Business Growth Masters 3.0 Workbook - Chet Holmes

Business Growth Masters 3.0 Table of Contents Module / Tab 01

Title

Page

CD / DVD Length

BGM 3.0 Introduction Letter How To Conduct An Effective Workshop How To Take Notes

1 6

N/A N/A

How To Take Notes

7

N/A

Program Introduction – Zero to $100 Million

24:11

02

Business Secret’s of the World’s Most Effective Entrepreneurs

8

03

Time Management Secrets of Billionaires

14

28:44

04

Become a Marketing Master: The Super Strategist Wins Every Time!

17

1:22:41

05

Core Story & Basic Research Sourcing

37

1:32:34

06

The Dream 100 Sell: Plus Strategies for Gaining Clients

47

1:10:05

07

Seven Musts of Marketing: Tactics for Gaining Clients

71

1:17:30

08

How to Hire Superstar Salespeople

106

1:04:51

09

ProfitNOWtm Workshop

116

1:11:00

10

Creating the Perfect Ad No Matter What The Media

125

57:15

11

Internet Traffic and Website Strategies

140

46:30

12

Fundamentals of Web Traffic Conversion

151

1:21:47

13

Detailing & Perfecting the Sales Process

160

1:01:45

14

Integrity Based Selling

168

39:08

15

Guerrilla Public Relations

175

47:06

16

The High Art of Getting Appointments With Anyone, Part 1

185

1:04:35

17

The High Art of Getting Appointments With Anyone, Part 2

192

28:27

18

Professional Presenting Rules & Skills Training

196

1:02:00

19

Perfecting Your Follow-up: Keys to Future Success

217

28:31

20

Subconsciously Seeking Success: Goal Setting for Increasing Results

228

33:52

21

Referral Workshop

233

1:06:17

22

Prioritizing and Maximizing Your Opportunities

247

39:15

23

Tests for Modules 2, 3, 4, 6, 7, 8, 13, 16, 17, 18, 19 & 20

N/A

N/A

24

Bonus #1: The Ultimate Business Growth Plan

N/A

N/A

25

Bonus #2: Fortune 500 Audit

N/A

N/A

26

Bonus #3: 52 Workshops

N/A

N/A

© 2008 Chet Holmes International

1:40:48

Start here! Welcome to Business Growth Masters 3.0, the most comprehensive business growth training program on the market today, period! It’s your sales training program, your CEO training program (really teaches you how to be an outstanding CEO), your mgmt training program (shows how to run any company for maximum efficiency and performance), it’s your turnkey new-hire training program (every person you hire should go through this program), and it’s the program that will teach you how to be a better marketer than anyone, period. IMPORTANT NOTICE: At the end of this letter, we tell you which type of new-hire should review which programs. How to use this program: This is not an EVENT training program, where you go through the program once and forget 98% of it by the time you reach the end of it. This is designed to be used continuously as a SKILLS-BUILDING program. How do you acquire skill? Can you acquire skill from a single tennis lesson? No. You take the lesson and then you practice it and work with what you learn and then you take the lesson again. That is the design of this fantastic program. For example, let’s say you want to sharpen your selling process and you (and your staff if you have one) go through Module 13, a skill-building module on selling and creating a detailed and perfected process FOR selling. You go through it, you do all the exercises, everyone takes good notes and everyone has a good experience and learns a lot. Does that mean that you are all now a master of the sales process? No, that means that more often now, many aspects of what was covered will be thought about and even occasionally acted upon. © 2008 Chet Holmes International

BGM 3.0 Introduction -1

To get to MASTER level skills, we recommend that every 90 days you come back and go through the same exercises once again with your staff. You will be surprised at how much more you get out of a training experience the SECOND and THIRD times. If you truly want to create a master-level sales team/effort, you must revisit that module every three months at a minimum. The same is true for time management, or presenting, or marketing, or advertising, etc… each area of SKILL must be worked at. This program is designed to be used two ways: Linear and modular. If you went through the program in a linear fashion, starting with module 1 and ending with module 22, it would take you through the perfect path to growing your company (more on this below). However, it is also modular and can be accessed that way as well. Meaning, if you are hiring sales staff right now, you can go directly to that module (8) and it will give you what you need in a more surgical fashion. Or if you need to improve your selling, you can go right to that module (13) and it will help you detail and profoundly improve your selling process and systems. This program is set up like your company SHOULD be set up. Meaning, the order of the modules flow in a way that guides you on how to set up a righteous company. There are 22 modules that cover every aspect of managing, marketing and growing your company. The BEST WAY to go through the training program: The best way to go through the training program is to pretend that you just paid $8000 to attend a four-day live event to really get serious about your business. If you can, take your staff off-site and go through those modules as if you were at the live event. Do all the exercises, take great notes, keep action item lists, etc… Here’s what will happen: You will be utterly overwhelmed with insights, ideas, concepts and ways to improve every single aspect of your business. But you now know what you have. You will now know the enormous resource that is now at your disposal. You will also be able to properly prioritize based upon your individual needs. The SECOND BEST WAY to go through the program is in a linear fashion, in the order in which the modules are labeled (starting with module one and going through to the end), attempting to get through it as fast as possible. Again, we want you to know what you have, even if you can’t get to improving everything all at once. You’ll see the vast possibilities. The NEXT BEST WAY to go through the program, if you’re already overwhelmed, is to take it in bite-sized pieces as you go, learning and prioritizing according to your needs right now (as mentioned above). The ULTIMATE LESSON about the program is that it is a skill-building program for life. Chet has been doubling the sales of companies for 20 years using these strategies and tactics and is STILL improving his skills in every area covered. We hope you will commit to the same. If you do, you will be a master sales, mgmt and marketing genius compared to most companies. Most companies really don’t market, manage and sell very well. You’ll agree completely as you learn what this program has to offer.



The program can be grouped as follows:

Area 1: Foundational elements (Modules 1-5), Intro, Training, Time Mgmt, Core Story The first thing every company should do is learn the critical importance of training. But more important than knowing the critical role that training will play in the growth of your company is HOW to train, HOW OFTEN to train and the BEST WAYS to train. As you’ll see in Module 2, there’s a LOT to know about how to get you and your staff to “master level skills” in the critical areas of growing a company. Next, you learn how to run meetings (most CEO’s do not know how to have a great meeting) manage staff, brainstorm, create new and better ways of doing things, and then how to RUN a company for maximum productivity. The time mgmt module is awesome. It contains the learning curve of billionaires and should be viewed by every single person in the company. Then, before you sell, before you market, before you try to attract even a single client, you must become a master of strategy. NOT becoming a master of strategy is equivalent to being a general in a battle and deploying your troops with the words: “Go fight the enemy.” No plans, no thinking, no skills training—you’re going to get slaughtered if you run up against a strategist. A strategist does the following: • They preempt the competition at every turn. • They make offers that make your prospective buyers come to you before they even know they are going to buy. And IF they already KNOW they are going to buy, they will come to you FIRST above all your competitors. We promise this result if you master strategy. • They get up to 14 strategic objectives achieved for every single tactic. Most companies are lucky if they accomplish ONE strategic objective (making the sale is ONE strategic objective; there are up to 13 others you should look to achieve for the SAME client interaction - hence dramatically increasing your yield per move you make). This module (Super Strategies for Super Growth) changes everything for any company wise enough to master it! Not just watch it one time, but MASTER it, learn it, internalize it, systematize it. Watch it every three months and you’ll get even more out of it.

Area 2: Building your client base: GET CLIENTS (Modules 6, 7, 11, 12, 15 and 21) All of these modules are devoted to that one elusive area for most companies: How to GET CLIENTS. Most companies are lucky if they have a handful of methods to GET CLIENTS, and they aren’t terribly effective at those as it is. This program is ALL about getting more and more clients, 100 different ways of doing so and how to be more effective at it than anyone else. Master these modules and you will be the single best marketer in your field, industry, profession or area of business.



Area 3: Designing your business for long term growth (Modules 8, 9, and 20), Hiring Superstars, Profit NOW, subconsciously seeking success. These modules focus on hiring strategies and getting top producers in your business. This single initiative has helped propel more companies into fast growth than perhaps any other learning curve we could teach you (although The Dream 100 concept definitely rivals the Superstar strategy in creating huge long term growth). The “Profit Now” session is all about building the procedures that maximize profits for each activity in your business. This is taught by a man who built two companies to $100 million. It is an awesome learning curve that shows you how to make a super strong and highly profitable company. Next, learn how to subconsciously seek success with goal setting and knowing how we process and learn.

Area 4: Skills improvement (13, 14, 16, 17, 18 & 19): Detailing the Sales Process, Telephone Skills, Presenting, etc… Now it’s time to hone and polish your skills. These modules are for detailing out every single step of your sales process. So many companies leave so much up to the individual, it’s amazing they are able to keep or close any client. These skill building modules, if revisited again and again, as we recommend, will enable you to systematically master every single step in the sales process, from building rapport to the close to the follow up after the close. ALL of that should be built into a systematic machine. Consider it like teaching hand-to-hand combat BEFORE sending your troops out to war. Without this, your troops are a joke by comparison. With extensive and consistent training on these modules you will have the finest trained sales staff of anyone, period. LASTLY, Scott Hallman, the $100 million man, teaches a program (module 22) where you rank and prioritize what you should be working on first according to the best opportunities and so on. This is a fabulous session, enjoyed by all. Who to put through what training modules As recommended above, put as many staff members as possible through the entire program, doing the exercises as you go. Everyone will contribute to everyone else’s area and you’ll end up with the most unified team among all your competitors. The below refers to larger organizations or as a NEW-HIRE training program as you hire on new staff. Remember, the new hire training program you offer sets the tone for the entire employment of your staff. By having an outstanding new-hire training program, you give everyone a solid base of shared knowledge and you make the right first impression. So when you hire a new person, use the guideline below, put them through these training modules interspersed through their first few days. There are tests for the 12 competencies at the back of this manual. They are labeled accordingly to the module number with the same information. Give a module and then test them afterward. This will make a VERY good impression on new-hires.



Top mgmt should review the entire program. A manager can’t enforce, reinforce, hone and polish behavior that they themselves have not learned. Marketing staff: Module numbers: 1, 2, 3, 4, 5, 6, 7, 10, 11, 12, 15, 18, 20 and 22. Sales Staff: Module numbers: 1, 2, 3, 4, 8, 13, 14, 16, 17, 18, 19 and 20. Customer service staff: Module numbers: 1, 2, 3, 4, 8, 13, 16 (to learn about tonality on the telephone), and 20. Administrative staff: Module numbers: 1, 2, 3, 13 (to learn about building rapport with customers), 16 (to learn about tonality on the telephone), and 20. CONCLUSION: You’ve just found your way to a program that will help you become the finest run business in your market, profession or industry area. Congratulations. Your coach has been trained to do an exercise that will help you get started and help you jump right into the most important areas for YOU, RIGHT NOW. Congratulations again and welcome to the Business Growth Masters 2.0 family of business owners! Sincerely,

The Staff with Chet Holmes

NOTE: On the next two pages are one page sheets called:

• How To Conduct An Effective Workshop • How To Take Notes Implementing the ideas from these sheets can dramatically impact the speed in which you profit and grow from the ideas in this program.



How To Conduct An Effective Workshop Gets you and your staff solving problems, owning the solution they come up with, and implementing them enthusiastically. This process is to be used anytime you have any problems or issues to be resolved or improvements you need to make in your company. It gets the staff involved in the creation of the solutions and results in higher morale, enthusiasm and better and faster implementation. NOTE: If you are a one person company, take out a yellow legal pad and follow the same steps. If possible, try and find at least one other person to brainstorm with, but even if you can’t, simply going through this exercise once a week with a new topic will drive your company forward, increase your revenue, and systematizing your business tremendously. 1. Put up on the board the topic to be solved. E.G. “Things that are stopping my company from Growing” (NOTE: This should be the first workshop you do) 2. Now ask everyone in the group (if a large group split into groups of 3-5 people) to write down the things they feel are stopping the company from growing. This gets your people owning the ideas and allows everyone to benefit from your top performers and best thinkers. 3. Now write down everyone’s idea on the whiteboard or flip chart. (You may end up with 10 to 15 after eliminating the duplicates). Discuss the items as you put them up. Clarify anything that’s not clear by asking questions. (What exactly did you mean by that? How specifically would that be done? So, what you are saying is … and so on.) 4. Now get everyone to write down the top 3 ideas from the list on the board. Take a clean sheet of paper and write these down in the order of importance from 1 to 3. 5. Go around the room and ask each person (or group) for their top 3 choices and rating. Mark 3 slashes next to their #1 choice on the board, 2 slashes for #2 and one slash for their #3 choice. Repeat this with each person or group. (Your goal is to find the 3 solutions that everyone agrees are the best.) Add up the slashes and come up with the overall #1, #2 and #3 choices. 6. Each person should now think of an assignment/task to integrate the top 3 ideas into the next week’s activities. Write these down. The assignment is designed to get everyone to implement the idea that week. (NEVER proceed to new tasks without first implementing.) 7. Ask for the ideas on implementation and write them on the board. Ask the group to now take the top 3 ideas and rank them as before. (See #4 and #5 above). Select the top 3 assignments and implementation strategies and give them to the group to implement. 8. Write a memo. Include the top 3 problems, solutions and implementation strategies (include the person responsible for any action relating to implementation). Circulate this amongst all staff and file the memo in a 3-ring binder divided by tabs for workshops in each key area. 9. Next week’s meeting. Review the action and results. Discuss the newly created material: What worked, what has not and how can the various policies and procedures be improved. 10. File the memo and the notes from your review. Keep these in a 3-ring binder to be covered again the next time you review the Time Management module and this topic/problem. © 2008 Chet Holmes International


HOW TO TAKE NOTES Throughout this program, you should be taking notes. Here is an excellent way to take notes so that you think in a way where you can immediately implement ideas to grow your business. Idea Being Presented


How This Applies to My Particular Business


Module 02 Business Secret’s of the World’s Most Effective Entrepreneurs Chet Holmes © 2008 Chet Holmes International

BGM 3.0 Workbook - 8

Module 02: Business Secrets of the World’s Most Effective Entrepreneurs

This workbook works in conjunction with Module 2. Use these worksheets as directed by the speaker who is presenting this module. Answer the following questions true or false. If False, put the area to be worked on under each of the questions listed. If you are a one-person army and there is an area where you do not have hard and strict procedures, now is the time to work on the areas where that is necessary. 1) All employees perform each aspect of their job with a high degree of excellence and consistency (list areas where this is not true—Areas to be worked ON).

2) Results are somewhat predictable because training and skills are consistent. (list areas where this is not true—Areas to be worked ON).

3) Each supervisor would give a similar answer for each question or problem. (list areas where this is not true—Areas to be worked ON).




4) Each employee would give a similar answer for each question or problem. (list areas where this is not true—Areas to be worked ON).

5) Client treatment is similar, no matter who the client deals with. (list areas where this is not true—Areas to be worked ON).

6) All staff members know what is considered good performance or attitude. (list areas where this is not true—Areas to be worked ON).




Where are the weaknesses in your company? Now, let’s break down the company into impact areas: (Defined: Improving any of these areas has a positive and profitable impact on the company.) Here is a list from another CEO I worked with: 1) Outside sales 2) Inside telemarketing team 3) Marketing activities. 4) Customer service 5) CRM (Customer relationship mgmt) 6) Purchasing and suppliers. 7) Shipping and receiving 8) Inventory control 9) Accounts receivable 10) Personnel 11) Technology 12) Partner relations/vendors 13) Partner relations/affiliates 14) Export sales 15) California initiative (he had an initiative to attack a new market. What initiatives do you, should you have?) List your areas of impact: (note, salespeople, admin staff, production or middle mgmt, take this time to list YOUR greatest areas of impact if you perfected them).




Workshop: List the 3 things, if perfected, would have a massive impact on your business. 1)

2)

3)

Workshop: “What is standing in the way of making this company grow faster and run better?”




Workshop: Select one the smaller challenges you wrote down in the previous pages. Something easier to fix and write it below:

Now go back and create possible solutions for the above challenge Next pick the best solution to implement then • Prioritize the steps to implement • Look at the pain of NOT fixing it, write those down • Create the tasks required to fix. • Define requirements for the tasks if needed • Assign ownership of all the tasks • Set deadlines for test/trial. • Test your solution. • Monitor everything. • Create formal procedure. • Continue to monitor Now do this exercise for every challenge you have. © 2008 Chet Holmes International


Module 03 Time Management Secrets of Billionaires Chet Holmes



Module 03: Time Management Secrets Of Billionaires

This workbook works in conjunction with Module 3. Use these worksheets as directed by the speaker who is presenting this module. Time management exercise: Make a To Do list for your next day in the office. (Include everything you need to do) Then select the 6 most important tasks, labeling them 1-6 To Do

6 Most Important

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20.



Module 03: Time Management Secrets Of Billionaires

Now, list those six most important things you have to do on your next day in the office: Time I will dedicate to each item (in hrs / min) 1. 2. 3. 4. 5. 6.

Now estimate how much time you will dedicate to EACH item (right hand column). Now list WHEN you will do each task 8:00 8:30 9:00 9:30 10:00 10:30 11:00 11:30 12:00 12:30 1:00 1:30 2:00 2:30 3:00 3:30 4:00 4:30 5:00 5:30



Module 04 Become a Marketing Master: The Super Strategist Wins Every Time! Chet Holmes © 2008 Chet Holmes International


Module 04: Become a Marketing Master: The Super Strategist Wins Every Time!

This workbook works in conjunction with Module 4. Use these worksheets as directed by the speaker who is presenting this module. Workshop: What business are you in? (Define your business in the broadest possible sense.) What could be an ultimate benefit from doing business with you? Basic

Strategic

Broadest Possible View

Workshop: Write the title of your stadium pitch. • The title of your stadium pitch should be focused on THEM, not you. • It should be something that rivets their attention.




Workshop: 5 workshop items 1) Create three to five reasons why a client should buy from your company over one of your competitors.

2) What would preempt competitors? (gold service, bait & switch scare tactic)

3) What little extras will you do to create client loyalty, to build positive word of mouth?




4) In some cases, the company needs the strategic position; in other cases, the product or service needs strategic positioning… sometimes both the company and product/service need strategic positioning.

5) What could YOU do that would make you “most sought out for information?” This as a “hook” for driving leads/loyalty.




Workshop: Features tell, benefits sell. Describe your company in a way that has a benefit for the client

Now take a few minutes and write down as many additional benefits of dealing with you as you can. NOT features…benefits

Workshop: Shift the criteria. What’s the current criteria and what SHOULD it be? Current


New



How to Build A Core Story The Short Version The following is a succinct description of how to build a core story. However, if you've skipped the videos that describe this, you're doing yourself a great disservice. It is well laid-out on the videos, but here is a cheat sheet for those who've watched those videos. Your core story should contain the following: 1) It should begin with information of general interest to your audience. Best to start with facts that make people say “wow”. For example, we just built one for a company that sells home protection training. Their core story begins by showing how in the 1950's (days of Ozzie and Harriet), there was minor crime and almost no home invasion. The next panel jumps to a slide that shows the amazing rise in crime in America (scary, by the way). So, start your core story with information that is interesting to your target audience without, for even a second, discussing what you do and what you sell. 2) The information should then give trend, statistic or data bits after data points, all of interest to your target audience. This information should be bad news to them. You want them shaking their heads in displeasure at the myriad of challenges they face. For example, in the BGM we show a core story that shows the decline of health in our entire society. The scariest point was that male sperm count has declined 95% in potency in the past 70 years and the amount of woman infertility is up 265,000% (really scary). The human race, at this same rate of decline of fertility, will be extinct within just a few generations. This information is a direct set up for WHY this has happened and then this particular company has some very important solutions. So what trends face your industry? You'd be amazed at how powerful this can be when viewed over time. For example, if we look at sperm count today, it's just a blind figure. It's when you look at what it was in 1929 that you literally fear the distinction of modern man. For another perspective, if you look at crime over the last ten years, it's declined. But if you look at it since 1960, you see that home invasion has risen 600%. What's going on in your industry that would really motivate that buyer to take a serious look at your solution? As a side point, Empire Research Group can do this research for you. See the link at www.chetholmes.com, under my photo, one of the blue bars says how research can triple closing ratios. That will link you to Empire Research Group. Or call 888-253-6121. 3) Now that you have done a righteous set-up and have your prospect(s) salivating for a solution, you have a section that says: "Here's What You Can Do About Some Of These Challenges." If you're a construction company trying to get builders to use you over your competition, your front part might've shown the market you serve and how much building has gone on. Then it © 2008 Chet Holmes International



might've gone into costs, labor problems, laws, lawsuits, etc., all areas of pain for builders. It would then segue into some solutions; some might not directly have to do with you. So you might say: "Three Solutions One Can Pursue." And two of them are a single panel with a suggestion from articles you might've read/found during the research phase. But one of those three things says: "You Can Choose Your Partners More Carefully." And then you segue into: "The Four Things To Look For In A Construction Partner." This section is NOT a blatant pitch, but rather a section in which you "set up the buying criteria" in your favor (explained in Chet’s session on Strategy). You'd have a panel on each of the things they should look for and each is a righteous set up for you and how you go about your services. Then your final panels show how you fulfill all the criteria you just set up. This is the ONLY part where you get to present YOUR company. The other 90% of what you presented is to serve the viewer, not you. But if you've done a great job, believe me, you'll serve yourself big time. Begin with a title page that promises some wonderful educational experience: "The Five Things Everyone Should Know About Health in America." Or, "The Five Most Dangerous Trends Facing Every (your industry target here)." The second panel is titled: "Areas Covered." That's where you pre-sell like a champion. REALLY make your prospects want it. End with a summary. Two summary pages. The first one summarizes the data that leads them to your conclusion. The second one shows how your company provides the solutions. Then you have a final ending panel that is your USP, as defined in Chet’s session. Good luck. And remember, Empire can do this for you now and probably much better than most can do it themselves. Why? Because they’ve built hundreds of these and they are highly trained and efficient at it. Good luck. If you build it, they will buy! Research In order, if you really want to dominate your market, the first thing you should do is conduct research. For example, when we had a calendar company as a client, we helped them discover that their market was shrinking, hence changing their strategy from going after small gift shops to going after large chain retailers like Wal-Mart. So point one, you want to look at the size of your market over the last several decades. The United States Census Bureau keeps outstanding records of every industry. Number of units, employees and gross sales, and the data can go back into the 50’s. You get some great “wows” (explained on videos) when you look at data over several decades. Research items you’d like to know, just to make yourself an expert. 1. Size of market:




a. Annual billings for the entire industry. For example, if you’re in real estate, you want to know how many houses are sold each year and how much money is spent in this area. This positions you as an expert. So for any industry, you want to find out how many units sold, or how much spent, etc… b. You also want to find out how many brokers there are. How many people employed, etc.? c. You also want to find out how these numbers have changed over the last few decades. It is in THIS part of the research that you find the “wow’s,” as described both in “Strategy Versus Tactics” and in “Effective Presenting.” 2. Major trends? Most trade journals that cover an industry do an “annual wrap up” on the industry. What they don’t do is compare that data over the years. So if you can get ten years of that particular industry, you can find correlations that literally make your clients say “wow” out loud. We had one client where we did some research and then laid out for them all these trends that they had never noticed, even though all the data came from their trade journals that they read religiously. When you’re looking to make correlations, it changes perspective and gives you superior weapons to your competitors. 3. The bad news. Ultimately, bad news motivates much more than good news (explained in the sessions with Chet). What’s going on in your industry that’s painful? Are companies going out of business? Is competition out of control, etc.

4. You have a sense of your own industry; so can think through other areas that would be telling. What other areas are there that you’d want to research? Market data arms you over your competitors. They never stop to work ON the business and this gives you a superior advantage. Even if you’re in a retail setting, know the details, you’ll find the trends. For example, if you’re in the jewelry store business, find out how much is spent on each area, how has it changed over the years, how many jewelry stores are there, etc. Knowing your market better than your competition will give you some surprising advantages. 5. For a more detailed example of an actual research document, see: “Research Doc For Teaching.” This lists a ton of bullets that dramatically set up the “core story” this company ended up telling. A core story that had a 35% increase on their business in the first year, after several years of no increases at all.




But for now, RIGHT now, list some areas that you would like to have researched:

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

More guidance/stimulation to come.




Core Story Elements A.) Name at least five pain points that would motivate your buyers to become more interested in your products or services. Be clear, this is the step where you are trying to get their attention. Motivating them to buy ONCE you have their attention is the next step. For example, if you were selling to Foundries, you might say: “Half of all foundries have gone out of business in the past few decades. Learn why and how to avoid it.” Another example: If you were selling training programs to HR executives, you might say: “98% of all HR executives admit that they’d like to do a better job on retention. Here’s a superior method that’s totally painless.” Both of these statements, by the way, are true. To discover these things, we researched the market on behalf of our clients. This step is to force you to think through how market data might help you find the pain points that really GRAB the attention of your buyers, helping to open the doors more easily for you. This is thoroughly explained in “Strategy Versus Tactics.” At this point, we want you THINKING before you deploy. List more pain points/research items that might really grab the attention of your buyers.

1.

2.

3.

4.

5.

What measurable data, facts, comparisons, illustrations, construction, performance levels and buying criteria do you want/need to know and include? Where will you get it, i.e., research, vendors, analyzing data, etc?




B.) Name at least five pain points that would really motivate your buyers to buy faster. (The first exercise was to find ways to “grab attention.”) Now that you have their attention, how do you motivate them to take action faster?

1.

2.

3.

4.

5.

Describe, define, name the problem, challenge, question or issue for which your company, product, or service is the only viable solution. Explain why you alone can do it for them.




C.) Name at least five pain points that would motivate your buyers to buy more (this is different than faster).

1.

2.

3.

4.

5.




Name five pleasures the prospect/client should want to attain, achieve, experience or get from your product, service or company at work for them. 1.

2.

3.

4.

5.




Future pace - what it will be like when they have your product device transactionally performing in your client’s life or business. List at least five expectations. 1.

2.

3.

4.

5.




D.) Name at least 10 more things you want to (or already have) researched in order to support the previous four sections. 1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

E.) Now write a compelling title for your core story.




F.) Now outline the sections in your core story (no more than five). 1.

2.

3.

4.

5.




Complete these sentences: Write 12 headlines for your product/service/company that explains the biggest single payoff, benefit, result your product, service, company at work for a client produces/delivers. Go at it from every angle. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Write five ways your product/service adds specific, measurable benefit or value to your client. 1. 2. 3. 4. 5.




Write ten advantages you have over your competition, tangible or intangible.

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Make a list of all the specific, direct and indirect competition you have for the problem your product/service/company solves.




G.) Now tell the five things everyone should look for in a product or service like yours (without directly referencing your product or service⎯you’re setting the market’s buying criteria here, so these should be things you do that your competition doesn’t, or that they haven’t delineated. For example, if you’re a real estate broker you may find that all your competitors help guide the homeowner through the process AFTER the sale, but few real estate brokers make this part of their presentation in order to get the listing in the first place). 1. 2. 3. 4. 5.

Provide five metaphors or similes that analyze or illustrate what else having your product or service in their lives is like. 1. 2. 3. 4. 5.




2) Stadium Pitch: If we could gather all your customers in a stadium and give you an opportunity to present to them all at once, what would you say? (See “Strategy Versus Tactics” video for rules, full understanding of the concept and the “Pyramid of Buyers” concept.) Again, now you can begin to see how much stronger your stadium pitch will be when you have hard data that can rivet the attention of your audience from the start. Outline your stadium pitch. This should be much stronger now that you’ve done all these other exercises:

Now say it in a single sentence. This is your slogan/strategic position, that statement that goes under your logo every time.



Module 05 Core Story Example & Basic Resource Sourcing Chet Holmes & Craig Gaughan © 2008 Chet Holmes International


Module 05: Core Story & Basic Research Sourcing This document works in conjunction with Module 5. Read this information to get a stronger grasp on how to create a core story.

Increasing your closing ratio three fold. Here’s how to build a KILLER presentation that literally triples sales (with tons of proof and examples below) By Chet Holmes Imagine I could put you in a giant stadium right now as the presenter, and the entire audience is completely comprised of your most perfect prospects. Are you ready right now? Could you walk out on that stage and present to every one of them and do it perfectly? Now before you say yes, let me make the stakes higher. Before you walk out there, the audience is told: “You had to come, but you don’t have to stay. If this person (you) fails to keep your interest, you can simply get up and leave.” Now let me even further complicate the situation by telling you the good news and the bad new. The good news: At any given time 3% of your prospects are currently in the market to buy your product or service and looking right now to get it. Another 67% are open to it, but not currently looking. The other 90% are divided into three nearly equal categories: A) Not really thinking about right now. B) Think they’re not interested (but might be, if you did a good job at presenting to them. C) They KNOW they’re not interested. So let’s say you sell brooms. And let’s say it’s a fantastic broom. But remember 90% of the audience isn’t in the market for your broom at this time. At least they think they’re not interested. That means if you walk out there and start right off saying how great your brooms are, 90% of your audience is going to get up and leave. So you need to open your stadium pitch (as I call it), with what I call “wow’s.” This means that all great presentations start off with information that makes your prospects say: “wow, I didn’t know that.” The focus must be on THEM and things



Module 05: Core Story & Basic Research Sourcing

of interest to THEM, not you. So rule number one of a great presentation is that it must be focused on the prospect and not on you (at least not initially). I’ve built presentations that increase closing ratios from one out of ten to eight out of ten. I’ve even built presentations that dramatically increase your ability to get in front of prospects in the first place. How? Let’s bring that stadium pitch down to its most practical application; Offer prospects something of value outside your product or service. Something important to THEM. Let me give you a case in point. I have a client who sells employee benefits and insurance to companies. His sales team was used to calling up a client and saying: “We want to come and talk to you about your health care benefits.” Since 97% of prospects THINK they are happy with their current broker, that’s a really hard call to make. However, when they created a presentation that pointed out: “The Five Dangers Facing All Employers and How Knowing What Those DANGERS Are, Can Dramatically Reduce Costs and Increases Profits,” it made not just the sale go better, but also the getting the appointment go much better. Meaning that information that is of value to THEM, like “Five Dangers Facing You In Your Business,” creates what I call a “superior access vehicle.” More…. Another client of mine sells telephone systems. Prior to the learning curve in this article, they’d call prospects and ask the prospect: “We want to come and talk to you about getting a new telephone system.” Needless to say, the appointment setting process was slow going. However, when they built THE ULTIMATE PRESENTATION, one that offered (something like): “How You’re Wasting Money In Five Major Areas of Your Voice and Data Spending,” -- Suddenly, they went from getting three appointments per week (with four salespeople trying all day) to getting 30 appointments per week. This effort is already tripling their sales in a single year. So rule number one, again, for building a killer presentation, is to have information that is OF VALUE to your prospects even if they have never heard about your products or services. Information that is above and beyond the product or service you are offering will be considered extremely valuable to them. I had another client that was trying to sell law books to lawyers. Over the years, they had been reduced to talking to just the librarians in these law firms. And since the lawyers are the ones using the law books, their ability to get new product into the market became severely hamstrung. © 2008 Chet Holmes International



We helped them build a presentation that laid out: “The Five Most Dangerous Trends Facing All Major Law Firms Today,” which resulted in meetings with entire committees of lawyers. The data was excellent, legitimate and packed with bad news. Oh, did I mention the part about bad news? A great presentation is loaded with bad news to your prospects. Why? Because bad news motivates. We’d get in front of a group of lawyers and show them that lawyers keep growing, but the annual billings are flat (less money per lawyer): That their firms would be sued (something like 44% of large law firms will be sued by unhappy or dissatisfied clients): That the case law from which they must find their information is out of control now, with more than THREE MILLION cases to chose from when trying to find a single precedent. This presentation was packed with bad news. Much of this news had nothing to do with law books. Keep in mind, it didn’t matter. Bad news motivates, even if its unrelated. Your prospect, when viewing a great deal of bad news, will suddenly feel the need to take some action. Any action they take will make them feel better. In the case of the law book company, every lawyer in the room wanted more information or wanted to purchase the law books outright, after they saw the presentation. Now don’t take this too far. The more the data in the presentation sets up a need for your product or service, the higher your closing ratio. So in the case of the law firm, the massive case law to be studied, created a need for law books that already studied that for you. Plus, we tied the litigation against lawyers directly to the massive case law, so that seemingly unrelated pieces of data, pieced together with other data made the bad news more excruciating. So rule number two to building a killer presentation is that the data should “set up a buying criteria” in which your product or service becomes the most logical choice. When my telephone client laid out all the ways most companies were wasting money on their voice and data spending, it made the prospects open their arms and invite my client to look at how they might help them. This almost always ended up being a new system that would help them save money in many different ways. What’s your client’s current buying criteria? Is it price? Easy to overcome with the right presentation. Is it that they want to buy only from the biggest provider? Easy to overcome with the right presentation. Is it that they don’t think they even need what it is that you sell? Easy to overcome with the right presentation. Data can motivate your prospects in all and any of the situations mentioned. © 2008 Chet Holmes International



I have a client that is a distributor in a market where they once had only four main competitors. In the past several years, many other types of companies have added my client’s type of product as an add-on. Since it’s not their main product, these hundreds of new competitors can sell it even cheaper than my client can. Result? My client was in big trouble and fading fast. Presentation to the rescue. We used data, compelling and riveting data to show that these competitors didn’t know anything about this particular industry and as a result, in the long run, poor choices in purchasing were going to cost their penny wise and pound foolish buyers a LOT more money later. The presentation set up a buying criteria where price became secondary to expertise. Will that work with you? I do not know. But I DO know this. There’s no situation where one of these presentations, properly prepared, can’t overcome any challenge you may be facing. Declining market? Price is the main motivator? Inability to get appointments? Inability to get to see the higher decisions makers? All of these challenges can be met with a fantastic presentation. The Core Story. I call these “Your Core Story,” or your stadium pitch and they serve another extremely valuable purpose. I had one client who used to take four months to train a new person on all the subtleties of why a prospect should buy their product. The Core Story used data as the motivator and suddenly, this core story could train an outsider how to REALLY sell this product and in a single pass through the information. So a great core story makes for a fantastic new-hire training tool. How to build a core story. Let me tell you, it isn’t easy. But greatness never is. If you want to be the ultimate player in your market, you have to take the time to carefully craft one of these, using data as a powerful access vehicle as well as an urgent motivator for your otherwise slow moving clients to make faster and more urgent decisions. Before you read the steps, and become discouraged, let me tell you that there is a group that simply does this for you.




You do nothing but answer 60 to 90 minutes worth of questions about your industry and your products and four to six weeks later, voila, they come back to you with a KILLER presentation; filled with poignant and significant research about your market. Research that your client will find fascinating, research that is compelling enough to get you more meetings; and critical, research that is highly motivating to get your client to want to buy faster—and research that, hopefully, in some way, “sets up a buying criteria” where YOU are the MOST logical choice. YOU are the ONLY one these prospects want to buy from. Four to six weeks later, they will come back with not just the research, not just the facts, but visually arresting graphics. Yes, a KILLER presentation has graphics on every panel. Vivid visuals, photo’s that triple the impact of your words, graphs that visually illustrate your points, pie charts that point out their problems, and dollar signs in all the right places to show them how you help them save, earn or increase some area of their world. 85% of the information in the brain is taken in through the eyes. Studies show that visuals nearly triple the communication experience. So don’t even think about presenting anything to anyone, if you’re not going to use visual aids. In any event, this group does a turn key job. You give them an interview and they turn around and give you an awesome stadium pitch, fully illustrated with your logo on every panel. If you want to know how you might use one of these and you’re not sure, it’s certainly free to talk to this group. They’re called Empire Research Group and they are little known outside the circle of my clients, as most companies are not wise enough to utilize data this effectively. This is to your benefit. You can reach Empire Research Group at [email protected], or call to set an appointment at 1-888-253-6121. Empire’s Research and Core Story building services began many years ago when I was building these core stories for my billion dollar clients. Clients would pay me $80,000 to build these and I would commission out all the research to an elite team of top researchers. I would then sit around on the floor (too much data to put on a desk) with piles of the raw data all around me and begin to see where I could piece together all these disconnected pieces of raw data to create the “wow’s” or find the “bad news” that would motivate -- at the same time as position my clients. This process alone is critical and difficult. In one case we were building a presentation for a client who wanted to target day-spa’s.




The researchers got me the numbers and I saw that there were 16,000 day spa’s in the U.S. But to my utter shock, another piece of disconnected data showed that there were maybe 200 of them only 15 years ago. Bad news if you’re a day spa. Your market is gruelingly competitive. Two pieces of data over a 15 year period, put together on a single panel to equal bad news! After I finished building the raw data into final product, I would then pass back my finished product to the researchers to show them how I had utilized their data. After years and years of doing this, this very bright research team began to get the hang of this process and they began to go a lot further with the assignments I gave them. Before I knew it, they were getting these things pretty far along and that’s when I realized that this service could now be expanded outside of the billion dollar clients I was accustomed to working with. So what I once charged $80,000 to produce, you can now get for a mere four figure investment, affordable by almost any company or sole individual looking to slaughter the competition. Now, that said, if you cannot afford a four figure investment to simply have someone do this for you, here’s what you need to do on your own. Step One: Research your industry over a thirty year period. That’s where you’ll find trends that no one else has spotted. Step Two: Look for the bad news. That’s what motivates. Specifically, look for bad news that you might be able to tie to a solution that involves your product or service. Step Three: Manipulation of that data is the most difficult part of it. It is an art form onto itself. Stack the info, cross reference the info, blend it with other info, etc. I do all the original panels by hand on 3X5 index cards. This way you can erase info, and keep shifting the order of how you want to present the info, all in a delicate balance of insight that eventually leads to that prospect wanting YOUR product or service over all of your competitors. Do NOT pitch your product until the very end. You want the material in the front and 3/4 through to all be a “set up.” Then somewhere toward the end, you want a section that says: “What to look for in X type of provider.” At this point you would present all this data about yourself without really saying it’s you. In the telephone company example, they presented: “What to look for in your telephone system © 2008 Chet Holmes International



provider” and they had five things and every one of them set them up to be the most logical provider. A great title is critical. Here’s a great title for everyone: “The Five Most Dangerous Trends Facing all (your prospect’s type of company or issue here) XYZ Type Companies/consumers.” The second panel is always “Areas Covered,” and is used as a teaser and pre-sell opportunity. It should make their mouth water with anticipation. The rest of the layout and ideas on graphics and how to utilize them is covered quite effectively in your module entitled “Effective Presenting” (That module is in both the Business Growth Masters Series and Mega Marketing). In summary, your core story can accelerate: • Training • Client access • Decision making process • Appointment setting • Closing skills • Rapport opportunities • Increased credibility, And so much more. If you build it, they will buy! Or, you can certainly have Empire Build it for you. You can reach them again at [email protected] or 1-888-253-6121. To your success!

Chet Holmes Chet Holmes is President and CEO of Jordan Productions, an international marketing and sales consulting firm in San Rafael, California, that specializes in helping companies in all areas of marketing, mgmt and sales. He has conducted training sessions at more than 50 Fortune 500 and other prestigious companies and is author of The Mega Marketing & Sales Training Program. For more information, you can go to www.chetholmes.com or call 888-663-3100

List of Basic Research Sites online for Developing Core Stories



Module 05: Core Story & Basic Research Sourcing Here are some great sites that share a whole host of information on various market data and facts to help supplement your research in developing your Core Story. In addition, there are many other research sites available that will be more specific to your market or industry. The best way to search for other more specific research sites that will offer valuable information for your specific industry is to test different key words and phrases on your favorite search engine. The type of key word you use can make all the difference as to the quality of information you retrieve.

www.ABCNews.com o Go to the various subheadings that are listed on the front page as your scroll down. There are archives of information you can choose from.

www.FindArticles.com o Where to look for what you need: 1,000’s of articles available that pull from different news stations and programs.

Census Bureau: http://www.census.gov/ o For resources and information on Census and U.S. census bureau

Department of Labor: http://www.dol.gov/

Bureau of Labor and Statistics: http://www.bls.gov/

Society for HR Management: http://www.shrm.org/ o Information on labor, health care, executive backgrounds and compensation, government, employer practices, etc.

www.Washingtonpost.com

www.give.org o For information on various charities and their reputations. Part of the Better Business Bureau. BBB Wise Giving Alliance.

www.CNN.com o Go to the various subheadings listed below as you scroll down.

www.forbes.com o Home Page For The World's Business Leaders




www.MSNBC.com

www.absolutefacts.com o Information about autos, auto industry, computers, software

www.debtsmart.com o Great site for Bankruptcies, statistics, etc.

www.business.com o The search engine for managing and growing your business. Business facts and information.



Module 06 The Dream 100 Sell: Plus Strategies for Gaining Clients

Chet Holmes © 2008 Chet Holmes International


Module 06: The Dream 100 Sell: Plus Strategies for Gaining Clients

This workbook works in conjunction with Module 6. Use these worksheets as directed by the speaker who is presenting this module .

The Dream 100 Sell This one concept, properly executed, could have more impact than perhaps anything else you can do. This approach may be more long term, but ultimately can take you to the top of your market. Elements of the Dream 100 sell. 1) Who are the 100 (or whatever the number is) ideal prospects for building your business? In some cases, this “Dream 100” could be the partners, lead sources or strategic alliances that could get you large windfalls of profit. In this case, 100 may be far too many. Maybe there’s ten or twenty. Let’s do a profile of your Dream 100: a. Who are they?

b. Size of prospect? (How large a company, how many employees, how many clients do they have, etc… How do you define the “Size of company that makes them a DREAM sale?)

2) Assembling the list. Who is going to do it and when will it be done?




You mail to them every two weeks, something that gets their attention. Today, that’s the most difficult thing you can do. I recommend that my clients send clever promotional pieces, each with a theme and ALL offering something for free. Use stories from other clients. Telecom client: Sent out 20,000 pieces and didn’t get a single response. We sent out 500 Rubik’s Cubes and got a phone call ($344,000 telephone deal) and then with follow up phone calls, secured another 15 appointments with only one week of cold calling behind that letter. Safety client: After only four such mailers, a HUGE client said to one of the salespeople: “Oh, yes, glad you called. I just have to have you come here and meet with me.” “Why’s that?” says the sales rep: Client: “Cause I’ve been getting all those letters of yours and I think you’re marketing is just super.” The point is that you can really stand out in the crowd very quickly with great marketing.




Here’s a sample idea: A client gets a letter and in it is a mini stopwatch. The letter is very brief, so he reads it. It says: Dear (personalized), Every second that you do not get our free Executive Briefing (The Five Most Critical Insights in blank industry Today) you are losing money. This is a free (industry) community service sponsored by our firm as a way to give something back to the market. This Executive Briefing has more than $3 million in research; boiled down to a bullet style, fast paced outstanding education on how to increase business in this scary period of rising competition and other pain point (fill yours in here) ________________. Call for your free Executive Briefing today. The clock is ticking and you’re losing money. The Prospect smiles and some actually call you, THINKING that the “Executive Briefing” is a report. It SOUNDS like a report, but we never actually say it IS a report. This is on purpose. So when they call, they get your (trained, fully briefed and rehearsed) “Manager of Client Education.” When they ask for the report, our person responds: “Oh, it’s way better than a report. It’s a live Executive Briefing taught by one of our highly trained speakers. In fact I have a tour going through your area over the next few weeks, let me tell you how this works— “We underwrite the cost entirely. There’s no cost to you whatsoever. When we have a touring speaker in your area, we arrange for them to come right to your office. You don’t even have to travel. “A lot of people we talk to will gather some of their key staff for the experience. The entire experience only takes about an hour, and some people set it up as a “Lunch and Learn” for key staff and hold it in their conference room. “I’m the Manager of Client Education, so I’ll coordinate everything, including a one-page memo I have that outlines what will be covered, and we give you this © 2008 Chet Holmes International



with our compliments. It’s a way to help the entire market be more successful, so it’s certainly good for us. “The information is outstanding. We retained a top research firm and they studied some of the most advanced trends on how to be more successful in (your industry). Plus, they found some dangerous trends too; ones that you should be aware of. In any event, do you have your calendar handy? Let’s see when you might have an hour over the next few weeks so we can schedule in a tour.” That’s a specific CLOSE, one of the seven steps to every sale. You need a CLOSE. I am laying it out for you here, but if I’m involved, I’ll work the heck out of every piece of this and it will ALL be on tape for future hires. After each mailing, we make a courtesy call to everyone who received the promo piece. And two weeks later, we mail again. Rules on the gifts: • Should be cute, not expensive. Expensive gifts come off like you’re trying to bribe them. • Should be something useful, that they will want to keep or play with—or take home to their child, etc… • The goal is merely to stand out. To breed more brand awareness and brand loyalty. This approach works really well and I’ve used it again and again. Even if they do not take you up on the offers, the effort still dramatically raises your visibility and solidifies your BRAND. Let’s talk cost. This is a very inexpensive marketing effort. Since, by design, the gifts have to be inexpensive, you can buy most of the things I use for 100 pieces for $40. So if your target is 100 companies in five categories,




you’re talking about spending a few thousand dollars in marketing per month and you’ll have more visibility with this approach than anything else you could do. And every single letter will offer something free, and 90% of them will offer free expert guidance in some way. Meaning your marketing should make a specific offer. Making sales is all about rapport. So you need vehicles that win you more rapport. 3) First offer/approach? What will be the first thing you do to introduce yourself to this valuable group? Suggestions might include offering a free education? Something free? Something that makes them want to talk to you or interact with you. What will that be? If you have a core story that is highly educational, that could be your first offer.

a. Phone call before. Who is going to do that and when will it happen? What will they say?

b. Phone call after. Who is going to do that and when will it happen? What will they say?




4) Second offer or promo. After the first offer, now you are going to look to really capture their attention. A good way to do this might be incentives. Each incentive should go with a clever letter that capitalizes on the incentive. And the effort should be focused on THEM, not on you. For example, if you send a flashlight, a bad headline might be: “We shine the light on better employee benefit customer service” A much better approach would be: “Don’t be in the dark about dangerous employer trends; we bring light for free.” Subhead: Free executive briefing for the asking. Write the headline, now using a flashlight.

a. Phone call before. Who is going to do that and when will it happen? What will they say?

b. Phone call after. Who is going to do that and when will it happen? What will they say?




5) Other incentives might include the following (we created a list of inexpensive items that you could use with ongoing promos to your Dream 100. Write headlines that would work with each of these and then list the before and after actions you will take before sending it. a. A stop watch: “Time to get (Benefit here).”

Phone call before. Who is going to do that and when will it happen? What will they say?

Phone call after. Who is going to do that and when will it happen? What will they say?

b. Magnifying glass, 12 for $5 Headline:

Phone call after. Who is going to do that and when will it happen?




c. Calculator, 12 for $20 Headline:


d. Toolkits, 12 for $12 Headline:


e. Paddleball, 12 for $5 Headline:





f. Glider, 100 for $7 Headline:


g. Rubiks cube, 12 for $4 Headline:


h. Metal whistle, 12 for $10 Headline:





i. Wild multi-colored pencils, 100 for $9 Headline:


j. 100 plastic dinosaurs, $26 Headline:


k. Two inch medal, $3 each, with three lines of copy, 20 characters per line. Headline:

What are your three lines of copy? Twenty characters each. ________________________________ ________________________________ ________________________________ © 2008 Chet Holmes International




l. A (scratch off) lottery ticket: “If you win, it would be the perfect time for you to take advantage of our ability to help you (Benefit to them).”

Phone call before. Who is going to do that and when will it happen? What will they say?

Phone call after. Who is going to do that and when will it happen? What will they say?

m. A coffee mug: “Tea, coffee or whatever your pleasure, relax while you sip it and think of how we’ll help you (Benefit to them).

Before and after activity:




n. A pair of sunglasses: “You’re going to need these shades when we help the sun shine brighter by helping you (Benefit to them).


o. A wallet or change purse: “We just wanted you to have this for all the money you’re going to (save-earn) when you (action they must take).


p. A comb or brush: “We want you looking your best when you (Benefit to them for getting involved with you).





q. A mirror: “Look into this mirror and see the smile on your face because you (benefit to them for using your product or service).


r. A dollar bill. “This dollar bill is magical. It multiplies when you (what the have to do to get the BENEFIT from working with you).





SAMPLE LETTER #1 Dear ____: The program we discussed over the phone is an orientation that illustrates 5 unique ways organizations can reduce their overall costs. As I mentioned, the orientation has been developed as a public relations effort and as a way for us to provide employers with useful information on ways to reduce cost and as a way for us to introduce ourselves as well. The program is our “Free Gift.” We have invested substantial resources to provide you with over $3 Million worth of research on: •

• • • • •

IN the next five years, if you do nothing, your employee benefits will absolutely double. Since it’s the second biggest cost for any employer, they usually welcome practical suggestions on how to not only stop the increase, but send it back the other way—actually gain you a savings over that same five year period. Trends that every employer needs to know and how to turn them into positive, profitable outcomes for your organization Human resource trends and simple things you can do that will pay off ten fold with little to no investment Broker and insurance trends and what to be aware of and how to avoid disaster Factors that must be considered when developing your strategic benefit plan And much, much more

We are looking forward to giving you this 38 minute outstanding educational experience. Contact me to arrange a time to go through this incredible information. Sincerely,

Date Tom Smith Your company name, Inc Address Address




SAMPLE LETTER #2 (REFERRAL LETTER) Dear Tom: I have to admit I was quite impressed with all that we learned when you gave your “Executive Briefing on the current crisis in Employee Benefits costs. Most CEO’s don’t drill down on these issues until there are serious problems. Your insights armed us with the exact insight we need in order to be proactive and start creating cost reductions now, before it’s too late. That ounce of prevention in this case is surely worth the 45 minutes any CEO might spend. I can’t imagine trying to keep up with all the changes occurring in this environment without the education that you provide. You’ve done a lot of work so that others don’t have to. I think your decision to underwrite the cost of this study and to show really valuable, realistic and down-to-earth suggestions that we can act upon immediately, is great contribution and I’d really recommend the experience to others. Most of us are too busy working IN the business to stop and work ON the business. You forced us to work ON cost reduction in Employee Benefits with significant results from the time spent. Thank you. Sincerely,

CEO NAME




SAMPLE LETTER #3 Date Name Co name Address Address Re: If you don’t shine a light on your benefit costs, they’re going to double in the next 4-5 years. Dear (use first name), The cost of employee benefits will virtually double over the next four-five years (guaranteed) if you do not take immediate steps to reverse that trend. If you really want to decrease costs, you need innovation beyond simply trying to get insurance companies to give you lower bids. Did you know that hundreds of carriers have gone out of business trying to under-bid each other? That’s why we’ve hit the bottom (we’re at the bottom of where you can go to reduce costs simply by getting new bids).

Free Executive Briefing: Five Alternative ways to reduce costs This Executive Briefing shows you how one company reduced benefits costs by $700 per employee over a four year period while everyone else went up. We’ll show you how another company saved $13 million in employee benefits by being just a little proactive about health issues. We’ll show you how another company, with only 80 employees reduced their costs by $500 per month, per employee, while making the employees feel better about what they were getting. We’ve compiled $3 million in raw data and turned it into a riveting Executive Briefing where you can learn all five alternatives to reducing costs immediately. “Just the facts,” in a fast paced educational Briefing that is designed for high-level executives to get insights quickly and that have already been tested and used by well established companies. This our way of introducing ourselves to you. If we ever work with you, we guarantee to never cost you a penny. We’ll only save you money and get you more yield per dollar over what you’re spending now. Guaranteed. So take this flashlight and shine it on your telephone keypad and dial us up to see your copy of this free Executive Briefing: Five Alternative Ways to Reduce Costs in Health Insurance. Sincerely,




SAMPLE LETTER #4 Date Tom Smith Address, Address Dear Tom, I wanted to write to thank you for being so persistent to enter our world and help us cut costs while improving the employee benefits outlook at our company. I’m writing this to encourage other companies to visit with you and your team. So let me just state it plainly. This is what you have done for us and I whole heartedly encourage others to see how your out-of-the-box thinking can impact them as well: •

We were facing an employee benefits increase of 12% from our current provider and you reduced that by more than 30%.

•

Where we once had only one static program, you showed us how we could reduce costs by offering three different programs and allowing employees to chose the program most appropriate for them- Resulting in a perception of an improved plan, while saving us costs in the process.

•

You created and host a website strictly for our employee benefits program, which not only created a perception of excitement for our employees, but saved us more money in that everyone could download and print their enrollment forms right from the site (with more than 80 locations and 1500 employees, every penny counts—Thank you).

•

You were able to take on three of our admin functions (COBRA, FLEX and Consolidated billing), again reducing stress around here and increasing your value significantly.

•

Finally, the mass teleconference training and the 800 “(your company name here) Team” assistance to educate and inspire our employees, was just down right over the top service.

Please put us on your list of very satisfied new clients. We are grateful that you were so persistent and we hope others will listen when you call. We know they will be grateful as well. Sincerely

Name Title




SAMPLE LETTER #5 Date To: (Their name) From: Your name Re: Executive Briefing: How to NOT double the cost of your employee benefits program over the next five years. The cost of employee benefits will virtually double over the next five years (guaranteed) if you do not take immediate steps to reverse that trend. Cost of benefits can only go so low using traditional bidding methods. So if you really want to decrease costs, you need innovation beyond simply trying to get insurance companies to give you lower bids. Did you know that hundreds of carriers have gone out of business trying to under-bid each other? That’s why we’ve hit the bottom (we’re at the bottom of where you can go to reduce costs simply by getting new bids).

Free Executive Briefing: Five Alternative ways to reduce costs We’ll show you how one company reduced benefits costs by $700 per employee over a four year period while everyone else went up. We’ll show you how another company saved $13 million in employee benefits by being just a little proactive about health issues. We’ll show you how another company, with only 80 employees reduced their costs by $500 per month, per employee, while making the employees feel better about what they were getting. And if programs really are designed to reduce costs, they shouldn’t cost you anything to do them. There is zero costs associated with this entire experience. The techniques for reducing costs won’t cost you anything and our assistance is entirely underwritten by us. We won’t ever cost you a penny. We will only save you money. The first way we show you, -on the spot-(how to reduce costs) is through this Executive Briefing. We’ve compiled $3 million in raw data and turned it into an extremely fast paced and riveting Executive Briefing where you can learn all five alternatives to reducing costs immediately. Who should attend: If you really want to start reducing costs immediately, while putting plans into place that will reduce cost dramatically over the next several years (while everyone else’s costs are expected to double), then the CEO, CFO and HR executives should attend. We underwrite the cost of this education entirely. There is no cost to you. We guarantee a fast paced and highly educational experience from the first page of the briefing. Call to get yours today. PHONE




SAMPLE LETTER #6 Date Name Co name Address Address Re: Puzzled about how to NOT double your health benefit costs over the next five years? (That’s exactly what’s going to happen if you don’t take proactive action right now). Dear (use first name), The cost of employee benefits will virtually double over the next five years (guaranteed) if you do not take immediate steps to reverse that trend. If you really want to decrease costs, you need innovation beyond simply trying to get insurance companies to give you lower bids. Did you know that hundreds of carriers have gone out of business trying to under-bid each other? That’s why we’ve hit the bottom (we’re at the bottom of where you can go to reduce costs simply by getting new bids).

Free Executive Briefing: Five Alternative ways to reduce costs This Executive Briefing shows you how one company reduced benefits costs by $700 per employee over a four year period while everyone else went up. We’ll show you how another company saved $13 million in employee benefits by being just a little proactive about health issues. We’ll show you how another company, with only 80 employees reduced their costs by $500 per month, per employee, while making the employees feel better about what they were getting. We’ve compiled $3 million in raw data and turned it into an extremely lively and riveting Executive Briefing where you can learn all five alternatives to reducing costs immediately. “Just the facts,” in a fast paced educational Briefing that is designed for high level executives to get insights quickly and that have already been tested and used by well established companies. This our way of introducing ourselves to you. If we ever work with you, we guarantee to never cost you a penny. We’ll only save you money and get you more yield per dollar over what you’re spending now. This Rubik’s Cube has 317,000 possible combinations. We’ll show you FIVE that will make all the difference when it comes to reducing your health benefits costs. We guarantee a fast paced and highly educational experience from the first page of the briefing. Call to get yours today. PHONE Sincerely, © 2008 Chet Holmes International



SAMPLE LETTER #7 Stop watch promo Dear (personalized): Every second that you delay in asking for our free Executive Briefing (Five Ways for All Employers to Cut Costs), you’re losing money. This is a free community service sponsored by our company as way of putting our best foot forward. At (Your company name here), we’ve helped more than 700 companies save money on not just employee benefits, but in many other areas of the company. This Executive Briefing has gone even further, giving you $3 million in research, boiled down to a bullet style, fast paced outstanding education on how to reduce costs in this scary period of rising expenses. Call for you free Executive Briefing today. The clock is ticking and you’re losing money. Sincerely,




WORKSHOP: What is the lifetime value of YOUR best buyers? • What is an initial purchase?

• How often will they buy from you?

• How long will the buyer buy from you?

• How much will they spend each time?

• What does that add up to?

Workshop: What is the lifetime value of YOUR best buyers? • What is a client worth to you over the next 10 or 20 years?

• Write down three additional products or services that you will offer your current clients (can you plan quarterly?).




Workshop: Piggyback & Fusion Marketing. Who can you deal with right now? Brainstorm for fusion and piggyback marketing possibilities.

Workshop: Finding partners. Brainstorm for web search terms you can use to find new partners.




Workshop: Database Power. • What are the essential pieces of information for your database?

• What additional information would make your database even more valuable?



Module 07 Seven Musts of Marketing: Tactics for Gaining Clients Chet Holmes © 2008 Chet Holmes International


Module 07: Seven Musts of Marketing: Tactics for Gaining Clients

This workbook works in conjunction with Module 7. Use these worksheets as directed by the speaker who is presenting this module. Workshop: Press Releases. Write down what your angle would be to get 300 press releases placed

Workshop: Headlines. Create one killer headline for each of the 7 pictures • • • •

Tell me what you want to tell me Give me a benefit Use the word you or YOUR Make me want to read further

Headline #1

Headline #2

Headline #3

Headline #4

Headline #5

Headline #6

Headline #7




To be used in conjunction with module 6

What’s The Lifetime Value of a Client? List each area and then a plan to improve/expand. Average Unit Of Sale

My Goal To Improve

Profit Per Transaction

Frequency of Turnover

Current Back Ends


Additional Back Ends



Customer loyalty program Hertz has the Gold Service Carpet Cleaning client has the Gold Service that gets people to buy twice per year, and they also now offer all six of their services to every buyer (they used to only sell the item asked for). What can YOU do to breed customer loyalty? Or more frequent buying?

Think outside the box. For example, can I offer my services as for you to provide your clients with a free mass teleconference training session? (minimum numbers apply, but I’m just trying to get you stimulated.)

Can you offer them something that you don’t even have to stock, store, ship or service? Something that someone ELSE supplies even?

What else do they need before, during or after your sale? What else would help them and maybe help you in the process?




Brainstorm, write out some details:

Cultivating Lifetime value: What can you do that will really help breed customer loyalty? What extra step can you provide? What kind of bonding effort can be made? List some ideas here:

What else could you sell them at the point of purchase? 30% will buy if you offer.

Can you down-sell to something? Ideas here:

Lessons I learned the hard way

•

Chet’s first business model: Sell my services direct to clients. Results: High fees, TONS of travel.

•

Then I built a mass of products that could be sold by others. Results: No more travel, huge staff, highly volatile monthly numbers.

•

Then I built a subscription-based business. Clients signing up for monthly help. Results: Highly stable business that was very stable. In fact, I sold it.

•

How stable is your business? Is there a model that would make it more stable? Is there some kind of ongoing service you could give that would guarantee you income each month?

• •

Or is there some club-like offer you could make that would breed remarkable loyalty? WORKSHOP: Work that through right now:




Business Model (Describe)⎯How to make better. Current


Improved



Capital⎯Intellectual, Human, Financial (list what you have, list how you’ll improve, expand or better utilize each area.). Current


Improved



Relationships⎯Strategic, Vendor, Collegial, Clients, Industry, Key Influencers, Associates, Experts. List each and THINK through how to get more out of each area. Current - Whether Fully Leveraged or Not


Improved



Distribution Channels and Markets/Niches Addressed⎯List current and how you can improve markets and segments served. Current


Improved



Products and/or Services Current⎯Describe and Pricing. How to improve, or add new, or take on affiliates. Include proprietary and licensed/joint ventures. Current


Improved



Web search for fusion partners Every time I get a client, I go onto the web and type in their kind of business, using many different ways to describe it. It always gives me great ideas for them. You’d think you would’ve done that for yourself, but have you? What are some search terms for you to use, list some now.

Database Power How much and what type of info do you want from clients? List here, create multiple choice as a way of getting more cooperation. For example: What is your income bracket? ____Under $20K per year ____ $21K to $50K ____ $51K to $100K ____ $100K plus What do YOU want to know about your clients.




Superior access vehicles? What can you create that would give you superior access to your dream 100? Here are some suggestions: a. A magazine or newsletter? What would be the title? What questions would you ask if you were to interview them for a feature article?

b. A party or really cool invite? What would be something really cool that they would want to attend or in which they would participate? (Some suggestions: i. A movie premier.

ii. A charity event.

iii. A party at a trade show.




iv. A mass teleconference with a celebrity or for some other valuable purpose. What are some ideas for your particular situation?

v. A barbecue at your home?

vi. A free dinner somewhere?

vii. What else?




c. A committee that you want them to join? What will THEY get out of belonging? What benefit is there to them? Can you start a trade association that they would want to join?

d. An awards Ceremony. What would be the title of the awards? What would be the theme?

2) Now go back through your list and set some goals. Write the goals in the left hand margin next to the activity. WHEN are you going to do it?




Complete these sentences: Write 12 headlines for your product/service/company that explains the biggest single payoff, benefit, result your product, service, company at work for a client produces/delivers. Go at it from every angle. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Write five ways your product/service adds specific, measurable benefit or value to your client. 1. 2. 3. 4. 5.




Write ten advantages you have over your competition, tangible or intangible. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Make a list of all the specific, direct and indirect competition you have for the problem your product/service/company solves.




A.) Now tell the five things everyone should look for in a product or service like yours (without directly referencing your product or service⎯you’re setting the market’s buying criteria here, so these should be things you do that your competition doesn’t, or that they haven’t delineated. For example, if you’re a real estate broker you may find that all your competitors help guide the homeowner through the process AFTER the sale, but few real estate brokers make this part of their presentation in order to get the listing in the first place). 1. 2. 3. 4. 5. Provide five metaphors or similes that analyze or illustrate what else having your product or service in their lives is like.

OR: Some analogies that show the pure logic of your positioning, such as: (Chet’s example of Outside Magazine and Sports Illustrated, versus Backpacker magazine or Tennis Magazine). 1. 2. 3. 4. 5. 1) My Master Strategy Is: Now that you’ve “thought” through (for perhaps the first time ever) all of the ways you can “strategically” outsell your competition, can you tie it all together? What is your ultimate Strategic/Preemptive Position (how I differentiate from all the rest). Now spell it out for YOUR company (and note that this will grow even stronger when you have market data): Just keep asking “what is the ultimate benefit,” and when you’ve answered that, ask the benefit of the benefit you just named.




2) Stadium Pitch: If we could gather all your customers in a stadium and give you an opportunity to present to them all at once, what would you say? (See “Strategy Versus Tactics” video for rules, full understanding of the concept and the “Pyramid of Buyers” concept.) Again, now you can begin to see how much stronger your stadium pitch will be when you have hard data that can rivet the attention of your audience from the start. Outline your stadium pitch. This should be much stronger now that you’ve done all these other exercises:

Now say it in a single sentence. This is your slogan/strategic position, that statement that goes under your logo every time.




Deming 101 What are the key processes currently driving my revenue and how do they perform both transactionally in a timeline-denominated basis and measurably in a quantifiable basis. Meaning, taking sales as an example. You may have one person who is very good at getting new clients, but terrible at keeping them. Then you have another person who keeps them forever, but has a terrible time getting in the door. Each of those situations offers a “process” that can be defined, examined and then improved and duplicated. But first you have to study them. You may also have marketing efforts that work better at some stages than others. You may also have delivery issues (for your product or service) that can be broken down, examined and improved. This is your opportunity to work ON your business. To look at each of these areas and look for incremental gains. For each area, we suggest a “workshop” with your crew in which you use everyone’s brain power to improve. So list each aspect of the functions of your company below and then the current levels of performance/results, and then; either what you can do to improve them, or at the very least, define the title of the workshop you will have, i.e.; “Do workshop with crew on improving our shipping department.” Or, “Do workshop with sales team to improve our closing ratio and test closing.” Or “Do workshop with crew to improve our rapport skills. Or, “Do workshop with technology team to streamline our information flow.” Workshops are covered thoroughly throughout the entire series. List Areas of Impact


Performance Levels



What other companies, individuals or industries can I turn to for borrowing higher and better performing success procedures? List: Companies


Industries

Individuals



How Many Different & Complimentary Ways I Can Use My Marketing Weapons. Several pages of choices follow, but let’s begin with “the Seven Musts.” There are dozens of ways to use each of these marketing weapons. This has been explained in detail on the videos. In this section, you’re planning “what” you can do. In the next section, you will plan “how” you will do it, and in the following section, you will actually plan WHEN you will do what. So under each area, let’s begin with which of these weapons is appropriate for you and what are some of your ideas/goals for utilizing this area. Remember, goals focus the mind. So let’s write some down. Salespeople Plans/Goals

P.R. Plans/Goals

Trade Show Plans/Goals




Direct Mail Plans/Goals

Advertising Plans/Goals

Internet (web, email, affiliates) Plans/Goals

Promo Pieces & Brochures Plans/Goals




Increasing your lead generation through:

• Referral systems. What will they be, who will deploy them? What is the plan? (Put into calendar and into area that asks for “strategic objectives”).

• Acquiring clients at breakeven up front and make a profit on the back end

• Guaranteeing purchases through risk reversal

• Host-beneficiary relationships




• Using telemarketing

• Running special events or information nights

• Acquiring qualified lists

• Increasing the perceived value of your product/service through better client education




Increasing your client retention rate by: • Delivering higher-than-expected levels of service

• Communicating frequently with your clients to nurture them

Separate focus, which may involve the same weapons, but now with a different objective. This is designed to help you THINK more. Increasing your conversion from inquiry to sale by: • Increasing sales skills levels of your staff (more on this later) Let’s review the “Seven Steps to Ever Sale” as it relates to YOUR Business 1. Rapport - Improved methods. Steps you will take that will help you build better rapport at every turn. List ideas for each level of customer contact, including electronic methods.




2. Qualify/find need (Name at lease six questions you will ask every prospect—To help you find the acute areas of need for your product or service—pain AND pleasure)

3. Build Value What makes what you sell have “value” to them? (Education you will provide that helps THEM, but also “Sets up the buying criteria in your favor.”)

4. Create Desire: How do you make them want it? Specific techniques, pain points, etc… How can you dramatically enhance this process. Intensify it?




5. Overcome objections What are the most common objections and the methods for overcoming them? This single exercise can dramatically improve your closing ratio. Most Common objections

How to overcome

6. Closing techniques (What different closing techniques can you use: i.e., small point close, “either or” close, straight forward question close, graduated closes offering more and more with each offer. When do you close? Perfect time, secondary time, etc…)




7. Follow up: What are your standardized follow up efforts? Jay and Chet noted that it took 26 follow ups to sell PEQ / Business Growth Masters Series to people. How many do you have? List your minimum follow up procedures here:

NEXT: • Acquiring clients at breakeven up front and make a profit on the back end




• Guaranteeing purchases through risk reversal

• Host-beneficiary relationships

• Advertising




To Increase the Average Transaction Value, You Can Focus On:

• Improving your teams’ selling techniques to up-sell and cross-sell. How can you do that?

• Using point-of-sale promotions

• Packaging complementary products and services together

• Increasing your pricing and hence your margins




• Changing the profile of your products or services to be more “up market”

• Offering greater/larger units of purchase

To Increase Transaction Frequency, You Can Focus On: • Developing a back end of products that you can go back to your clients with

• Communicating personally with your clients (by telephone, letter, email, etc.) to maintain a positive relationship




• Endorsing other people’s products to your list

• Running special events such as “closed door sales,” limited pre-release and so on

• Programming clients

• Price inducements for frequency




From all these past several pages what will also serve as what Chet calls: “A superior access vehicle?” (Something that by design gives you superior access to your prospects.)

What’s easy to sell? Can you sell something that’s free? List ideas here:

Why and how have I been limiting or keeping people from buying from us? What is slowing down, hindering or stopping sales from being made?

What key factors must I now test? Factors How Will I Test Them


When



Who can endorse our product, services, company?

From whom can we get testimonials? Name


Who To Do It/How



How can I make my risk reversal stronger?

What do my clients value most in the area in which I occupy?

What weaker companies could I acquire the products, services, distribution, sales force, or clients and prospects from? Key Assets To Target Company



Module 08 How to Hire Superstar Salespeople Chet Holmes © 2008 Chet Holmes International


Module 08: How to Hire Superstar Salespeople

Workshop: List at least three initiatives that you would LOVE to put someone on in which the reward could be great if they did a great job for you.

The rest of this workbook module is meant to be used while viewing the video.




(To be reviewed while watching the video) Research of hundreds top sales people in all fields shows that they have the ability to bond and be friends with almost anyone. They have the drive, the passion and self-confidence to “go-for-the-jugular.” To close the sale and get the order without being fazed by rejection or obstacles along the way. The two main personality traits that drive superstars are . . . 1. Empathy 2. Ego!!

Rules For Hiring Superstars 1. Look beyond a resume. You can’t hire a superstar from a resume. Age and experience don’t matter. The psychological profile is everything!! 2. Personally screen all inquirers. When they call act busy, sound gruff and be to the point. “So tell me, why do you think you are a superstar?” Tell them your story and ask them to tell you why they should be hired. Make them sell you, they can’t be intimidated!! If you can … “chew them up and spit them out!!” they are not worth intervieing. They must be able to take this treatment well if they are going to sell like champions, because it’s part of sales. “Don’t interview them.” Instead use the probe, relax, attack technique.

Candidates Must Be: 1. Able to talk their way into an interview. 2. Don’t be put off by a little arrogance – top producers know they are good. 3. Confident when confronted with the third degree! Most superstars will intimidate you to some degree and may even appear a little arrogant. That’s because they know they are really good. Don’t discount a person because of this confidence. Put them to the test.




If You Decide To Interview: 1. Ask them to write down 5 questions they’d like to be asked during the interview! 2. Tell them they’ll be judged by the quality of their questions and that you want questions that will show their best sides. The questions will tell you a lot about them. 3. Tell them to bring a resume to the interview.

The Interview: Relax, Probe and Attack! 1. Relax – Be super friendly, relax them totally. Let them see you really like them. Let the candidate show you their best side. Try to understand the candidates psyche and who they really are!!!

Tell the Candidate … “Don’t give me the standard answers, you don’t know what I’m looking for so the best thing for you is to …” 1. Be honest, so we can discover if you’ll be happy here. 2. Let me understand what shaped you.

Probe Seek deep understanding about their psyche and background. 1. If they feel uncomfortable answering questions about their background and themselves, they lack empathy. Top producers live to bond with others. 2. Find if someone in their background gave them confidence (Usually their mother). Ask …”How would your mother describe you?”. 3. If you were 5 years old and told your mother you want to be an actor, what would your mother/father say to you? A. Don’t do it. B. Do it, but train for a job C. Do it – you’ll be successful at whatever you do!!!!! What is relevant is the parents belief in the child’s ability to accomplish his or her goals. Top producers were found to often have parents that were wildly encouraging to them.




Determine: If the candidate’s background contributed to their present levels of confidence. Ask Questions Like: 1. What types of things in your childhood shaped who you are? How were you raised? 2. Tell me about some of your biggest challenges in your life? (Not necessarily work related) and how you dealt with them. 3. Tell me about the toughest sale you ever made? (Ask a lot of specifics, what they said, details of the process, what was the ‘crunch’, how they closed it, etc).

Look For Other Areas of Accomplishment Top producers usually have some other area of discipline; physical skill or accomplishment!! Ask questions like: 1. Tell me about the 3 or 4 things of which you are most proud? What are you most proud of? Why? 2. Tell me about a time in your life when you surmounted difficult odds. 3. Have you practiced or overachieved in any other area of discipline, like sports, music, specialized knowledge, etc.? 4. Can you give me any other examples where your personal determination took you through to winning.

Determine Their Ability to Bond with Others Top producers are eager to please and bond with others. Their life is an open book. You can ask them anything and they’ll tell you. Ask Questions Like: 1. How would your best friend describe you? 2. Of all the people you know, who has the most faith in you? Why? 3. What are some of your best memories?




Determine Confidence Ask them to rate themselves in these 10 areas – see workbook!! 1. Ambition 2. Confidence 3. Ability to face rejection 4. Empathy – establishing rapport 5. Time Management 6. Presentation Skills 7. Strategic Thinking 8. Market Knowledge 9. Self-improvement 10. Getting around gatekeepers More Questions: Find out how the candidate measures themselves against the best. 1. Who’s the best salesperson you’ve ever met? Why? 2. If they named themselves – offer them the job. 3. If not, ask what’s the difference between them and you.

Ask Them to Rate Themselves in Their Ability Ask them to rate themselves on a 1 – 10 scale in the below listed areas to making a sale. 10 being the best salesperson they’ve ever known. Superstars will rate themselves very highly. 1. Develop rapport 2. Qualify – find need 3. Build Value 4. Create Desire 5. Overcome objections 6. Closing skills 7. Follow up skills 8. Presentation skills 9. Cold calling skills 10. Cold calling discipline © 2008 Chet Holmes International



Determine Dedication And Desire For Improvement The best are always trying to get better. To improve themselves. Ask … 1. What was the last self help book you ever read? Or tape you listened to? Or which seminar you went to? (Look for people trained by Tony Robbins, Jay Abraham, Jim Rohn and other marketers and sales stars.) 2. Of all the people in the world today (past or present) who do you admire the most? After you’ve bonded and got rapport with them: Ask about their resume history. 1. Why did you leave each of the last 3 positions? 2. Why were you looking? What was bad about it? 3. If you’ve left were you unhappy? Why? 4. What are your top 3 personal goals. What are you doing right now to achieve them?

Determining Confidence, Perseverance, and Judgment 1. Tell me about a disappointment or disagreement with a boss and what happened? Then what? And then? 2. Name 2 weak points of your previous boss? How did you deal with this? 3. How do you handle stress? What is your technique, give me some recent examples. (You are looking for how they think and you can ask deeper questions to clarify)

Probe on How They Think 1. Name two times when a boss criticized you and why? 2. What was the result? How did you deal with it? Important: Don’t react to their answer or react positively. If you react negatively to anything the person says they won’t tell you any more and clam up. You must encourage them to tell you more. © 2008 Chet Holmes International



Attack This separates the men and women from the boys and the girls. You may find someone who you think is … 1. 2. 3. 4.

Top communicator/producer Likeable Has a good sense of self Has good rapport skills

But the attack stage will tell you if they really believe in themselves. This is a pre-requisite for a top producer!!! If they can’t take rejection and come back even stronger, they will never be able to close the sale.

The Ultimate Interview Test Tactfully tell the candidate you don’t think they have the right stuff. Say … “You seem like a nice person _____________, but I only have one opening and I need a real superstar. While I am sure you’d do well in many other endeavors, this is a very competitive business and I doubt your particular skills and personality would hold up in this business!!!” Look directly at them and watch them crumble.

The Attack Will Amaze You 1. A number of candidates who looked great a minute ago will crumble when you act like you doubt them. A top producer will NEVER crumble. 2. A top producer will convince you that he or she can do any job even when you “attack” and express doubts.

The Attack Phase May Be Hard To Do 1. You may feel mean and hard to “attack” the candidate’s ability. 2. If you can convince them they don’t have what it takes, they are not a top producer.

Hire Only The Best And Watch Your Sales Skyrocket!!




A Superstar Ad Superstars Only:

Don’t even call unless you are a truly awesome salesperson. You have a burning desire to succeed, are extremely customer oriented, highly motivated, and never say die. You develop deep and meaningful rapport with your clients, and communicate with piercing persuasiveness. You believe you can be the best at almost everything you do, and you can prove it. Don’t call unless you fit this bill. Excellent salary and commission structure, and great opportunity for upward mobility. Build an empire within our fine and progressive company. (Type of business here) We don’t hire backgrounds, we hire top producers. Call Susan Martin at … (phone number). Call only between … (You may want to limit the hours.)

In addition to the superstars, this ad can attract the weirdos




To Determine Confidence, Ask Them To Rate Themselves. Ask them to rate themselves on a scale from 1-10 for superstar traits. • • • • • • • • • •

Ego drive – ambition Ego strength – confidence Ability to face rejection Empathy – establishing rapport Time management Presentation skills Strategic thinking Market knowledge Self-improvement Getting around gatekeepers

A superstar will rate themselves very high in all areas.



Module 09 tm

ProfitNOW

Workshop

Scott Hallman



Module 09: ProfitNOWtm Workshop

tm

Your ProfitNOW Windfall Three Opportunities To Impact Your Profits 1) Implement a New System (or resurrect a past success) Identify and implement a process or procedure or technique that can produce measurable results (like you are learning at this seminar) 2) Systemize a Current System – “How many times out of 10?” This one simple step can produce profound profit increases 3) Improve the Current System Add another product or service or add one more item, offer, request, procedure, ad-run, referral, or improve the process




Simple Strategy #1 Upsell/Cross Sell/Down Sell Pick the TOP application and calculate how much PROFIT you can earn IF you IMPLEMENT A) Number of Transactions Per Year: ________ B) Expected _____ % = ______# Add’l Items/Custs C) Increased Revenue (price $______ x # items) = $ _______ D) Increased Profit (revenue $ from C X Gross Profit) = $ _________ E) 5 Year Impact $_________________ D X 5 F) Increased Business Value $ __________ D X 6

Total Profit Stream $__________ E+F




Simple Strategy # 2 Conditioning Customers to Purchase More Often Pick the TOP application and calculate how much PROFIT you can earn IF you IMPLEMENT A) Number of Transactions Per Year: ____ B) Expected _____ % = ______# add’l items/custs C) Marginal Profit of Add’l Revenue = _______% D) Increased Annual Profit $______________ B X C E) 5 Year Impact $_________________ D X 5 F) Increased Market Value $ __________ D X 6





Simple Strategy # 3 Expand Purchase Patterns Pick the TOP application and calculate how much PROFIT you can earn IF you IMPLEMENT A) Number of Transactions Per Year: _____ B) Expected _____ % = ______# add’l sales C) Marginal Profit of Add’l Revenue = _______% D) Increased Annual Profit $______________ B X C E) 5 Year Impact $_________________ D X 5 F) Increased Market Value $ __________ D X 6





Simple Strategy # 4 The Ultimate Leverage REFERRALS Pick the TOP application and calculate how much PROFIT you can earn IF you IMPLEMENT A) Number of Referrals Per Year: _____ B) Expected _____ % = ______# New referrals C) Lifetime Value of New Client = $_______ D) Increased Annual Profit $______________ B X C E) 5 Year Impact $_________________ D X 5 F) Increased Market Value $ __________ D X 6





Simple Strategy # 5 Customer Retention Pick the TOP application and calculate how much PROFIT you can earn IF you IMPLEMENT A) Number of Clients: _____ B) Retention Increase _____% = #______ additional clients C) Lifetime Value of a Client = $ ________ D) Increased Annual Profit $______________ B X C E) 5 Year Impact $_________________ D X 5 F) Increased Market Value $ __________ D X 6





Simple Strategy #6 Leveraging Your Success™ Pick the TOP application and calculate how much PROFIT you can earn IF you IMPLEMENT A) Current Revenue/Year from Successful System: $______ B) Expected ____% Improvement = $ ______ C) Marginal Profit of Add’l Revenue = _______% D) Increased Annual Profit $______________ B X C E) 5 Year Impact $_________________ D X 5 F) Increased Market Value $ __________ D X 6





What’s Your Total Expected Impact of Applying These Strategies to Your Business? Now add it all up… 1) Upsell/Cross Sell/Down Sell = $_________ 2) Conditioning Customers to = $_________ Purchase More Often 3) Expand Purchase Patterns = $_________ 4) “Active” Referral Systems = $_________ 5) Customer Relationship Management System

= $_________

6) Leveraging Your Success™ = $_________

TOTAL PROFIT IMPACT = $_________ (1-6) © 2008 Chet Holmes International


Module 10 Creating The Perfect Ad …No Matter What The Media Dave Lakhani



Module 10: Creating the Perfect Ad… No Matter What The Media This workbook works in conjunction with Module 10. Use these worksheets as directed by the speaker who is presenting this module.

Create The Perfect Ad No Matter What The Media Perfect ads are compelling stories about your business that people can relate to on an emotional basis. Frequency of the story determines how quickly it moves from short term to long term memory. Relevance determines whether it is moved from outside conscience awareness processing to attentive processing. Write the answers to these questions, be as detailed as possible, then have someone who is not in your business read your answers and highlight the things that they find very interesting. If they have more questions as a result of reading, write their questions down along with your answers. •

Tell me your story, how did you get started in this business and why this business?

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What are you passionate about in the business?

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What does this business do for you personally?

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Why have you chosen the products that you have?

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What would people be shocked to know if they knew this about your business?

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What do your competitors try and copy of yours?

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What do you do for your customers that consistently, pleasantly surprises them?

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Why do you do it?



Module 10: Creating the Perfect Ad… No Matter What The Media •

What problems are you solving for your customers?

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What frustrations do prospects usually have when they are shopping for your product or service?

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How do you add value to your products or services that your competition doesn’t or can’t.

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How do you know?

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When was the last time you shopped your competition?

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Tell us about your background, why are you an expert in your business? If you are not an expert in your business, what would you have to do to become an expert?

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If you could only tell a prospect three things about your business and they’d make a buying decision based on those three things, what would they be and how would they be different than what your competitors will say about themselves?

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Why specifically would they be making a good decision based on those three criteria?



Module 10: Creating the Perfect Ad… No Matter What The Media •

What do people have to hear every time before they’ll buy from you?

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What are the three most common questions you get when people are trying to decide to buy?

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Who is your number one competitor and why?

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What is it that you know about your product or service that you wish people could just understand and why is that important?

By doing very detailed discovery with yourself and your employees you get one level of information. Now you’ll do the same thing with a select group of clients, those people who are buying from you consistently, your good clients. In addition to the appropriate questions we just discussed we’ll also ask them these questions: •

You are a great customer of ours and we want to attract more people like you, what makes us your first choice for X (insert your product or service here)?

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What do we do better than anyone else in our category?

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Why is that important to you?

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Could you imagine doing business anywhere else? If yes, tell me about that. If no, tell me why.

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Can you tell me the process that you went through in order to choose us?



Module 10: Creating the Perfect Ad… No Matter What The Media

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What do we do consistently that surprises you?

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What is unique about you that makes us a good fit for you?

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What could we do to make your experience here the best and most memorable experience you’ve ever had in this situation?

Now you’ve added another layer of information from which you’ll create your best ad ever, but we’ll go one step deeper just to be sure we’ve gotten all the information we need. We’ll go to a good customer who has quit using you or buying from you. And to those people we’ll ask these questions: •

What made you switch away from us?

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What could we have done to serve you better?

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What is unique about you that we were not serving that made you switch away?

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Is there anything that could ever make you come back and be a client again?

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Can you tell me the process by which you chose your current supplier of . . .?




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Was there anything we did that you wish your new supplier would do?

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How long did it take to make the decision to change from us to a new supplier?

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Is there anything that isn’t happening with your new provider that they could do that would make you happier?

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What would make you switch away from this supplier to someone other than us?

With that layer of complexity and answers to those questions, you’ll end up with a tremendous pool of information from which you can pull some very surprising and powerful ideas, information and stories that will be the basis for your uniqueness and for your ads, the kind of ads that people will want to pay attention to. As a bonus, you’ll also find a lot of information that you can use to improve your service.

So what are the qualities of a great ad (or direct mail)? • •

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All great ads have a headline no matter what the medium. The purpose of a headline is to interrupt, grab attention and sell you on the very next sentence or idea, it must be something that hooks you and pulls you in. It interrupts the general malaise that overtakes us when we experience ads on television, radio or in newspapers and magazines. The headline grabs us by the ears and speaks directly to us about what is important to us or it grabs us by the eyeballs and forces us to read the headline which compels us to read the next sentence. Great ads focus on me, not on you. What is in this for me? Great ads speak to the listener, viewer or reader, they create a one on one conversation that tells a story, answers questions and compels us to learn more or take action. Many great ads ask a question relevant to me and then answer it.



Module 10: Creating the Perfect Ad… No Matter What The Media • • • • • • •

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Great ads include documented evidence of success, reliability, experience etc., and don’t rely on unsubstantiated fluff statements like “ours is better than the competition.” If you want them to believe you, prove it. Exceptional ads give clients a real reason to believe what you are saying is true Great ads use third party endorsements or testimonials. No one wants to be the first one to dip their toe in your water, they want to know someone pulled back a golden slipper and not a stump when they tried it. Great ads use words that allow us to create dynamic, beautiful actions and pictures in our mind that include us in the picture. Great ads tell us what to do next. Perfect ads set up the criteria by which every competitor will be judged but create a standard that only YOU can meet. Great ads make use of words, images and phrases that put me in the picture, that demonstrate something I can understand that has happened or that I’m afraid will happen to me if I don’t use this product or service. Verbs move mountains in the mind. Great ads have a hook, something that ties all this together and ties it to your mind so that you know what you are hearing or seeing and who it is. This is where branding begins to occur over a long period of time. Great ads have a single focus that is driven home over and over again through any medium where the prospect may experience it and is not changed until a new campaign is started. Great ads always remember that their purpose is to sell something to one person at a time and that their key element is to sell. Great ads are clear, succinct and free of jargon or trendy words that many people may not understand. Great ads set you apart from your competition. When you can put their name or logo in place of yours and say there is no way they can say this about themselves, then you’ve got an ad that has a real chance of being successful. Great ads focus on one thing, if you have ten things to say you say it in ten separate ads.

It is imperative that you spend time focused on writing, rewriting, and researching your ads to get them perfect. But writing and rewriting is not enough, you must be able to determine their effectiveness in creating new customers and new revenue. If they are not doing either, then you must discard them and try again. If the bar isn’t moving higher your ads are not working. Testing and measuring are the keys to effectiveness. I want to leave you with a few last tips for creating good ads: •

Great ads have a rhythm, like a song or a poem, they have a beat, a feel that compels you and takes you on the ride with them that encourages you to continue and keep the pace. I find that when I’m writing ads many times it helps to listen to music as it reminds me of pace and rhythm. In visual medium the words create the rhythm for the visuals and the visuals are harmonized with the message to create a powerful outcome. I encourage you to look at a lot of ads to begin to find that rhythm and feel and see how you can




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incorporate it when you create your own ads. If you’ve never written before I’d like to suggest a couple of books that will really help you get started: o Oglivy On Advertising – David Oglivy o The Art Of Writing Advertising – Dennis Higgins o Lessons from a lifetime of writing – David Morrell Great ads can be created inexpensively and expensive ads are not always better but unless you are a professional graphic artist or production person, get some professional help to have your ads look and sound their very best. The only awards you need to worry about your ads winning is the six inch Ben Franklin award, the one that fits nicely in your wallet or bank account. If you are not coming up with the answers that you need or ads that work make the investment to hire someone who can create the kind of ads that will work, you’ll easily recoup any amount of money you invest in ad development through ads that pull better and bring in more paying customers than ever before.

Write Your Category Killer Ad Tell your story here, write a compelling, engaging story about your business and tell me what I need to know to do business with you, surprise me along the way, intrigue me, reel me in and compel me to action at the end.

Intuitive Marketing Marketing truly is intuitive. You already know and have a good feeling for what compel you to buy and what compels others to buy from you. By simply breaking down a process that is someone unconscious for you we can put it into steps that you can recreate over and over again. In the simplest form, making marketing intuitive is really nothing more than brining your automatic or unconscious processes to the surface, acknowledging them, defining them and then recreating them in the minds and hearts of other buyers. Then do it again and again and you will make your marketing work like never before.




Three Marketing Mistakes You Are Making In Your Business Today 1. Failing to be relevant • Prospects only respond to information that is relevant to them. Relevancy goes far beyond putting the right product in front of the right people, it means also tying in what is relevant to them on an emotional, psychological, sociological level. • You must create ads and selling propositions that enhance the quality of the information people are receiving, that cuts through the expected chatter they hear and grabs them right between the ears. You must say things that are so profound they have no choice but to desire more of what you are saying and selling. • Relevancy also has to do with timeliness. Be sure that your message is either timely or timeless. Not tired and worn out. 2. Failing to Realistically Differentiate • In a world that increasingly the same and where people now have more equal access to information than ever before you must be able to quickly and succinctly set yourself apart from the pack. • Ask your self this important question: If I said everything about myself about a competitor would it be true? In most cases, businesses that answer yes IMMEDIATELY improve their revenue and profitability the moment they determine how they are truly different and how they can clearly articulate that message to their clients and to their prospects.

We spent some time working with an Optometrist who was trying to differentiate his business from a large group of very similar competitors. After we got past why his new equipment was no different than his competitors and why his training was not different we came up with two simple things that really DID set him apart. What were they? 1. He was a specialist in eye disorders related to diabetes and allergies and even got referrals from his competitors because of his exhaustive knowledge. 2. He called virtually every patient within 48 hours of their exam to follow up with them and see how they were doing, just like the old time doctors that made house calls. His patients LOVED him for it. He didn’t realize that not every Optometrist does that. Two simple, yet powerful differences changed the whole business!



Module 10: Creating the Perfect Ad… No Matter What The Media 3. Failing To Define Success • You MUST know what outcome you expect AND if it is a realistic outcome before you spend even one dollar marketing your business. • Success can be defined in many ways New Customers Increased Average Transaction Amount Reactivation Of old Clients Building Brand Awareness (more on this in another call) Increased Word Of Mouth Marketing Promotion of An Event Reduced Returns •

Until you know how you define success you’ll always be shooting at a moving target. Define success and evaluate your progress toward it every day. The Cost Of The Three Marketing Mistakes

The Smallest incremental changes in your business can reap the largest profits over the long term. While some of this may sound very obvious to some of you, no matter what your sophistication, you are not doing 100% of these things all the time. The result is that you can pick up “free” sales and find revenue simply by focusing. One new client means a lot to virtually any business. Satisfied clients can be molded into unpaid evangelists who spread your good word everywhere they go. Word of mouth marketing doesn’t “just happen” it is a conscientious effort on the part of the marketer to make it happen. If you are not getting word out moth marketing that is exceedingly positive you are spending too much for too little return. Simply changing the way you view the value of one new client will change the financial future of your business.




The Logo Test Honestly ask yourself this question: If I cut the logo out of my ad and replaced it with my biggest competitor’s logo, would the ad still be true. If it isn’t you MUST clearly define who you are and what you do NOW. You cannot wait any longer or you WILL continue to lose profits. The logo test applies to your TV, Radio, Direct Mail, Billboard and direct sales pitches. Go through every customer facing influence vehicle and ask yourself that very powerful question. Then get busy on adding the substance, the relevancy, the REAL reason to believe and you’ll increase your business immediately.

This research from Yankelovich Partners shows exactly why it is IMPERATIVE that you focus your advertising and your message.

• 60% of consumers have a much more negative opinion of marketing and advertising now than a few years ago • 61% feel the amount of marketing and advertising is out of control • 65% feel constantly bombarded with too much marketing and advertising • 53% of consumers polled said that spam had turned them off to all forms of marketing and advertising • 36% of consumers polled said that the shopping experience is less enjoyable because of pressure to buy • 53% said that for the most part, marketing and advertising does not help them shop better. We’ve talked about relevancy here a number of times and this clearly points to the fact that you must be more relevant, more genuinely compelling and more intensely concerned about the customer experience than ever before. Here are some additional interesting facts: • 59% feel that most marketing and advertising has very little relevance to them • 64% are concerned about practices and motives of marketers and advertisers



Module 10: Creating the Perfect Ad… No Matter What The Media • 61% feel that marketers and advertisers don't treat consumers with respect • 65% think there should be more limits and regulations on marketing and advertising • 69% are interested in products and services that would help them skip or block marketing • 33% would be willing to have a slightly lower standard of living to live in a society without marketing and advertising

WHAT MAKES YOUR CLIENT WANT TO SPEND THEIR MONEY WITH YOU? EMOTION RELEVANCE BETTER INFORMATION PERSONAL EXPERIENCE

Emotion Nothing good or bad in this world happens without emotion attached to it. The most impassioned plea wins.

Love Is A Rose Love is a rose. Remember the first time you gave your mother a rose . . .That look on her face and the feeling in your heart? That memory is still alive but her rose is long gone. Loveisarose.com roses last as long as your memories because they are forever preserved in pure 24 karat gold. Loveisarose.com roses are extremely limited this Mother’s day, so you may not hear this ad again. Go to www.Loveisarose.com rose now and remind mom that love is a rose. www.loveisarose.com

This radio ad for Loveisarose.com is a perfect example of how subtle an ad can be yet still impact you with the emotional impact of a sledge hammer.



Module 10: Creating the Perfect Ad… No Matter What The Media Who doesn’t remember the first time they gave their mom or mother figure a rose? And whose mom among them was callus to the effort? None of course but if you stop and examine your feelings and thoughts you are experiencing right after the ad you can’t NOT think of your mom and doing something nice for her. This ad is VERY relevant, it is tied into an event that (at this writing) is only nine days away. Is the ad working? So far the client is up a significant amount over last year’s sales. A very similar ad at Valentine’s day virtually sold the company and ALL their suppliers out of roses after running for only ONE week.

Relevance We’ve talked about that a lot, think about how you can be relevant to your audience. In this example, our audience is little boys in men’s bodies. And men who have small children and want to be a part of helping them create that memory. ASK yourself: HOW CAN I BE RELEVANT TO MY CLIENTS NOW?

Better Information Information is only one Google away from anyone today . . . but for most people doing the research is a pain in the butt and they’d rather not, it is just more information to sift through. Give clear, concise information. Use the psychological principle of social proof . . . that is, show how others are using it and who they are. Use scientific or other proofs to prove your claims, show studies, use whitepapers, and give examples that the client or prospect will have already experienced. Give your clients an “insider” (I mean legally here) knowledge of products and services and of the industry so they can be better informed. Better informed clients get to practice a form of “oneupsmanship” when they know something someone else doesn’t, in their world they become the foremost expert on the topic at hand.

Personal Experience Your advertising HAS to live up to its promise and your client must have an AMAZING experience with you the very first time and every other time they walk through your door, visit your website or call your phone. Advertising sets an expectation and the experience has to be as rich and rewarding as the expectation the client has. When expectations are not met you almost never get another chance to create a powerful experience. Be sure the experience you create is one the client will talk about to everyone.

CREATING COMPELLING ADS



Module 10: Creating the Perfect Ad… No Matter What The Media Compelling ads are the fuel that run your business. The very worst thing a client can say when they see or hear your ad is: “So What!” “Yeah And?” The secret to powerful ads are the words you use and the most powerful words you can and must use in every ad are: VERBS Action words, words that make your blood boil and heart desire. Verbs are the words that conquer new worlds and kick down old barriers, the very words that can breathe life into an ordinary situation or fan the flames of profit into an avalanche of growth. Use words powerfully and wisely and you’ll reel in more clients than ever before. Neglect them, make them powerless and predictable and you’ll herd clients to your competition.

THE FORMULA FOR A GREAT AD Tell A Powerful Story Using Verbs Compel them to take some action Tell them what you want them to do Have them do it Reap your reward In wrapping up your ad, be sure and tell people what you want them to do next, they just need that little nudge to get over the hump and take action. Remember, you can’t take any action outside your body until you’ve already taken it in your mind. Get your client involved, have them take the action in their mind and the biggest hurdle to taking it in person has already been crossed. Which Media Is Right For Your Business? There is one very simple answer: The media that you can afford to use with the appropriate frequency to fully influence an identified group of people. Once you’ve done a good job in newspaper for example (and you’ll know because sales are increasing) you take your newfound profits and invest it in the next media and you don’t do anything else until you have fully reached that audience.



Module 10: Creating the Perfect Ad… No Matter What The Media You only ever need to reach 50% of the people in any given city or group because they know or are related to the other 50% and they’ll tell them for you if you’ve done a good job of influencing and serving them along the way.

ACTION STEPS FOR YOU TO TAKE NOW 1. Perform the logo test on all of your client facing ads, sales processes and influence mechanisms. 2. No matter much of what you read here or hear on the calls, note how many of those things you are NOT doing daily and add at least one per week and document your results 3. Interview at least three prospects and three clients to see what it is that THEY feel makes you significantly different 4. Do the same with at least three people who don’t buy from you 5. Write down what TRULY makes you different than your competition 6. Competitively shop or research at least one competitor this week and note what they do better than you and what you do better than them, then improve your process 7. Spend at least one hour focused on evaluating your marketing and making it better.



Module 11 Internet Traffic and Website Strategies David Dean © 2008 Chet Holmes International


Module 11: Internet Traffic and Website Strategies

How to make the Most of the Internet For Your Business and For YOU! By: David Dean

Consumer Sales $50bn in 2003

• According to the U.S. Department of Commerce, U.S. shoppers spent more than $50bn shopping online in 2003. • This represents an increase of 26.3% in online shopping from 2002 – 2003.

Upward Trend Continues in 2004

• Early figures for 2004 show Valentine’s Day up 40% from 2003. • The growth to the $50.4bn does mark a slight reduction in the pace of the expansion… • But the figure does not include online travel, financial brokers or ticket sales agencies. • Including those sectors, some estimates put total online retail sales in 2003 as high as $100bn.

The Internet - Friend or Enemy?

• It’s not just whether you are using the Internet to crease new areas of growth. • It’s also whether your competitors are taking business away from you by default simply because you do not have a strong Internet presence.

The 6 steps to becoming more successful on the Internet

• You have to get people to FIND your website. • You want to INSTANTLY tell people what they can accomplish there. • Your website must be user-friendly and easy to navigate – and you must begin with a goal in mind.




People generally have to come to your website 6, 7 or 8 times before they will take an action. • You must get people to come BACK to your website. • You must get them to “convert” to a) a sale b) a subscriber, or c) an appointment. • Use the Internet as an easy way for people to refer their friends.

4 overriding principles of the Internet

• The Internet is a direct response medium, not a branding medium.

Information = Marketing

• The Internet is an information medium, not an entertainment medium.

The Infomediary

• The most successful Internet business model – “infomediary”.

Don’t Fight the Internet

• Use the Internet for what it is and not for what you want it to be. - Direct Response - Not branding - For information - The great disintermediary

Getting People To Find YOU

• Four ways to drive traffic • ACES

Affiliate Marketing

• How to generate traffic by getting others to send you their customers for free. • The traffic is already on the Internet – you do not have to get it there, you just have to put yourself in front of it! • How would you like to put 50-100 commission only sales people to work for you over the next 3 months? © 2008 Chet Holmes International



Affiliate Marketing – An Online Strategic Partnership

• Others have already gained the attention, trust and patronage of these people. • This may be THEIR greatest asset. And you can help them to realize that. - They may be looking for other things to sell - They may be in a mature market - They may be looking for additional revenue streams • The only risk they ever need to undertake in their business is a simple, small test.

Power of Affiliates

• Go to a search engine and type in your category. In seconds you will have a list of hundreds, maybe thousands, of potential affiliates. • Each one of these has the potential to be a partner. - To put a link on their site. - To endorse you to their customers.

The More Affiliates The Better!

• You could hire a single person who does nothing else but recruit affiliates for you every day.

Here’s How You Do It.

• You currently sell a product. Let’s say it’s an instructional golf video. • And you want to find affiliates to refer their visitors to you.

Making The Affiliate Relationships

• You type “golf equipment” into the search engines and find the top twenty websites – which, by virtue of their placement, probably have the most traffic in the golf category. • You appeal to the first one with an affiliate deal they can’t refuse – 50% of your gross revenue.




Now Multiply Your System

• That person gives you a link on their website, and endorses you in their golf newsletter that goes out to 50,000 golfers every month. • Then you make the same deal with search engine results 2-20.

Convert the traffic or LOSE the affiliate

• You land the visitors on a “Landing Page”. Never land people on the home page from a link! • You write a killer sales letter that converts an extremely high percentage of visitors.

Cause Marketing

• The supporting of a socially responsible cause that matters to your target constituency. • “Eight-in-ten Americans have a more positive image of companies that support a cause they care about.” 1999 Cone/Roper Cause Related Trends Report

Supporting A Cause “Matters”

• “66% of people surveyed will use a product or service that is associated with a cause they care about – given a choice.” • If you do these things, make them known on your website. 1999 Cone/Roper Cause Related Trends Report

Email Marketing

• This is how you get people to come BACK to your website! • Except for making a sale, the single most important thing you can do is get your visitor’s email address. • The goal is to get people to raise their hand to begin receiving your curriculum of correspondence from you.




Put yourself where the people are already going Email is about building better relationships

• Gives you an opportunity to build better relationships with all clients and potential clients. • Double your traffic and sales for two days every month.

How to capture emails

• To start, you will have to do one thing – ask people for their email address. • Create an “Opt-in” form and put it on your home page.

Respond automatically

• Get visitors to “opt-in” to your list by offering them something of value in return – a free report, valuable offers, innovative information. • Send new subscribers an immediate, automated response. Aweber.com.

Your Future Is In Your Past

• Email is how you can tap into the dormant, hidden wealth that is sitting in your business right now. • Gives you a chance to add value to the relationships you have with your current clients, as well as encourage referrals. Why?

People Have Friends

• People who use financial planners probably have friends who will use financial planners. • People who have plastic surgery have friends who will have plastic surgery.

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Make it easy for people to refer others to you EMAIL is easily FORWARDABLE. Your happy past clients would gladly refer their friends to you anyway. This just makes it easier for them to do. The email will be opened when it has an “endorsement” (an implied endorsement from the friend who sent it).




Search Engine Optimization

• THE Search engine – Google.com • How it works today. - SEO - Pay-Per-Click

What else will improve your search engine ranking? • Go to Overture.com and type in the keywords that relate to your product category. • This will tell you which keywords people are searching on, which to compete for, and which may not be worth it.

How to get to the top of the search engines

• Do you want to become a search engine expert or do you want to run your business?

Search engines look at content and “link relevancy”

• Content is King! • If content is King, link popularity is Queen. • Search engines will also evaluate the number of people you are linked to, as well as how many are linked to you.




Banner Ads?

• The average banner ad gets less than a .05% click-through rate. • We have learned by now that they are not just pretty little pictures. They are ADS. We filter ads out! • If you do want to buy banner ads, know that the VAST majority of banner ad space goes unsold, so you can negotiate very low rates right now.

• • • •

How to improve your click-through up to 800% Create banners to look like what people are familiar with. People are familiar with HTML. The whole goal of the banner is to get a click-through. People are used to clicking on HTML!

The website

• Now that you’ve spent all of that money to get someone to your website, how do you make the most of their visit? • The first problem – most companies let a designer or programmer lay out their website. • But your website is not a design or a programming tool. It is a marketing tool!

Start with your goal in mind

• Your first goal, whether your website is transactional or not, should be to achieve some type of conversion of the visitor. • You either want the person to buy and convert into a purchaser, opt-in to your correspondence list, and convert into a subscriber, or contact you and scheduled an appointment or consultation. • You must have an action-oriented goal.

If your website takes too long to load, people will leave • More people than not are still on dial-up modems, not high-speed access. • If you have flash or some other motion picture in front of your website, people may leave.




Let people in!

• “This door…” • Remember that the Internet is an information medium, not an entertainment medium. • Out attention span is extremely abbreviated on the Internet.

Tell people what to do!

• If people came to your website, they came to you looking for the expert. They are looking for you to tell them what to do. • Just like in a good sale, you have to lead the transaction. But you cannot do that if you do not know what you want people to do first.

Create a plan for your visitors

• You should know what you want and intend for people to do first, second, third, and so on… • If you don’t know, how will they? You need a plan! Prioritize actions.

Know your Website HOTSPOTS!

• Layout your website according to your plan for your visitors. Know your navigation HOTSPOTS! • The hottest spot of your entire website is the upper left hand corner. Whatever action you want people to take first, put it there. Why? • The next hottest spot is the lower right hand side of the screen. Why?




The circular website

• Picture your website like a circle. • Know your ultimate goal for every visitor. • Layout your navigation so that WHEREVER they go, it leads them to what YOU want them to do ultimately – convert into a sale, a subscriber, or an appointment.

Do You Want Your Site To Make You Money?

• Isn’t the point of your website to make money after all? • You can most likely make more money with a 5 page website than with a 100 page website. - Home/landing page with KSL - Order/Upsell Page - Downsell Page - Thank you page - Terms and Conditions page

Remember – the Internet is a Direct Response medium!

• You want people to respond directly to you directly from your website. • You would never run any type of direct response marketing campaign without your contact information prominently displayed.

Put your phone number on every page

• If your goal is to have people contact you from all of your other direct response advertising, you should also have your telephone number and contact information prominently displayed on EVERY PAGE OF YOUR WEBSITE!

Don’t make your website about you!

• One of the most common problems with all websites is that they are all about “we,” “us,” “our business,” “I,” “me,” “what we do, and how we do it.” • Yes, your website is about you and your business, but your business exists for the benefit of your clients.




Make your clients feel as though your website is all about them!

• Your clients want to feel that your website is all about them. • It should be about what they can accomplish there, their desires, their hopes, their happiness, their solutions. It should not be all about you.

The 4-to-1 rule of thumb

• Here’s the easy way to make your website about your visitors. • There should be 4 “you,” “your,” “your needs,” “your goals,” “your desires,” “your result,” to every 1 “I,”, “our business,” “we,” “me,” “the doctor,” or “us,” etc…

Summary

• Great marketing is nothing more than great communication. • The Internet is the ultimate communication tool and, therefore, the ultimate marketing tool. • Start today with one simple improvement, and build on that to stay ahead of the curve – and ahead of your competition.



Module 12 Fundamentals of Web Traffic Conversion: 29 Success Secrets That Help You Win The Hearts of More Online Customers

O. Alex Mandossian © 2008 Chet Holmes International


Module 12: Fundamentals of Web Traffic Conversion This workbook works in conjunction with Module 12. Use these worksheets and fill them in as the speaker presents this module.

Success Secrets Of A 9-Year Old Cub Scout

Secret #1: Always know your target _____________ before you begin to develop your _______________ products.

Secret #2: Your marketing message is NOT nearly as important as the ______________ you build with your market.

Secret #3: Success depends on selling the right ___________ at the right _________ to the right _____________ at precisely the right ________.



Module 12: Fundamentals of Web Traffic Conversion

Which Success Secret Do You Need Most? • How to build targeted online lists during your public speeches • How to acquire dozens of testimonials in 24 hours … or less • How to JV with online list owners and keep 50% of the profit • How to fill seminar seats without a location, date or speakers • How to instantly make money from your Website abandoners • How to instantly avoid getting blocked from the Spam filters • How to use your pictures to get first-time visitors to say “Yes” • How to get free publicity (and sales) from “virtual book tours” © 2008 Chet Holmes International



TARGET MARKET STRATEGIES How Your Target Market Finds You Secret #4: Write an _______ teaser to a tightly-targeted market to extract the _____________________ in your prospects’ minds. Sample Letter

November 15th, 2003 FR: Alex Mandossian RE: John’s Most Important “Conversion” Question Hi John, Because we’re both short on time I’ll make this quick … * * * WHAT’S YOUR MOST IMPORTANT QUESTION? * * * If you had a 30-seconds to ask me your single most important question about how to convert MORE first-time Website visitors into paying customers for life, what would your question be? Think about it carefully and then click the link below to submit your question. (Your name and email address is NOT required). http://www.AskAlexMandossian.com This survey takes just 30 seconds out of your day, but my answers may give you new ideas to flood your bank account with new cash profits!! Good Sales, Alex Mandossian, Co-Founder Traffic Conversion Institute




Secret #5: Test each of these two types of ASK™ campaigns: 1) ______________ “What your single biggest problem with …” 2) ______________ “What’s your most important question about …” Secret #6: Create simple __________ ______ that conveniently and anonymously __________ responses from your target market. Secret #7: If you don’t have an _________ list, find ________ __________ partners who do to quickly and easily pocket ____ % of all future profits. Secret #8: Create _______ _________ that conveniently and anonymously __________ key questions from your audience. Secret #9: Review all of the “ASK” questions to determine a winning teleseminar ________________ you get paid for. Secret #10: Choose the most _________ and __________ questions to produce a meaty, content-rich ___________.




Secret #11: Send an email __________ that invites your chosen target market to a ________ teleseminar. Secret #12: Craft a _______________ Web page that reflects the core _____________ your prospects want to hear most. Secret #13: Acquire dozens of _____________ within 24 hours of your teleseminar by offering a free __________ ______. Secret #14: ___________ the teleseminar and ____________ the audio content for a best-selling _________ _________. Secret #15: Use the power an ASK™ ____________ to launch a ____________ book tour™ for the entire world to hear! Secret #16: Use the ASK™ methodology to fill ____________ seats without having a _____________ , date or _____________. Secret #17: Use the ASK methodology to instantly increase the pulling-power of your ____________ or _________ titles.




Secret #18: Use _________ ____________ to increase the “Session Times” of your first-time Website visitors. Secret #19: Use __________ testimonials to instantly improve the pulling-power and ________________ of your Website(s). Secret #20: Use your ________ in your online guarantee. Secret #21: ________ postcards dramatically improve your _______ rates to capture more paid teleseminar registrants. Secret #22: If you want your Websites and emails to talk for a paltry $1, please fill-in the No-Risk Acceptance Form at: www.________________________________ Secret #23: Use _______ pop-ups to recycle the 98% of your Website __________ who leave without giving your offer a fair try. Secret #24: Avoid key words that get your email broadcasts blocked by __________ __________ like Spam Assassin™ Secret #25: Use _____________________________ to check words & phrases that get caught in Spam Assassin™ filters. © 2008 Chet Holmes International



Secret #26: Review this Spam Assassin™ “hot list” BEFORE pushing the ________ button with your ________ _____________. The Official Spam Assassin™ HOT LIST: 17 Common Phrases To Avoid SUBJECT LINE contains “Hello”…………………………………….…… 2.1 Spam points SUBJECT LINE contains “Your Family” ……………………………… 2.9 Spam points SUBJECT LINE contains “Double Your” ……………………………… 1.6 Spam points BODY COPY contains “Dear (something)”……………………….… 2.5 Spam points BODY COPY contains “Online Business”……………………………. 2.9 Spam points BODY COPY contains “For Pennies A Day”……………………….. 2.9 Spam points BODY COPY contains “No Investment”…………………………….. 2.9 Spam points BODY COPY contains “While You Sleep”………………………….. 4.2 Spam points BODY COPY contains “No Investment”……………………………….. 2.9 Spam points BODY COPY contains “Additional Income”…………………………. 2.9 Spam points BODY COPY contains “Financial Freedom”………………………….. 4.3 Spam points BODY COPY contains “Be Your Own Boss” ………………………… 2.9 Spam points BODY COPY contains “Money Making” ……………………………... 2.7 Spam points BODY COPY contains “100% Guaranteed”…………………………. 1.1 Spam points BODY COPY contains “STARTING NOW”……………………………… 2.9 Spam points BODY COPY contains “Take Action Now!” …………………………… 2.9 Spam points BODY COPY contains “Requires Initial Investment”…………... 2.7 Spam points

Secret #27: Increase the value of __________ products by _____________ your audio-tape content into a CDROM format. Secret #28: You can quickly build tightly-targeted, highly valuable ___________ lists using ______ giveaways from platform speeches! Secret #29: The collision of ___________ and __________ imagery increases the “stickiness” of direct response Websites. © 2008 Chet Holmes International



This is The 10% I Want You to Remember

1. Find your target ____________ before you decide to develop any ______ ___________ to sell.

2. ______ marketing campaigns take the guesswork out of creating high-demand info products from scratch.

3. ______________ your virtual enterprise to increase the _____________ __________ of your customers.



Module 13 Detailing and Perfecting The Sales Process Chet Holmes © 2008 Chet Holmes International


Module 13: Detailing and Perfecting the Sales Process

This workbook works in conjunction with Module 13. Use these worksheets as directed by the speaker who is presenting this module Rule: You can’t improve something that you haven’t identified. So let’s break down your sales process: whether it is on the web or in person. Step one: Establish credibility, build rapport Workshop: Building rapport and credibility Think (and write down) your two best relationships (client relationship if you have been in sales, personal relationships if you haven’t).

Write down the top three to five reasons why those are great relationships (Example: We share a lot in common.)

Turn those reasons into rules. (For groups of 4 or more, break up into small work groups.) Example: Look for areas of common interest.

Now rank the rules in order of importance. Example: • Genuine interest in helping them succeed. • Learn a lot about them and their business. • Find common areas of interest. • Build trust, etc.... © 2008 Chet Holmes International



What are the ideal ways to build credibility fast?

Give us some kind of an education on some area of your industry that would show that you are an expert: Teach us something?

Workshop: Another powerful method of establishing rapport is to ask good questions. What are the six questions you will ask every prospect and why are you asking each and every question (what’s the objective).




From Chet’s training, what are some good questions to ask in almost every single situation? 1. 2. 3. 4. 5. 6. 7.

Now add some of your own questions that are specific to your situation: 1.

2.

3.

4.

5.

6.

7.




Workshop: Build Value / Website This is where you’d introduce market education into the sales situation (Whether this be live, on the web, on your brochure, etc…). Let’s write the actual dialogue used to introduce market education into a sales situation: Chet to provide sample dialogue in training module (now write yours):

What are some sample titles of buttons on your website that would engage a prospect and make them want to take your “tour” (See Chet’s training module for more detail).




Workshop: Features vs Benefits. What are some ways to “Create desire” in your prospects? What are some pain points that would motivate them/ Write a few right now: 1.

2.

3.

4.

5.

Major benefits of having your product or service? 1.

2.

3.

4,

5.

Have you just written features or benefits? Examine based upon Chet’s training.




Workshop: Integrity-based selling. What are some “integrity-based” questions, statements, approaches or positioning you could be using that would motivate your buyer to buy because of WHO they are, rather than WHAT you sell?

What are other questions you can ask that will help the prospect realize either how important, how valuable or how costly it is to NOT move forward?




Workshop: Inducing the prospect to make a decision now! What other inducements can you bring into the sale to make it sweeter? (See module for many ideas): Write some ideas for you right now.



Module 14

Integrity Based Selling

Peter Sage © 2008 Chet Holmes International


Module 14: Integrity Based Selling This workbook works in conjunction with Module 14. Use these worksheets as directed by the speaker who is presenting this module

Integrity Based Selling By Peter Sage

Integrity Based Selling combines the power of _______ with the concept of selling the right ________ to the right _______ for the right ________.

PHASE 1 - First let’s talk about the role of Identity:

Three Powerful Facts: 1) People never rise above the opinion of _______________ EVER! 2) The most powerful force in the human personality is the _______ to remain ___________ with how you define yourself. 3) How you see yourself determines your _____________ and most importantly what you ________ The Self Sabotage Principle: The Thermostat – The hidden determiner between your ______ and your _________ $1M Question: What is my ________ honestly…? I truly believe that as a _________ I am _________ $________ © 2008 Chet Holmes International


Module 14: Integrity Based Selling

PHASE 2 – Using it OK, now that you understand how powerful Identity is let’s see how we can use that knowledge to our advantage when it comes to increasing our sales.

Integrity Based selling focuses on getting people to buy because of ____________________ not _____________________.

Step 1: Describe your target customers. List their characteristics:

Write their Profile:

How you perceive them:

What do you think is most important to them?




Step 2: Build up their identity with your product. Now you have identified how they see themselves, Write as many things as possible as to how and why YOUR product or service builds up, supports or increases value to their identity:

Step 3: Show the downside. Powerful Organising Principle: If they feel their identity is compromised through not taking your product it becomes very compelling for them to buy it!

In what ways could it affect their identity if they did NOT buy your product / service?




Step 4: Incorporating Integrity based selling into your marketing.




Examples of great questions to ask your clients… • As an (insert identity) what is most important to you? • How would you like others to see you? • What are some of the situations you would do almost anything to avoid happening? • (What would happen/ how would you feel if it did?) • What people or companies do you look up to / respect the most (in their industry sport or profession etc) and why? • What would have to happen in order for you to be a better (X)? • What is the Price of NOT having this? • What has it cost you to not have this? How do you feel about that? Are you happy to settle for that or do you value yourself more? • If you are an X then this is the product for you, If you are just a Y then settle for that instead • Have you ever seen yourself as X? What would happen if you could? • What could this mean to you 6 months from now? • Do you think you could become a better X as a result of taking this step? • What other great things do you think will happen to you as a result of buying this? • How much (happier, more efficient, stronger, profitable etc) can you see yourself once you have mastered this? • What does that mean to you?

• Use endorsements from people or companies they aspire to be: © 2008 Chet Holmes International



BONUS SECTION: Upgrading your identity Answer these questions: 1. What beliefs do I have that may have been holding me back?

2. What beliefs would I have to change in order to remember who I really am?

3. What habits would I have to adopt, condition or change in order to reinforce or become this person?

I AM…. I AM…

TITLE

WHO

AND

I AM…

TITLE

WHO

AND

Incredible

Entrepreneur

•

Never gives up

•

Eats cold calls for breakfast

Resourceful

Influencer

•

Seamlessly

•

Produces outstanding results

Relentless

Marketer

integrates what I

•

Always finds a way to make

Example

Dynamic World class

learn with ease •

things happen!

Spots and seizes opportunity from nowhere



Module 15 Guerrilla Public Relations Jill Lublin



Module 15: Guerrilla Public Relations

“It’s Not Who You Know, It’s Who Knows You” Presented by Jill Lublin




This workbook works in conjunction with Module 18. Use these worksheets as directed by the speaker who is presenting this module

Who Are You? . . . in 30 seconds or less 1)

Ooo-aah factor _________________________________ _________________________________ _________________________________

2)

Expertise _________________________________ _________________________________ _________________________________

3)

What’s Your Hook? _________________________________ _________________________________ _________________________________




Repositioning - Creating Spin • Determine your hard-hitting emotional story! ___________________________________ ___________________________________ ___________________________________ • What is your reason for being in this business? ___________________________________ ___________________________________ ___________________________________ • People want to be affected where they feel the most - “give it to “em” in the heart and guts ___________________________________ ___________________________________ ___________________________________




Your Press Release . . . Grab ’em Fast • Use Statistics ___________________________________ ___________________________________ ___________________________________ • First paragraph is the most important ___________________________________ ___________________________________ ___________________________________ • Contact Information ___________________________________ ___________________________________ ___________________________________




15 Things Media Hates! 1)

2) 3) 4)

5) 6)

7) 8) 9) 10) 11) 12)

13) 14) 15)

Not Taking “No” For An Answer • DON’T whine if you get rejected—try again • DON’T make 500 phone calls after the say “No” Long News Releases Lying, Hype & Misrepresentations • Untrue Claims Lack of Preparation • If you don’t know your message and “hook” • When you don’t know anything about the program, magazine or newspaper Small Talk Overkill • DON’T send videotapes unless requested • DON’T treat your media appearance like an infomercial No repeated cold calling Freebies Name Dropping Lack of Focus Confirmation Calls Gimmicks • DON’T send “sneaky” press releases with no information Not Following Up Requests Same Ideas Getting Upset • When we say “No”, DON’T say “Why Not?




15 Things Media Loves! 1) 2) 3) 4)

5)

6)

7) 8) 9) 10) 11) 12)

13) 14) 15)

News Brevity - Be Clear! Knowing Targets • Know the show you are pitching Relationships • People who build relationships and work on relationships versus “pitching” the producers Preparation • Remember the media you are pitching to: o with radio--watch your voice o with TV have strong visuals Broad Appeal • When the story feeds into something larger--such as a trend Ties Experience Visualization Celebrity Tie-Ins Prompt Response Courtesy - People who watch the timeline and appreciate the volume that editors get • An editor at Fast Company gets 50-100 e-mails per day and 10 books plus dozens of phone messages Visual Aids No Road Blocks A Pleasant Attitude




Entrepreneur Magazine • Professional presentation-easy to read • Artwork and sample, if appropriate • Relevant and memorable • Earnest • Production is March for June’s issue • For a June issue – writer’s deadline is January 15




TOP TEN TIPS FOR WRITING A PRESS RELEASE THAT WILL GET NOTICED

1. Type, never handwrite. Double space, use BIG margins, and leave lots of white space. Editors use the white space to edit. 2. Avoid BIG letterheads. They take up space on the page and can shout, "my message is weak, but look at my credentials." 3.

Type the press release on your stationery.

4. Name the contact. Skip a few lines below the letterhead and list the person to call for more information. Listing a home phone (or cell phone / beeper) in addition to the business number indicates your willingness to be helpful. It is best to have the contact someone else other than the President or owner of the business. 5. Provide release instructions. Either FOR IMMEDIATE RELEASE or FOR RELEASE MONDAY JUNE 8TH. Do not leave too long a time, though, or your release will likely be buried or forgotten. If possible, leave off the date so you don't become dated. 6. The headline should catch their attention, snappy without giving away the whole picture. 7. The first two words are the place where the story originates (city, state)…put it in parentheses and put three dots after. 8. Write concisely. The first paragraph should answer the 4W's: who, what, where, and why. 9. The mechanics: Keep the release to one single page, if possible. If you need more than one page to complete the release put - "more" - at the bottom center of the page and be sure the pages are numbered. The succeeding pages should be "slugged" that is, tagged with an identifying headline or subject reference, for example: "ANOTHER GREAT SEMINAR - 2". 10. When you reach the end of your press release, use either four # signs centered in the page or - END - centered in the page.




20 Questions to Keep You on the Guerrilla Publicity Track 1) 2) 3) 4)

Do you know who you are and what you do? Can you express it positively and clearly in under 30 seconds? Do you always carry your business card and ask for others? Are you impressed by the quality and design of your materials? 5) Are you consistent in creating the image you desire to project? 6) Is your information completely truthful and not over hyped? 7) Do you know what’s special about your story? 8) Can you specifically define your potential customer? 9) Have you written an article about you and your business and sent it with a photo to your media list? 10) Do you send your materials or articles out six weeks before the publication’s deadline? 11) When something exciting happens with your business, have you sent out a press release? 12) Do you have a media list appropriate to your business that will reach your clients and potential customers? 13) Are you thoroughly familiar with the media you have on your list? 14) Do you follow up on anything that you have sent to the press? 15) Are you prepared to respond with five or six “why I’m news” points to the media’s calls to you? 16) Do you update your media list every three months? 17) Do you stay in touch with your media contacts on a regular basis? 18) Do you send acknowledgment notes to those who refer business or support you in other ways? 19) Do you participate in social and community activities? 20) Do you help others get business by networking?



Module 16 The High Art of Getting Appointments With Anyone Part 1 Chet Holmes © 2008 Chet Holmes International


Module 16: The High Art of Getting Appointments With Anyone, Part 1

This workbook works in conjunction with Module 16. Use these worksheets as directed by the speaker who is presenting this module (Follow along and fill in with the video) What can you create that will provide “superior access” to your buyers? What are some ideas offered by Chet that may be applicable for you, just as a method of helping you gain faster, easier, smarter or more potent access to your buyers? •

•

•

•

• Elements of telephone pitch. (Covered in the video training) 1.

2.

3.

4.

5.




Workshop: Cold calling best buyers. Make a quick stab at your opening telephone pitch. For current clients, write three reasons to invite them back. We’ll go deeper on this in a moment, but have a crack at it right now to warm-up.




Workshop: Gatekeepers How many times can you send the gate-keeper back and what will you say each time? 1.

2.

3.

4.

5.

Workshop: Who should you be selling to, ideally? Who has the authority to say yes without checking with someone else in order to buy what you sell?

What’s easier to sell for you initially, that gives you easier access?




Workshop: Write down ideas for orientations that you could give to your Dream 100. Remember, this should grab their attention and be about problems facing them. Example: The nine ways you’re wasting money on your voice and data spending.




Developing your full appointment getting script The exec comes to the telephone: What’s your opening to hook them quickly?

What’s the story you have to tell, something that continues to be “curiosity driven.”

Who else can you name-drop that will raise credibility? Build value?

What are pain points that might motivate them to want to meet with you?

What’s your close?




What if they say no? (On average it takes 8.4 no’s to get a yes) What do you say?

Then next?

Then next?

Then next?

Then next?

Then next?

Then next?

Then next?

Remember, the one with the most passion wins. © 2008 Chet Holmes International


Module 17 The High Art of Getting Appointments With Anyone Part 2



Module 17: The High Art of Getting Appointments With Anyone, Part 2 This workbook works in conjunction with Module 17. Use these worksheets as directed by the speaker who is presenting this module

Time to go deeper: In the “Dream 100” module, there is very good and detailed information about sending gifts, including an excellent workshop with many gift ideas and headlines. Now we’re into nuts and bolts of the sales process to help you get those big appointments. If you got the appointment, after applying “The high art of getting an appointment with anyone, part I,” --what’s the first thing you want to do after you got the appointment? Answer (see Chet’s training): Workshop: What is the content of your follow up fax after you’ve secured an appointment? Put down some ideas right here:

Outline your first follow up if the client rejects you. (See, Chet’s training). What would your first follow up say?




Workshop: One page promo Let’s outline an excellent one page promo piece that describes your first meeting with the prospect/affiliate, etc… (See Chet’s training for the elements) 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Finish a draft right now:




Workshop: A CD or cassette tape. What would be the outline of what you’d say on your CD? • Remember that your title has to be all sizzle. • The content works best if you actually teach me something. • Start with some wow’s. • Build/unfold to the logical next step in a way that really makes them want it. • Tell ‘em what you want to tell ‘em. Call to action. • What would you do after sending this? Flesh out some ideas right now.



Module 18 Professional Presenting Rules and Skills Training Chet Holmes © 2008 Chet Holmes International


Module 18: Professional Presentation Rules & Skills Training

This workbook works in conjunction with Module 18. Use these worksheets as directed by the speaker who is presenting this module Building an awesome training or presentation tool -- workbook material Workshop: Starting your core story What are important sales points you need to make? (List some here) 1) 2) 3) 4) 5)

Now, how would you SHOW these sales points in a visually compelling way? (Draw some examples below. Ideas might include: A bar chart, pie chart, a photo or line drawing, something amusing or entertaining, etc…)

(Watch the rest of Module 18, then complete the rest of this workbook module)




Let’s further structure your presentation. Using some of the work you’ve done on your core story, let’s outline your presentation a little more thoroughly. Or, if you are in the kind of business where you are less like to create a presentation (such as retail), let’s create your core training module. This would say everything you’ve ever wanted to say to a new employee. So right now, design your Table of Contents or “areas covered”:




As an exercise to get your juices flowing and enable you to get input and reactions, let’s design a quick five-panel presentation (or training tool). This means, creating the header, then the bullets and then the graphic you think you need to achieve the proper impact.

Header: Bullets:

Graphic

¾ ¾ ¾ ¾

Header: Bullets: Graphic ¾ ¾ ¾ ¾




Header: Bullets:

Graphic

¾ ¾ ¾ ¾

Header: Bullets:

Graphic

¾ ¾ ¾ ¾




Header: Bullets:

Graphic

¾ ¾ ¾ ¾

Header: Bullets:

Graphic

¾ ¾ ¾ ¾




Header: Bullets:

Graphic

¾ ¾ ¾ ¾

Header: Bullets:

Graphic

¾ ¾ ¾ ¾




Header: Bullets:

Graphic

¾ ¾ ¾ ¾

Header: Bullets:

Graphic

¾ ¾ ¾ ¾




Header: Bullets:

Graphic

¾ ¾ ¾ ¾

Header: Bullets:

Graphic

¾ ¾ ¾ ¾




Header: Bullets:

Graphic

¾ ¾ ¾ ¾

Header: Bullets:

Graphic

¾ ¾ ¾ ¾




Header: Bullets:

Graphic

¾ ¾ ¾ ¾

Header: Bullets:

Graphic

¾ ¾ ¾ ¾




Header: Bullets:

Graphic

¾ ¾ ¾ ¾

Header: Bullets:

Graphic

¾ ¾ ¾ ¾




Header: Bullets:

Graphic

¾ ¾ ¾ ¾

Header: Bullets:

Graphic

¾ ¾ ¾ ¾




Header: Bullets:

Graphic

¾ ¾ ¾ ¾

Header: Bullets:

Graphic

¾ ¾ ¾ ¾




Header: Bullets:

Graphic

¾ ¾ ¾ ¾

Header: Bullets:

Graphic

¾ ¾ ¾ ¾




Research In order, if you really want to dominate your market, the first thing you should do is conduct research. For example, when we had a calendar company as a client, we helped them discover that their market was shrinking, hence changing their strategy from going after small gift shops to going after large chain retailers like Wal-Mart. So point one, you want to look at the size of your market over the last several decades. The United States Census Bureau keeps outstanding records of every industry. Number of units, employees and gross sales, and the data can go back into the 50’s. You get some great “wows” (explained on videos) when you look at data over several decades. Research items you’d like to know, just to make yourself an expert. 1. Size of market: a. Annual billings for the entire industry. For example, if you’re in real estate, you want to know how many houses are sold each year and how much money is spent in this area. This positions you as an expert. So for any industry, you want to find out how many units are sold, or how much spent, etc… b. You also want to find out how many brokers there are. How many people employed, etc.? c. You also want to find out how these numbers have changed over the last few decades. It is in THIS part of the research that you find the “wow’s,” as described both in “Strategy Versus Tactics” and in “Effective Presenting.” 2. Major trends? Most trade journals that cover an industry do an “annual wrap up” on the industry. What they don’t do is compare that data over the years. So if you can get ten years of that particular industry, you can find correlations that literally make your clients say “wow” out loud. We had one client where we did some research and then laid out for them all these trends that they had never noticed, even though all the data came from their trade journals that they read religiously. When you’re looking to make correlations, it changes perspective and gives you superior weapons to your competitors. 3. The bad news. Ultimately, bad news motivates much more than good news (explained in the sessions with Chet). What’s going on in your industry that’s © 2008 Chet Holmes International



painful? Are companies going out of business? Is competition out of control, etc. 4. You have a sense of your own industry; so can think through other areas that would be telling. What other areas are there that you’d want to research? Market data arms you over your competitors. They never stop to work ON the business and this gives you a superior advantage. Even if you’re in a retail setting, know the details, you’ll find the trends. For example, if you’re in the jewelry store business, find out how much is spent on each area, how has it changed over the years, how many jewelry stores are there, etc. Knowing your market better than your competition will give you some surprising advantages. 5. For a more detailed example of an actual research document, see: “Research Doc For Teaching.” This lists a ton of bullets that dramatically set up the “core story” this company ended up telling. A core story that created a 35% increase on their business in the first year, after several years of no increases at all. But for now, RIGHT now, list some areas that you would like to have researched: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. More guidance/stimulation to come. © 2008 Chet Holmes International



Core Story Elements A.) Name at least five pain points that would motivate your buyers to become more interested in your products or services. Be clear, this is the step where you are trying to get their attention. Motivating them to buy ONCE, you have their attention. That is the next step. For example, if you were selling to Foundries, you might say: “Half of all foundries have gone out of business in the past few decades. Learn why and how to avoid it.” Another example: If you were selling training programs to HR executives, you might say: “98% of all HR executives admit that they’d like to do a better job on retention. Here’s a superior method that’s totally painless.” Both of these statements, by the way, are true. To discover these things, we researched the market on behalf of our clients. This step is to force you to think through how market data might help you find the pain points that really GRAB the attention of your buyers, helping to open the doors more easily for you. This is thoroughly explained in “Strategy Versus Tactics.” At this point, we want you THINKING before you deploy. List more pain points/research items that might really grab the attention of your buyers. 1. 2. 3. 4. 5.

What measurable data, facts, comparisons, illustrations, construction, performance levels and buying criteria do you want/need to know and include? Where will you get it, i.e., research, vendors, analyzing data, etc?




B.) Name at least five pain points that would really motivate your buyers to buy faster. (The first exercise was to find ways to “grab attention.”) Now that you have their attention, how do you motivate them to take action faster?

1.

2.

3.

4.

5.

Describe, define, name the problem, challenge, question or issue for which your company, product, or service is the only viable solution. Explain why you alone can do it for them.




C.) Name at least five pain points that would motivate your buyers to buy more (this is different than faster). 1.

2.

3.

4.

5.




Name five pleasures the prospect/client should want to attain, achieve, experience, or get from your product, service or company at work for them. 1.

2.

3.

4.

5.



Module 19 Perfecting Your Follow-up: Keys to Future Success Chet Holmes © 2008 Chet Holmes International


Module 19 – Perfecting Your Follow-up: Keys to Future Success

This workbook works in conjunction with Module 19. Use these worksheets as directed by the speaker who is presenting this module What is the most perfect first follow up after a client interaction or sale is made. Right now, design what you’re going to do as follow up step number one: If it’s a letter or an email, what is the ideal structure (as per training from Chet). How can you alter this for you? Workshop: Designing your follow-up structure (feel free to add elements that may apply to your business): 1. 2. 3. 4. 5. 6. 7. Workshop: Creating your standard FIRST followup (compose a rough draft right now):




Workshop: Second follow up. What are some ideas you have?

When should it go out? Plan it right now.

If it’s a phone call, what is the script?




Workshop: Third follow up. What are some ideas you have?


Flesh out your idea a little more right now:




Workshop: Fourth follow up. What are some ideas you have?






Workshop: Fifth follow up. What are some ideas you have?






Workshop: Sixth follow up. What are some ideas you have?






Workshop: Seventh follow up. What are some ideas you have?






Workshop: Eighth follow up. What are some ideas you have?






Workshop: Ninth follow up. What are some ideas you have?






Workshop: Tenth follow up. What are some ideas you have?





Module 20 Subconsciously Seeking Success: Goal Setting for Increasing Results



Module 20: Subconsciously Seeking Success: Goal Setting for Increasing Results This workbook works in conjunction with Module 20. Use these worksheets as directed by the speaker who is presenting this module

Affirmation Workshop 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Goal Writing Workshop Let’s put the Reticular Activating System (RAS) to work (on purpose) at attracting some great thing into your life.

Write Down 5 Lifetime Goals Lifetime Goal #1: ______________________________________________________ Lifetime Goal #2: ______________________________________________________ Lifetime Goal #3: ______________________________________________________ Lifetime Goal #4: ______________________________________________________ Lifetime Goal #5: ______________________________________________________ © 2008 Chet Holmes International


Module 20: Subconsciously Seeking Success: Goal Setting for Increasing Results

Write Down 5 Annual Goals Annual Goal #1: ________________________________________________________ Annual Goal #2: ________________________________________________________ Annual Goal #3: ________________________________________________________ Annual Goal #4: ________________________________________________________ Annual Goal #5: ________________________________________________________

Write down the desired annual income each year for the next 5 years. Income Year 1: $_______________ Income Year 2: $_______________ Income Year 3: $_______________ Income Year 4: $_______________ Income Year 5: $_______________

5 things you’ll do each month to improve productivity!! Productivity #1: ________________________________________________________ Productivity #2: ________________________________________________________ Productivity #3: ________________________________________________________ Productivity #4: ________________________________________________________ Productivity #5: ________________________________________________________




Keep Focused This next statement deserves your full attention. “If you can constantly focus on the things you want and close your mind tight against the things you don’t want, before long you’ll start to see things happen in your life you once only dreamed of.” Using your sub-conscious to make your business contacts more receptive: From the one-minute Sales Manager . . . “Do one minute of visualization and affirmation because it increases self-confidence, transmits a sense of confidence which attracts others and helps make prospects more receptive.”

Feed Your Mind Success Or Be Fed Garbage If you don’t work at feeding positive goals, attitudes and thoughts into your subconscious mind, life’s negativity will have greater influence over your life. Your mind is like a garden. Weeds grow on their own. You must tend the ‘garden’ of your mind everyday and plant the seeds of positive thoughts daily.

Focus Like A Laser Beam On What You Want!! Summary Positive self-talk every day makes a huge difference in your attitude!! Your RAS will focus on whatever you give your attention to . . . Positive or negative. A few affirmations you could use to focus your mind are: ⇒

I attract success like a magnet.

⇒

I only think positive thoughts.

⇒

People are instantly attracted to my happy personality.

⇒

Success comes to me easily and effortlessly.

Read motivational books, listen to tapes and use affirmatives before you sleep and before you get out of bed. Review your goals daily.




Can you draw between the lines using only a mirror to guide you?



Module 21 Referral Workshop: Implementing formal referral systems in your business to grow profits and acquire new clients

Michael Alexander © 2008 Chet Holmes International


Module 21: Referral Workshop

This workbook works in conjunction with Module 21. Use these worksheets as directed by the speaker who is presenting this module.

Referral Workshop Formal Referral Systems can create more profits, more clients and more new business than you ever thought possible. As with all great systems, however, the key is proper implementation. Use this workshop time to answer the following questions and create your referral system implementation plan. Then, IMPLEMENT!

What is the lifetime value of your client? How much profit do you earn from an average client initially?

How often does an average client repurchase yearly?

How much profit do you earn from an average client repurchase?

For how many years does your average client buy?

What is the lifetime value of your client (i.e., $100 initial profit + [($50 repurchase profit X 4 times per year) X 3 years] = $700 average lifetime value)?




Types of Referral Systems: Endorsement Letters Let’s make an endorsement letter template for your clients to send to their colleagues/associates/friends • Intro…Why is your client writing to their colleagues / associates / friends?

• How did your client find your company? How was your client feeling about your company before they did business with you? Why did they decide to do business with you?

• What has happened to your client’s business/life as a result of working with you?

• What can you offer your clients to compel them to refer you business?

• What is the action step you are asking your referral to take and within what timeline must they take the action step?




Referral Generating events • Who if anyone will sponsor your event?

• What is the theme or purpose of your event?

• Why would a referral choose to attend your event?

• Who will be invited to your event?

• How will you capture each prospect’s contact information?




Independent Referral Partners (“IRP”) • Who are your dream clients?

• What individuals do your dream clients trust?

• What individuals currently do or formally did business with your dream clients?

• What organizations or associations provide a service to your potential IRPs?

• What organizations, websites or databases maintain current contact information for your potential IRPs?




• What benefits will your IRP receive from referring you clients?

• What action are you asking your IRP’s to do for you first (i.e. set up a meeting, lunch, presentation etc.)?

• What action step are you asking your referral to take first?

• What can you offer your referral to compel them to do business with you?




Strategic Alliances • Who has a complementary product or service to yours?

• What products or services are sold in the same time frame as your products or services (i.e., a new home purchaser may quickly install a pool, hire a landscaper and build a deck)?

• What benefits will your Strategic Alliance partner receive from referring you clients?

• What can you offer your Strategic Alliance partner’s customer base to compel them to do business with you?




Ask your clients to refer you to their colleagues, associate and friends: • Remind - Have you reminded your clients of the value they received from your product or service?

• Initiate action-“Do you have your rolodex handy?”

• Specify - “I would like you to refer me specifically to ____________(type of person or company, the more detailed, the better)”

• Future pace- “the results the referral will experience are__________”

• Ask for help – “you can really help me by ________ (calling their referrals right now, writing an endorsement letter)?




• Follow Up - When and how often are you following up with the prospect?

• Quantify - “I would like you to refer us to _______ people”

• Offer –“We are going to offer all of your referrals ___________”

• Reward - What will you offer your clients for referring you prospects?




Employee Referral Programs • What interests or hobbies do your employees have?

• What are your employee’s short and long term goals?

• What themes or contests can you employ to generate friendly competition between teams of employees in order to produce referrals (e.g. Final Four)?




Networking Groups: • Who are the local networking groups (e.g. Alumni Associations, Trade Associations, Rotary Club, Chamber of Commerce, Le-Tip, church, synagogue, temple, etc.) in your area?

• What are your specific areas of interest?

• What kind of networking group can you create around that specific area of interest?




Incentive programs for existing clients to refer new business to you • Based on the lifetime value of a client what percentage of that value are you willing to offer your referring client for their referral?

• What interests or hobbies do your existing clients have?

• How can you help your existing clients achieve their goals and dreams?

• What are some activities, products or services that your existing clients would enjoy but that they would never do for themselves?




Implementation • What referral systems did you learn today that you will implement in your business?

• Which Referral systems will you implement first?

• Who is responsible for implementing each referral system?

• What variables will you test in each referral system (e.g., headline of your endorsement letter, $ amount offered for each referral)?

• For how long will you test each referral system?




• How many referral programs will you test in the next 90 days? 6 months? 1 year?

• What will a successful referral program look like?

• What obstacles will you encounter in implementing your referral programs?

• How will you overcome those obstacles SPECIFICALLY?

• What other steps must you take to ensure that you will implement your formal referral programs immediately?



Module 22 Prioritizing and Maximizing Your Opportunities Scott Hallman



Module 22: Prioritizing and Maximizing Your Opportunities

This workbook works in conjunction with Module 22. Use these worksheets as directed by the speaker who is presenting this module.

Step 1 Identifying Your Top Profit Opportunities It is a simple as creating a list of the opportunities that you are excited about, which you believe can produce measurable results. This list might include 10-25 items or more…

Opportunities ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ © 2008 Chet Holmes International

Ranking ______ ______ ______ ______ ______ ______ ______ ______ ______ ______ ______ ______ ______ ______ ______ ______ ______ ______



Step 2 - Initial Ranking of Opportunities Next, go back to your list of opportunities that you believe will produce measurable profit results and rank them as priority 1,2 or 3.

Step 3 - First things First How will you determine what to work on first? What criteria will you apply? In order to determine the answer to this question, you must first determine your selection criteria.

Step 4 - Power Ranking the Top Opportunities Next, go back to your list of priority #1 opportunities and apply your criteria to each one, this will clearly determine what you MUST work on first, second, etc.

Step 5 - Select the Top 3 Opportunities Ok, now the painful step. Circle the top 3 you will work on and rank them 1,2,3. (NOTE: This is very difficult for the people that are use to working on five things at once)

Step 6 - Setting Realistic Expectations Once you decide on the highest priority opportunities, you then need to establish realistic expectations as to what you want to achieve and by when. Failure to do so will consistently result is failed projects.

Step 7 - Developing The Plan - The Profit Map™ Once you determine the top opportunity you and your team will work on, the final step is to develop the plan for how you will execute and implement the various tasks AND Hierarchy the action steps.




tm

The Profit Map in Action

tm

It’s ALL about IMPLEMENTATION © 2008 Chet Holmes International


Tests For Selected Modules Modules 2, 3, 4, 6, 7, 8, 13, 16, 17, 18, 19 & 20 Chet Holmes © 2008 Chet Holmes International

Tests For Selected Modules

A Test For: Module 02 Business Secret’s of the World’s Most Effective Entrepreneurs Name:_____________________________________________________ Total Score: (6 points for each correct answer) ________________________ 1.

The best type of training is “The Tribal Method,” where information is passed from person to person. (Circle one) True False

2.

The training you do today has little or no impact on your future. (Circle one) True False

3.

The two key traits that make great salespeople are: ____________________ and _____________________

4.

According to Sun Tzu’s Art of War, what is the number one essential of victory? __________________________________________________________

5.

The main difference between the top performing offices and the worst performing offices in the same corporation is: (Circle one) a) b) c) d)

6.

The employees in the top performing offices were paid more than the other offices. The level of communication between managers and staff was higher in the top performing offices. The top performing offices were in better geographical regions. The employees in the top performing offices had higher I.Q.s.

Training has a positive impact on the following areas: (Circle all that apply) a) b) c) d) e)

Time Money Company Unity Performance Relationships

7.

The best time to learn a new skill is at the time of crisis (Heimlich maneuver). (Circle one) True False

8.

The first impression made on employees impacts their performance throughout the entire length of their employment with your company. (Circle one) True False



9.

Which of the following is important when you hire a new employee: (Circle one) a) b) c) d)

Explain the dress code. Explain when breaks may be taken Offer a comprehensive introduction and initial training program. Have other employees introduce themselves in a friendly manner.

10.

Most people love, and enjoy, the opportunity to learn new things. (Circle one) True False

11.

Mandatory training is not necessary if the training is good. (Circle one) True False

12.

Repetition of core concepts is not an effective training practice. Bring more and more new material to your staff all the time. (Circle one) True False

13.

What is the only way to teach an old dog new tricks? (Circle one) a) b) c) d)

Punish the dog. Make the training fun. Repetition Be very precise about what you want.

14.

Define the term “workshop training”: ______________________________________________________________ ______________________________________________________________

15.

Role-playing is an inept method of training. (Circle one) True False

16.

Tests are for high school students; they are inappropriate for company training settings. (Circle one) True False

17.

When faced with improving tasks or resources, training only improves tasks. (Circle one) True False

Please Note: This test should be copied for repeated usage, but only by the original purchaser of this program, not to be used or resold for profit. Uses for the test: a) Used as a primer before viewing the video, this test will prompt you to note the important points as they arise. b) The test should be given after viewing the video to show how well you retained the information. c) The test can be used as a vehicle to measure the comprehension of employees who view the video (for current employee new-hires, or any employee who uses the video for self-study or in a training situation). d) The test can be given every eleven weeks as a means for promoting memorization (the minimum acceptable level of learning) of the material.



A Test for: Module 03 Time Management Secrets of Billionaires Name:___________________________________ Total Score: (11 points for each correct answer, 99 - points = 100%) _________ 1. In the course of a year, how much time do you think the average office worker wastes rereading the same information without taking action? (Circle one) a) 24 hours b) 3 days c) 3 weeks d) 1 month 2. What is the rule to avoid this?_____________________________________________ 3. What percentage of our time is spent on tasks that yield high results? (Circle one) a) 10% b) 20% c) 40% d) 60% 4. When writing your “to do” lists, how many items should be on that list?_________ 5. When it comes to time management, where should you concentrate your efforts first? (Circle all that apply.) a) b) c) d)

Hard projects Get the details out of the way so you can do the tough projects Projects that yield high results Busy work

6. What percentage of all filed information is never referred to again? (Circle one) a) 15% b) 32% c) 62% d) 80% 7. When something interferes with your schedule, what should you do? _____________________________________________________________________ Having a “to do” list is more important than actually planning out each hour of your day. (Circle one) True False 8. List the Six Steps To Time Management: 1)____________________________________________ 2)____________________________________________ 3)____________________________________________ 4)____________________________________________ 5)____________________________________________ 6)____________________________________________ Please Note: This test should be copied for repeated usage, but only by the original purchaser of this program, not to be used or resold for profit. Uses for the test: a) Used as a primer before viewing the video, this test will prompt you to note the important points as they arise. b) The test should be given after viewing the video to show how well you retained the information. c) The test can be used as a vehicle to measure the comprehension of employees who view the video (for current employee new-hires, or any employee who uses the video for self-study or in a training situation). d) The test can be given every eleven weeks as a means for promoting memorization (the minimum acceptable level of learning) of the material. © 2008 Chet Holmes International


A Test for: Module 04 Become a Marketing Master: The Super Strategist Wins Every Time! Name:_____________________________________________________ Score: (8 points for each correct answer, 96 points = 100%) _________ 1)

The average consumer will receive ___________ commercial messages per day. a) 800 b) 200 c) 1,000 d) 3,000

2)

On average, how many attempts does it take to get an appointment today? ______

3)

When considering strategy and tactics, there are three types of executives; which type of executive is the most effective? _______________________________________________________________

4)

As it relates to marketing and sales, define strategy: _______________________________________________________________ _______________________________________________________________

5)

Define tactics: _______________________________________________________________ _______________________________________________________________

6)

It is better to have tactics driving the proper strategy. (Circle one) True False

7)

Define selling tactically versus selling strategically: _______________________________________________________________ _______________________________________________________________

8)

What is the most strategic view of your company? (This question is not to be graded.) __________________________________________________________________ __________________________________________________________________

9)

What is the most strategic view of a railroad company? __________________________________________________________________ __________________________________________________________________



10)

What are the three ultimate benefits your customers will receive from doing business with you? (This question is not to be graded.) 1.________________________________________________________________ 2.________________________________________________________________ 3.________________________________________________________________

11)

What do the initials “USP” stand for?___________________________________

12)

The ideal strategic position resets the buying criteria in the mind of the buyer. (Circle one) True False

13)

What is the current buying criteria for your product of service? (This question is not to be graded.) __________________________________________________________________ __________________________________________________________________

14)

In what way can you create a new criteria that resets the buying criteria in your favor? (This question is not to be graded.) __________________________________________________________________

15)

In the 00’s, a slogan is corny and unnecessary. (Circle one) True False

16)

A perfect slogan contains the following elements: (Circle all that apply.) a) It rhymes. b) It has a catchy tune. c) It contains features about your product or service. d) It contains a benefit. e) A slogan positions your company above competition.




A Test For: Modules 06 & 07 Dream 100 Sell / Seven Musts of Marketing Name:__________________________________ Score: (5 points for each correct answer) ______ 1.

Which of the following factors or criteria might be considered in making a profile of the “ideal buyer”? (Circle all that apply) a) b) c) d)

2.

Geography Height and weight Repetition of purchasing Ability to buy

Explain the Dream 100 concept. _______________________________________________________________ _______________________________________________________________

3.

The best buyers are influenced by other best buyers. (Circle one) True False

4.

Customers For Life is a concept in which…(Circle all that apply) a) You give such good customer service that you have the customer for life. b) You will spend a lot more to acquire customers when you consider their “lifetime value.” c) You determine how much a customer might be worth to you over a lifetime. d) You don’t care about new customers because you keep your current customers happy.

5.

Conquest Strategy is an extension of the Customers For Life concept. (Circle one) True False

6.

Your company should not have standard procedures to make customers feel special, this should be left up to each individual employee. (Circle one) True False

7.

How much more does it cost to acquire a new customer than to retain a current customer? (Circle one) 20% more 100% more 300% more 600% more



8.

What percentage of your customers will buy more products or services if you make an offer at the point of sale? (Circle one) 20% 3% 6% 30%

9.

Customers are less likely to purchase from a previous vendor than they are from a new vendor. (Circle one) True False

10.

What are some of the benefits of Piggyback Marketing? _______________________________________________________________

11.

Building a database that can tell you a multitude of information about your buyers, is part of what marketing strategy? _______________________________________________________________

12.

What is Top of Mind Awareness? _______________________________________________________________ _______________________________________________________________

13.

Which of the following is/are part of the Seven Musts of Marketing? (Circle all that apply) a) b) c) d)

14.

Customer Education Repetition Public Relations Piggyback Marketing

Explain the concept of Stacked Marketing? _______________________________________________________________ _______________________________________________________________

15.

What is the most potent form of marketing? _______________________________________________________________

16.

List some ways you can provide customer education. _______________________________________________________________ _______________________________________________________________

17.

If you want a brochure to be read by your prospects, you should focus heavily on your company. (Circle one) True False



18.

Direct mail is another excellent marketing weapon, but only if deployed: (Circle all that apply) a) b) c) d)

All at once On a regular basis To a wide cross section of the population To friends and family only

19.

Advertising creates the most “top of mind awareness.” (Circle one) True False

20.

Which of the following are rules for effective advertising? (Circle all that apply) a) b) c) d)

Ask for the order Be distinctive Don’t use features in your ad All of the above




A Test For: Module 08 How to Hire Superstar Salespeople Name: __________________________________________________________ Score: (4 points for each correct answer, 96 points = 100%) ________________ 1.

What are the two main traits that drive a superstar? 1.___________________________ 2. ________________________

2.

Superstar salespeople are mostly guarded in an interview. (Circle one) True False

3.

Most superstars do not waste time on difficult prospects, they quickly move to the next prospect. (Circle one) True False

4.

If an interviewee is pushy and aggressive in an interview, it is a sure sign that they are not a superstar. (Circle one) True False

5.

The psychological profile of a superstar is irrelevant. Direct experience is everything. (Circle one) True False

6.

Be warned if the candidate has jumped around a lot or had unusual jobs, this candidate is probably not a superstar. (Circle one) True False

7.

What of the following elements make an effective ad for attracting superstars? (Circle all that apply) a) Scare them away in the ad. b) Make sure that they have industry-specific background. c) The financial opportunity should be great. d) The opportunity to build something will also attract superstars.

8.

It is better to sift through resumes than to tie yourself up on the phone screening through countless applicants. (Circle one) True False

9.

If you do talk to candidates on the phone, be endlessly patient; let them show you their best side. (Circle one) True False

10.

If the candidate comes off a little arrogant, you definitely do not have a top producer. (Circle one) True False

11.

What is one of the things you will ask the candidate to do before an interview? ______________________________________________________________ ______________________________________________________________



12.

When you interview the candidates in person, your initial approach must be gruff, in order to challenge them right from the start. (Circle one) True False

13.

Superstars become uncomfortable when you ask them questions about their roots. (Circle one) True False

14.

Childhood challenges are irrelevant, a superstar usually becomes a superstar when they hit the job market. (Circle one) True False

15.

If a candidate is overdeveloped in some area (sports, music, or in some specialized knowledge) it is usually a sign that they are an intellectual, not a superstar. (Circle one) True False

16.

Asking a candidate to rate themselves in specific areas is a futile exercise as all candidates rate themselves very high in those circumstances. (Circle one) True False

17.

True superstars are bored with self-help books. (Circle one) True False

18.

It is unwise to get too intimate with a candidate before you go through the resume. (Circle one) True False

19.

Most candidates leave jobs to look for greener pastures. (Circle one) True False

20.

A candidate’s thinking process, their judgment, is not as valuable as their sales skills. (Circle one) True False

21.

At the end of the interview, it is pointless to tell the candidate that you don’t think they can do the job. (Circle one) True False

22.

It will serve no purpose to put pressure on a candidate in an interview, it will only turn them off to the position. (Circle one) True False

23.

Motivating superstars requires constant challenging and disapproval from the supervisor. (Circle one) True False

Please Note: This test should be copied for repeated usage, but only by the original purchaser of this program, not to be used or re-sold for profit. Uses for the test: a) Used as a primer before viewing the video, this test will prompt you to note the important points as they arise. b) The test should be given after viewing the video to show how well you retained the information. c) The test can be used as a vehicle to measure the comprehension of employees who view the video (for current employee new-hires, or any employee who uses the video for self-study or in a training situation.) d) The test can be given every eleven weeks as a means for promoting memorization (the minimum acceptable level of learning) of the material.



A Test For: Module 13 Detailing & Perfecting the Sales Process Name:____________________________________ Score: (7 points for each correct answer, 105 points = 100%) _____________ 1.

Name the $even $teps to Every $ale. (The first step is to “establish rapport.”) 1)__________________________ 2)__________________________ 3)__________________________ 4)__________________________ 5)__________________________ 6)__________________________ 7)__________________________

2.

As it relates to sales, what is the ultimate definition of rapport? ____________________________________________________________

3.

How do top producers view the task of “establishing rapport?” (Circle one) a) b) c) d)

4.

Establishing rapport is good to do, but not critical. Be friendly, but keep things on a pure business level. “Closing” skills are more important than rapport skills. Establishing deep and meaningful rapport gives the greatest opportunity in all sales situations.

If you could boil it down, what one activity creates the most rapport? (Circle one) a) Talking constantly b) Asking good questions and listening with great interest c) Sharing personal stories about yourself

5.

What is the best way to find out the needs of your clients? ______________________________________________________________ ______________________________________________________________


Tests For Selected Modules 6.

What are the six questions you should ask every prospect? (These must be graded by your organization.) 1. ____________________________________________________________ 2. ____________________________________________________________ 3. ____________________________________________________________ 4. ____________________________________________________________ 5. ____________________________________________________________ 6. ____________________________________________________________

7.

What is the one comment you would make about your company if you wanted to impress a client (This answer to be graded by your organization.)? _______________________________________________________________

8.

What two opposing concepts, working together, help a salesperson create desire in a prospect? _______________________________________________________________

9.

What are some examples of problems that your clients face? _______________________________________________________________ _______________________________________________________________

10.

What is the hardest objection to overcome? _______________________________________________________________

11.

What is a good question to ask every prospect to find any hidden objections? _______________________________________________________________

12.

How do the best salespeople close? _______________________________________________________________

13.

What are the other ways to close a sale? _______________________________________________________________ _______________________________________________________________

14.

It is not wise to make a prospect feel pressure when you are trying to close a sale. (Circle one) True False

15.

When compared to the cost of keeping a current client happy, how much more expensive is it to get a new client? (Circle one) a) 50% more b) 25% more c) 100% more d) 600% more




A Test For: Module 16 & 17 The High Art of Getting Appointments With Anyone, Part 1 and Part 2 (Mastering The Telephone) Name:_____________________________________________________ Score: (8 points for each correct answer, 96 points = 100%)___________ 1.

Circle the items below that you think are important when speaking on the telephone. a) b) c) d) e) f) g)

2.

Speak clearly. Speak loud to emphasize your points. Use a deeper tone of voice. Sound relaxed. Establish rapport by using charm. Use a tone that shows authority and intelligence. Give your sales pitch to the gatekeeper.

What should your main attitude be when you pick up the telephone? ____________________________________________________________

3.

Concerning the impact of your conversation, what percentage comes from the words you choose (versus the movements you make, or the tonality you use)? (Circle one) a) 10% b) 90% c) 7% d) 40%

4.

When trying to get past a gatekeeper, always let them lead the conversation. (Circle one) True False

5.

Salespeople should be exceptionally friendly, especially in an initial conversation with a gatekeeper. (Circle one) True False

6.

If a prospect tries to rush you, it means they are very busy. You should respect their time and shorten your pitch. (Circle one) True False



7.

Why should you never pitch the gatekeeper? ______________________________________________________________ ______________________________________________________________

8.

How can you avoid pitching the gatekeeper? (Circle all that apply.) a) b) c) d) e)

Always lead the conversation. Sound important, and show authority. Answer all questions with enthusiasm. Keep asking for what you want. Make the gatekeeper go back to their boss as many times as possible.

9.

Should you tell your life’s story to the gatekeeper who wants it? (Circle one) Yes No

10.

The one asking the questions is in control. (Circle one) True False

11.

What can you design or create that will help make you irresistible to your prospects? a) b) c) d)

12.

A night on the town A great brochure or media kit Information that helps them succeed A special deal for buying quickly

You should lie, if need be, to get past the gatekeeper to your potential client. (Circle one) True False




A Test For: Module 16 & 17 The High Art of Getting Appointments With Anyone, Part I and Part II (Getting Appointments) Name:____________________________________________________ Score: (9 points for each correct answer, 99 points = 100%)__________ 1.

What do you think is the main reason why most salespeople are mediocre? _____________________________________________________________ _____________________________________________________________

2.

What percentage of salespeople stop pursuing clients after the first time the client has said, "No.”? __________

3.

What percentage of all salespeople drive in only 20 percent of the sales? (Circle one) a) 10% b) 80% c) 28% d) 95%

4.

Is persistence considered obnoxious?

5.

What is the only quality that made “Rocky” a winner?

(Circle one) Yes

No

_____________________________________________________________ 6.

What is the fastest, easiest way to get an appointment? (Circle one) a) b) c) d)

7.

A phone call A fax A letter Go through a friend of the prospect

If you get the appointment, what should your next step be? (Circle one) a) b) c) d) e)

Celebrate. Write it in your appointment book. Fax a confirmation of the appointment. Notify your boss and ask him for the best way to proceed. Show up on time.



8.

If a prospect tells you that they are simply “not interested,” what should you do? (Circle one) a) Go on to the next potential client. b) Make a file for trying again when you run out of potential clients. c) Begin a campaign to get an appointment, no matter how many rejections you receive. d) Decide that sales is not the career for you.

9.

What sort of follow-up would you suggest after each letter sent to a resistant prospect? _____________________________________________________________ _____________________________________________________________

10.

Finish this statement: Once you call on a prospect, you stop only after … _____________________________________________________________

11.

What is the main lesson taught by this session? _____________________________________________________________ _____________________________________________________________




A Test For: Module 18 Professional Presenting Rules & Skills Training Name:__________________________________ Score: (5 points for each correct answer)_______ 1.

“A prospect will retain only 20% of information that is communicated verbally, and only 20% of information that is seen.” What is the percentage of retention when information is communicated both visually and orally with professional presentation materials? ____________________________________________________________

2.

Why is it important that your client has a high retention of the information that you have presented? (There are two main reasons) ____________________________________________________________ ____________________________________________________________

3.

How much of the information stored in the brain is taken in through the eyes? (Circle one) a) 10% b) 20% c) 25% d) 85%

4.

What percentage of motivation is optically stimulated? (Circle one) a) 10% b) 20% c) 40%

d) 80%

5.

How many images can the eyes capture in a single glance? (Circle one) a) 15 b) 150 c) 1,500 d) 1,500,000

6.

The average person speaks at how many words per minute? ________wpm

7.

The brain is capable of taking in information at how many words per minute? _____wpm

8.

Do visual aids cut down the amount of time you need to present ideas and concepts? (Circle one) Yes No

9.

Given the same period of time, how much more information can you present if you are using visual aids? (Circle one) a) 2% b) 12% c) 22% d) 40%

10.

Repeating the same core information several times during a presentation is not a wise idea. (Circle one) True False



11.

When doing presentations, it is wise to put a great deal of information on one page, the more the better. (Circle one) True False

12.

Spend a lot of time on each page of your presentation. (Circle one) True False

13.

It is not your job to educate clients about anything except the facts about your products or services. (Circle one) True False

14.

Telling relevant stories during your presentation will bore a client. (Circle one) True False

15.

If you do tell a story which illustrates your point, a person’s recall will increase by what percent? (Circle one) a) 2% b) 3% c) 26% d) 50%

16.

When you are presenting, what you say (the words that you choose) are far more powerful than how you say them (how you move your face and body). (Circle one) True False

17.

You should never take over someone’s office when you are presenting. It is rude to ask them to come around the desk and sit next to you. (Circle one) True False

18.

“I’m sorry for taking your time. I know how busy you are,” is the best way to begin a meeting with a busy client. (Circle one) True False

19.

It is good to stand up when you are presenting to a group, but it is not advisable to stand up when you presenting one-on-one. (Circle one) True False

20.

It doesn’t matter if your hands are in your pockets when you are presenting. (Circle one) True False




A Test For: Module 19 Perfecting Your Follow-up: Keys to Future Success Name:_____________________________________________________ Score: (5 points for each correct answer, 90 points = 100%)__________ 1.

Once the sale is closed, the job is done. (Circle one) True False

2.

How long does it take for the “cool-off” factor to begin. (Circle all that apply) a) b) c) d)

3.

The minute you leave At least one week A few days Less than a mile

What two things must you keep “hot” in your prospect’s mind? _________________________________________________________________

4.

What becomes even more important in a sales call if you didn’t “bond” with your prospect? _________________________________________________________________

5.

Trust and respect are more important than closing skills. (Circle one) True False

6.

How can you reduce the chance of your prospect forgetting the core reasons why they were persuaded? _________________________________________________________________

7.

What is the most powerful benefit of being in good rapport with your client? (Circle one) a) You gain influence b) You have greater access c) You become part of their inner circle d) All of the above

8.

Does this statement describe the majority of your client relationships? “My clients look forward to my calls (visits).” (Circle one) Yes No


Tests For Selected Modules 9.

If a sales call goes extremely well, should you do less follow-up? (Circle one) Yes No

10.

What are the elements of a good follow-up letter? ____________________________________________________________ ____________________________________________________________

11.

How long should you wait, after an initial meeting, before your client hears from you? (Circle one) a) Within 10 days b) Within a week c) Within a few days d) The same day

12.

Clients will think you are pushy if you follow-up within two days. (Circle one) True False

13.

Does this statement describe you? “My clients will have lunch (breakfast, dinner) with me anytime I call.” (Circle one) Yes No

14.

It is far too pushy to send a follow-up letter after every single meeting with a client. (Circle one) True False

15.

Does this statement describe you? “At least once a month, I sit down and handwrite a note to every client. I always enclose a humorous cartoon or item of interest.” (Circle one) Yes No

16.

Crossing the lines of business and getting to know about my client’s family is not proper for a salesperson. (Circle one) True False

17.

Your job is to supply information about your product, not personal items of interest to your client, and not materials about their business. (Circle one) True False

18.

How would you go about surrounding the account? ____________________________________________________________ ____________________________________________________________




A Test For: Module 20 Subconsciously Seeking Success: Goal Setting for Increasing Results Name:______________________________________ Score: (9 points for each correct answer)___________

1.

2.

What percentage of self-talk is negative? (Circle one) a) 15% b) 32%

c) 73%

d) 90%

What percentage of success is dependent on attitude? (Circle one) a) 2% b) 7% c) 52%

d) 85%

3.

What percentage of the brain is utilized by the conscious mind versus the subconscious mind?_______________%

4.

The subconscious mind accepts everything you tell it is reality. (Circle one) True False

4.

Circle two totally necessary functions performed by the RAS (Reticular Activating System): a) b) c) d)

Screens out unwanted noise and allows you to focus Automatically zeros in on items of interest to you Helps you go to sleep at night Gives you insight and good judgment

6.

Name the two major modes of brain activity: 1. ______________________________ 2. _____________________________

7.

Which mode of brain activity is the most receptive to autosuggestion? _________________________________________________________________

8.

The subconscious mind continues working to solve problems, even though the conscious mind has been stumped. (Circle one) True False

9.

Of the two suggestions below, which is the better method for learning to do something? (Circle one) a) Practice 4 hours every day b) Practice 3 hours and visualize for one hour every day



10.

Why?_______________________________________________________

11.

When you sleep, your mind stops working? (Circle one) True False



Bonus #1 The Ultimate Business Growth Plan Chet Holmes


BGM 3.0 Bonus #1 - 1


Marketing Weapon Objectives Target Goals per Marketing Weapon Weapon Here

Goal You Want to Achieve


How Many Ways I Will Test This Weapon















Maximum Strategic Objectives Per Weapon This is where Chet teaches the power of considering the maximum strategic objectives that you can achieve per marketing weapon (explained thoroughly in “Master Your Market: The Super Strategist Wins Every Time!). Weapon Here

List all the strategic objectives for each weapon & how you will achieve them




Maximum Strategic Objectives Per Weapon Weapon Here





Maximum Strategic Objectives Per Weapon Weapon Here





Resources & Responsibilities per Marketing Weapon

Weapon Here

Budget

Steps to Prepare


Resources Needed to Deploy

Who is Responsible to Deploy



Resources & Responsibilities per Marketing Weapon Weapon Here

Budget

Steps to Prepare


Who is Resources Responsible Needed to Deploy to Deploy



My Marketing Calendar (Now list which marketing weapons you will use when)

June


July

August

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Sept.


Oct.

Nov.

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Dec.


Jan.

Feb.

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March


April

May

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How many different ways can I effectively/continuously communicate with my clients to keep them bonded and what would each communication be focused upon. List and describe. Move this into your marketing calendar. Who’s Responsible Type of Communication Content To Do It?


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My Training Plan Areas of my business that require ongoing, consistent and interval training. You SHOULD be using the modules from this program regularly. That is how you will achieve master level skills. Get your list of the modules from the two programs as you review this info and fill in what videos you will use with what people/departments to accomplish what goals. Time management should be repeated regularly, goal setting as well. Sales training for salespeople, etc. List & Describe areas of your biz. Then list the training that each area needs. Then list how you will measure the results. Then how you will reward improvement (time off, bonuses, raises, trips, prizes).


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Area of Biz/Person Training Needed (Can even put names)


Desired Result

Way to Measure

Reward for Improvement

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Area of Biz (Can even put names)

Training Needed


Desired Result

Way to Measure

Reward for Improvement

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Training Calendar – Date____ Week 1

Week 2

Week 3

Week 4

Who needs

What will they get

Who Responsible to give/how supplied/which video?

Time Allotted


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Training Calendar – Date ______ Week 1

Week 2

Week 3

Week 4

Who needs

What will they get


Time Allotted


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Training Calendar – Date ______ Week 1

Week 2

Week 3

Week 4

Who needs

What will they get


Time Allotted


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Training Calendar- Date _______ Week 1

Week 2

Week 3

Week 4

Who needs

What will they get


Time Allotted


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Training Calendar – Date ________ Week 1

Week 2

Week 3

Week 4

Who needs

What will they get


Time Allotted


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My Personal Training Calendar – Date _____ (CEO/Owner commitment to growth)

Week 1

Week 2

Week 3

Week 4

Areas I need to improve

What I will do to do so/which video/exercises

Time I will allocate

How I will measure my success © 2008 Chet Holmes International

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My Personal Training Calendar – Date _____ (Your commitment to growth)

Week 1

Week 2

Week 3

Week 4




How I will measure my success


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My Personal Training Calendar – Date ______ (Your commitment to growth)

Week 1

Week 2

Week 3

Week 4





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My Personal Training Calendar – Date ______ (Your commitment to growth)

Week 1

Week 2

Week 3

Week 4





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What are the specific performance goals and metrics I’ll set for each component of this plan?

How Will I Monitor And Measure These

Plan

Biggest “Key Breakthroughs” and major impacts in this document are:

I pledge to begin this plan on: Day:

Date:

Location:

Signed: Your Name and Title

For: Company Name © 2008 Chet Holmes International

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Bonus #2 CHI Fortune 500 Audit Questionnaire Chet Holmes © 2008 Chet Holmes International

CHI Fortune 500 Audit Questionnaire Marketing, Management and Sales Audit Questionnaire This document is a hybrid of an audit used for the Fortune 500, combined and altered specifically for companies participating in the Business Growth Masters Series. Some of the questions may seem unclear (though we’ve tried to clarify them) or redundant. Answer what you think you should answer, adjusting for your particular type of business. The redundancies are designed to get more and more out of every person interviewed. It is also highly effective to have other management people and some salespeople fill this out as well. When you compare your answers you learn quite a bit about perceptions of your key people. When this document is used on large companies, it is accompanied with a high level interviewer who pushes the interviewees more and more to deliver content and customize the content. Skip those questions not appropriate for your type of business. Where appropriate, write not just where you are, but where you want to be. General Overview

Name of Interviewee: ___________________________________

1. Describe your position:

a. How long have you been at the company? b. What was your previous position?

2. What people, what books, what life factors have influenced and impacted the person who is answering this questionnaire.

3. Describe your training, your interests, and your hobbies. What do you do when you’re not at the office, and why?



CHI Fortune 500 Audit Questionnaire 4. Describe your family. Are you married? Are you divorced? How many children? How is your health?

5. What is your greatest life achievement?

6. What one thing, more than anything else, do you want to accomplish in this business before you get out?

7. Describe your company as a person. a. Gender: b. Personality traits: c. Character: 8. Describe your company as a football team.

Who plays each position?

a. Owner: b. General Manager: c. Team Manager: d. Quarterback: e. Players:

9. Corporate structure: The following section is to force you to think through the structure of your organization. Fill in the boxes as appropriate. You may split the boxes to represent a different reporting structure, or create your own box, but this is an excellent exercise for an entrepreneur serious about building a bulletproof organization.



CHI Fortune 500 Audit Questionnaire

Please fill in appropriate name, even if one person is responsible for several areas, write their name in each of the areas.

Finance CFO

Technology (Now very much a part of every company’s strategy)

CEO Finance, corporate vision, ultimate strategic position in the market, marketing, sales, management and training

Marketing or Sales

Operations and Admin.

Your company many not have four layers of management to fill up the boxes, but you should continue down the org chart to show what your organization would look like if it did have these layers.

Manufacture (product or service production/ development)

Other, could be strategic initiatives

If you have not filled in all the boxes, take this time to fill in BGM 3.0 Bonus #2 - 4 © 2008 Chet Holmes International Initiatives you are, or should be pursuing to improve your organization.

CHI Fortune 500 Audit Questionnaire 10. What are the goals of the owner:

11. Describe exactly who the owner or owners are.

12. What is the power structure? (For example, I owned a business but I was never there and I deferred to my manager.) We want to know whether it's hands on, hands off, who runs things, what kind of turf or political environment we're dealing with, who are the decision makers.

13. Who are the key people involved in the initiatives that will develop out of this GMK Series process?

14. Explain, realistically, how much more business you can add without having to add any more people, equipment, service or space.

15. What is the operating philosophy that the business has been built on?



CHI Fortune 500 Audit Questionnaire 16. What do you really want from your business? Do you want to become filthy rich? Do you want it to become a turnkey money machine? Do you want to position and maneuver it for ultimate sales? What are your goals?

17. Explain where all your time is being spent versus where it should be spent.

18. How do you explain your company to someone outside your industry (i.e. at a party), keeping it as simple as possible.

a. Now describe your company in one sentence.

19. How do you explain your company to someone in the industry (i.e. to a potential buyer or client). This is the “company pitch” NOT the product pitch (that’s later)



CHI Fortune 500 Audit Questionnaire 20. List your last five year's sales - gross sales and approximate profits (pre-tax). a. Last year a. Year before b. Year before c. Year before d. Year before 21. Indicate all costs of sales.

22. List all overhead factors, showing breakdowns of what the overhead includes.

23. What are your year-to-date sales levels?

24. Where does most of your business come from (describe for each category below)? a. Product or service (which products or services drive the most revenue?)

b. Category of customer (which category /type of customer drives the most revenue?)

c. Geography (Is there a particular region that is more fruitful?)



CHI Fortune 500 Audit Questionnaire Products/Services 25. Describe the services you offer. This is the product/service pitch:

a. Benefits?

b. Advantages?

26. What does a client get when they buy your product/service?

27. What products/services do clients want that you do not offer?



CHI Fortune 500 Audit Questionnaire 28. Why must a prospect buy your product or service?

a. What would make it irresistible?

29. Who stands to gain more than you if you grow, i.e., people who have products or services that are purchased after your products or services arc purchased, or concurrent to the purchase?

30. Who are your suppliers or other providers of products or services that benefit massively when you are successful?

31. What products or services do people normally buy prior to, in conjunction with and right after your product is purchased.



CHI Fortune 500 Audit Questionnaire 32. Give an assessment of the transactional implication your product or service has in the end-user’s life. In other words, if, because someone has your product or service, they save $400 a month forever on electricity, we want to know what that is. If you're a real estate person and you put someone in a greater lifestyle and get them a house they can appreciate, list all the factors you think you impact when a sale is made.

33. Describe your competition. (Use above criteria; Rate each on a scale from 1-10) on: Competitor’s Name

Product

Sales Ability

Marketing Ability

Customer Service

Product

Sales Ability

Marketing Ability

Customer Service

1) 2) 3) 4) 5) Now rate your company:

Competitor’s Name

34. Describe all you know about your competitors: Who are the top three?

35. Where are they located?

36. What do they do best?


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CHI Fortune 500 Audit Questionnaire 37. What do they do worst?

38. Describe as much as possible about their selling approaches, their selling strategies, their infrastructures, etc.

39. Where do you see your industry in five years?

40. Where will your company be in five years? Chart year-by-year growth including the initiatives necessary to accomplish your goals. List financial goal and then the initiatives.

Financial Goal

Initiatives to achieve it

Year One: Year Two Year Three: Year Four: Year Five: © 2008 Chet Holmes International

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Sales Activity/Rep Productivity: Use this as a way to measure, evaluate the person/people responsible for making sales. 41. Describe the typical sales cycle to close a sale, from generating the lead through to a close.

a. How many contacts to sell?

b. Description of typical clients.

c. Length of cycle from initial contact to close?

d. Number and type of competitors involved.

e. How many different people do you usually meet with to close a sale?

42. Describe the full effort to prospect (list every way you have of generating a prospect).


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43. How many customers /clients do you have now in your database?

44. How many “dream” clients are there (the absolute most perfect clients, that 20% that would drive 80% of your sales)? a. Of those, how many do you have now? b. How many total potential clients altogether?

45. What are the most frequent objections you hear?

46. If you target 10 prospects, how many will you close? (Closing ratio)

47. What do you do with the prospects you don’t close?

48. How do your closing ratios fare against competitors?

49. How else does your customer get the product you supply?


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50. Describe five of your most typical purchasers: 1)

2)

3)

4)

5)

51. What are the top three reasons that you lose business to a competitor? 1)

2)

3)

52. What are the top three reasons that a prospect would do nothing at the end of the sales cycle? 1)

2)

3)

53. What is the follow-up with a client after they buy?


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CHI Fortune 500 Audit Questionnaire 54. Do you ask for referrals, and how?

55. Describe the typical buying structure. (What is your clients’ process to a decision? What are the factors that they will contend with? When and how does money come into the picture? What’s their buying criteria; the factors effecting a decision? And anything else involved in the decision process.)

56. With how many clients are you dealing with the top decision maker? (Not the person who has to go to someone else to get approval, but the person who ultimately makes the decision. Give percent %)

57. With how many of your clients do you have a strong relationship with the top decision maker?

58. List three things you could do to strengthen your relationship. 1)

2)

3)


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59. How are salespeople compensated?

60. What are the standards for hiring salespeople?

61. What kind of training is currently being offered? a. Sales training?

b. What would make the sales training excellent?

c. Product training?

d. What would make the product training excellent?

e. Account management training?

f. What would make the account management training excellent?

g. Time management training?


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CHI Fortune 500 Audit Questionnaire 62. How often is training provided?

63. What are the procedures for training people?

64. What is the turnover rate for salespeople?

65. How often do you send clients interesting information that is not about your product but could be relevant to them or their business?

66. How much outbound phone calling effort (to generate prospects) is made per day? Average rep? Best rep? 67. How many appointments set per day, week, month? Average rep? Best rep? 68. How many active accounts serviced at any given time? Average rep? Best rep?


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CHI Fortune 500 Audit Questionnaire 69. How many prospects contacted per 100 efforts made? Average rep? Best rep? 70. How many letters sent out per day, week, month? Average rep? Best rep? 71. How many brochures distributed per day, week, month? Average rep? Best rep? 72. How many introductory presentations made per day, week, month? Average rep? Best rep? 73. How often is there follow-up with clients? Every day, week, month, year? Average rep? Best rep? 74. How often is your company in touch with clients as a corporate initiative, not something that depends on the mood or skills of an individual rep?

75. How many proposals per week /month? 76. Number of hot prospects at any given time (pipeline)? 77. Number of warm prospects? 78. Number of cold prospects?


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CHI Fortune 500 Audit Questionnaire Marketing 79. Describe the company's marketing philosophy.

80. What is the marketing theme or slogan?

81. What is the staff's attitude toward marketing?

82. Describe every successful advertising, selling or marketing program you have engaged in for the last three years that has worked.


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a.

How many of these that have worked have you continued, and how many were more of a “one shot” promotion?

83. Do you have a marketing budget? a. What is it? b. How is it allocated? c. How has it been used in the past?

84. What strategic alliances, if any, do you have or have you ever had?

a. How did they fare and how did they affect your business?

85. Marketing Weapons: a. Do you buy advertising (if not describe what you COULD/MIGHT be doing)? i.

How often do you buy?

ii. What sources do you use? b.

What is the theme of the campaign?

c.

What do you want the campaign to accomplish?


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CHI Fortune 500 Audit Questionnaire d. Describe its effectiveness. e. Do you have promotion pieces covering important sales points? If so, how many? i. What are some examples? f. What promotion ideas do you have? Think of three themes right now that would make good headlines for promotional pieces that pitch /sell /persuade on one particular aspect of what you sell:

86. Do you have a PR effort? If so, what does it consist of?

a. Who is responsible for PR? b. How does the press view your company?

87. Do you have a referral program? If so, how much of your business comes from referrals?

88. Describe your direct-mail efforts.


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CHI Fortune 500 Audit Questionnaire 89. Do you have a brochure/media kit?

a. How is it used?

b. What message is the brochure trying to communicate?

90. How do you educate your clients?

a. Do you provide seminars?

b. Attend trade shows?

c. Newsletters?

d. Sponsor events?


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Clients 91. How do clients perceive your industry?

a. How do clients perceive your company?

b. Your competitors?

92. Describe your most satisfied customer.

a. Describe your ideal client relationship.

93. Describe a situation where you were able to turn an unhappy client into a happy one.


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CHI Fortune 500 Audit Questionnaire 94. What do clients say about your company?

95. What could you do/offer to make your clients say, "Wow"?

96. Do you have a database?

a. Profile (what are the factors by how you can sort)?

b. Format?

97. Go through all 30 of the standard options in the “Three Ways to Grow a Business Model” and tell us what you do. In other words, do you have a referral program? If the answer is no, explain why. If the answer is yes, describe how it works, what you do. Include all the details. (See Attachment 1 - “3O Standard Options.”)


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CHI Fortune 500 Audit Questionnaire Attachment 1 – 30 Standard Options

Attachment 1 30 Standard Options


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I. METHODS TO INCREASE THE NUMBER OF CLIENTS OR CUSTOMERS The number of clients can be increased by increasing the lead or inquiry generation, increasing the client retention rate, and by increasing the conversion from inquiry to sale. Please evaluate and improve your process in the below listed areas. So if you are not doing something in the given area, write what you could be doing or how you can improve what you are currently doing:

Increasing your lead or inquiry generation through: 1. Referral Systems

2. Acquiring Customers At Break-Even Up Front And Making A Profit On The “Back-End”

3. Guaranteeing Purchases Through Risk Reversal

4. Host-Beneficiary Relationships

5. Advertising

6. Using Direct Mail


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CHI Fortune 500 Audit Questionnaire Attachment 1 – 30 Standard Options 7. Using Telemarketing

8. Running Special Events Or Information Nights

9. Acquiring Qualified Lists That More Effectively Target Your Prospect

Increasing the perceived value of your product/service through better client education:

Increasing your customer retention rate by: 1. Delivering Higher-Than-Expected Levels Of Service

2. Communicating Frequently With Your Customers To Nurture Them


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Increasing your conversion from inquiry to sale by: 1. Increasing Sales Skill Levels Of Your Staff

2. Qualifying Leads Up Front

3. Making Irresistible Offers

4. Educating Your Clients By Giving Them The "Reasons Why"


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II. METHODS TO INCREASE THE AVERAGE TRANSACTION AMOUNT To increase the average transaction value, you can focus on: 1. Improving Your Team's Selling Techniques To Effectively Up-Sell And Cross-Sell

2. Using Point-Of-Sale Promotions

3. Packaging Complementary Products And Services Together

4. Increasing Your Pricing And Hence Your Margins

5. Changing The Profile Of Your Products Or Services To Be More "Up Market"

6. Offering Greater/Larger Units Of Purchase


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III. METHODS TO INCREASE YOUR TRANSACTION FREQUENCY

To increase transaction frequency, you can focus on: 1. Developing A Back-End Of Products That You Can Go Back To Your Customers With

2. Communicating Personally With Your Customers (By Telephone, Letter, Etc.) To Maintain A Positive Relationship.

3. Endorsing Other People's Products To Your Customer Base

4. Running Special Events Such As "Closed Door Sales", Limited Pre-Releases, Etc.

5. Programming Customers

6. Price Inducements For Frequency


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CHI Fortune 500 Audit Questionnaire Attachment 2 – Strategic Planning Questionnaire

ATTACHMENT 2 STRATEGIC PLANNING QUESTIONNAIRE


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STRATEGIC PLANNING QUESTIONNAIRE 1. What initially got you started in your business? What motivation, occurrence, etc.?

2. When you first started, how did you attract your first customers (what process, method or action did you use)?

3. Why did customers originally buy from you?

4. Why do customers buy from you now?

5. What ongoing sales efforts do you personally perform today? What sales functions did you perform when you started your business?

6. What are you most proud of about your business, product or service?


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CHI Fortune 500 Audit Questionnaire Attachment 2 – Strategic Planning Questionnaire 7. If you had a magic wand, would you rather attract more new customers or garner more money from your existing customers, and why?

8. How have your methods for doing business, or the product(s) or service line(s) you market, changed since the inception of your business? __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ 9. What is your vision for your business for the next: 6 months 1 year 3 – 5 years 10 years

10. What is your biggest opportunity to achieve this vision? __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ 11. What is your greatest strength and is it consistent with this opportunity? __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ 12. What is your greatest problem or weakness in achieving this vision and what's the solution? __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________


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13. What are your sales per employee? Is that above, below, or equal to your industry average and what are the steps you are taking (or going to take) to improve it? __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ 14. What's the "lifetime value" of your typical customer (i.e. how much revenue will he/she generate for you over the entire period he/she does business with your company)? __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ 15. What is the biggest customer complaint about your industry and how does your company address this problem? __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ 16. Do you buy from your competitors to keep track of what they're doing right and wrong?________ Explain how these insights have helped you refine and better focus your overall business strategy. __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ 17. Do you actively seek information from experts in your field and other fields related to yours?_____ Explain: __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ 18. When was the last time you introduced a new product or service to your market (both existing customers and prospects), how well did it work, and what was the reason? __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ © 2008 Chet Holmes International

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19. What is your Unique Selling Proposition or USP (why do your customers buy from you - what is it about your product and/or service that distinguishes you from your competition)? You may have more than one for different product/service lines or segments of your business. __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ 20. Is your USP a consistent theme in all of your marketing and sales efforts? If yes, how, and if no, why not? __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ 21. How much of your time each month do you devote to marketing and how much will you devote in the future? __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ 22. Do you have a marketing director? If so, describe his/her primary responsibilities and duties? __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ 23. Do you provide incentive bonuses to your employees for creating new and better marketing methods for your company? ___________ Explain:

24. What is your market potential (universe) and your current share of that market (%)? __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ © 2008 Chet Holmes International

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25. What are the ways you have attained your existing customers (from best to worst)? 1.________________________________________________________________________________________ 2.________________________________________________________________________________________ 3.________________________________________________________________________________________ 4.________________________________________________________________________________________ 26. Other

27. What does it cost you to get a new customer? (e.g. if you ran an advertisement that costs $1,000 and you attained two new customers it would be $500.)

28. What is the average sales and profits generated from a new customer in the first year and how is that information useful in your overall marketing strategy?

29. What is your biggest and best source of new business and are you doing everything possible to secure this business? If no, why not?

30. What has been your biggest marketing success to date (defined as a specific promotion, advertising campaign, telemarketing script etc.) and are you still using it or a version of it?


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31. Do you have a systematic back-end (selling your own or others' products to existing customers)? Describe how it works.

32. If you had as much money as you wanted, what would you do to improve your marketing (i.e. what is your biggest marketing problem or challenge today)?

33. If you had as much money as you wanted, what would you do to improve your product or service and what impact would that have on your customers?

34. Do you have a written marketing plan that you adhere to? If so, explain it.

35. Is the plan based on a fixed budget number (e.g. $1000 per month in the yellow pages), or is it a variable percentage of sales?

36. Why do customers buy from you? Do they buy from you exclusively or do they also patronize your competitors? What steps can you take to get the main portion of their business?


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37. Do you have an adequate supply of customer testimonials and is there a system in place for their capture?

a. Are they written or taped, and how are they (or will they be) used in your marketing?

38. Do you actively solicit referral business? __________ If so, how does it work and if not, why not?

39. Have you ever tried to reactivate your former customers and non-converted prospects? ________ Explain.

40. Have you ever tried selling your non-converted prospects to your competitors? __________ Explain.

41. Do you ever barter your products, services, or assets with other companies in exchange for their products, services or assets? ________ If not, do you see barter possibilities in the future? ________ Explain.

42. Do you use bonuses in all your sales/marketing propositions, and how did it affect the response?

43. Do you use risk-reversal in your marketing propositions? ____________ Explain its effectiveness: © 2008 Chet Holmes International

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44. What kind of guarantee or warranty do you give your customers and how does it compare with your competitors or with the industry at large?

45. How do you capture the names, addresses, and phone numbers of all your customers and prospects? Do you then use them in your marketing programs?

46. What is your selling season, if any, and are you actively looking to sell other complimentary products or services during the slower periods? If so, how do they interrelate?

47. How loyal are your customers? Is that normal, high, or low relative to your industry and what is the reason? How can it be improved?

Congratulations! Just by completing this questionnaire, you have placed yourself ahead of 95% of the business owners in America today, who never take the time to think deeply about their business. Those individuals (many of whom are your competitors) spend so much time working in their businesses that they never take the time to work on their businesses.


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Bonus #3 52 Workshops and Workshop Training How to create dynamic growth in your company by harnessing and focusing your mind on improvement on a consistent and regular basis.



52 Workshops and Workshop Training

Workshop Training: Copyright @ 2008. The following data is protected by copyright law, which is a federal division of the government and comes with strict enforcement and penalties. This information is not to be shared with third parties without the expressed written permission of its author.

The following document contains twenty five years of learning curve. I hope you appreciate the huge labor that went into this learning curve and preparation of this document. Though it is only 15 pages, it contains a golden key to your success. Used properly, this may be one of the most profound things you can do in your company. In every company I’ve run and in every client I’ve handled, this is the method of creating the greatest success. If you ever speak to anyone who’s ever worked for me, they will tell you that this is the most religious exercise they could consistently expect to occur. This is an excellent method of focusing your mind on solutions and improvements within your organization. "Workshop" means that instead of me teaching you and you listening, you get to WORK through an idea, adding your own insights. It's a good idea to include everyone for most of you, being that the majority of Jay’s clients tend to be medium to small companies. Therefore, have every single employee participate. You never know where the big ideas are going to come from and even the receptionist can add ideas that will surprise you, as they are often the first point of contact with any customer. Even if you are a one-man army, this is still a process that forces you to work ON your business, not just IN your business. Workshop training does many things: A) Often the best ideas in the company are never shared. This forces the best ideas to be shared. B) It helps the company begin to sing in better harmony. Often, if you ask six different people the same questions, you will get six different answers. That is NOT a good thing. C) It is an opportunity to create synergy in your organization.




D) Workshops give the company leader a rare opportunity to influence attitudes, ideas, and direction of the company. If you want to get to the most out of this, then you should be sure that you DO NOT READ AHEAD. Follow the instructions, in order as presented, reading them ONLY as you go. Let's begin if you're ready to actually DO the exercises with your staff. Step 1: Appoint the person to lead the group. In small companies, the CEO is often best, unless he or she wants to defer to a marketing oriented person in the group. If you’re a one person army, do it by yourself, it will still be very valuable. Step 2: On a whiteboard, write down “The Ultimate Objective For Every Customer Interaction.” Step 3: Now have each person in the group write down on their own pad, every single idea they can think of. DO NOT call out ideas. Have each person write them down first, giving them a designated period of time to think about it. You'll see most of the people will run out of ideas after about two minutes, so that is a good period of time. If you're doing this by yourself, the exercise is the same; Write down everything you would like to accomplish from every customer interaction. The leader must participate as well. DO NOT READ AHEAD. STOP HERE AND DO THE EXERCISE. Step 4: Now the leader of this exercise will ask each person to tell their ideas. The leader will write them down on the white board, summarizing them. There are NO stupid ideas. Criticizing anyone will ruin the workshop experience. You must create an atmosphere where people can share without criticism. As you write things down, very quickly, you should start to get duplications. People will say the same things. Don’t write down duplication. DO NOT READ AHEAD. STOP HERE AND DO THE EXERCISE.




Chet's ideas. Now let me add to your list: 1) Some strategic selling in every customer interaction. Sell the COMPANY, not just the product or service. (Next workshop will focus on how to do this.) 2) Get referrals. Every single customer interaction should be explored for referral possibilities (Workshop to follow) 3) Some personal bonding. Ask at least one question that has nothing directly to do with business: Such as: "Where are you from?" Or, "How's the weather?" etc... Make a concerted effort to BUILD RAPPORT. 4) Get every piece of info you need, from email address to direct dials and extensions. NEXT: Step 5: Now you’re going to organize a vote. People’s opinions will change as the collective intelligence of the group is shared. So you want to get a general consensus as all the ideas are shared. Have each person look at the white board and rank their number one choice, their number two choice and their number three choice. Meaning, what do they think is the most important thing to do, the second, the third, etc... Have each person write down their answers, thinking through their choices. You’ve got 30 seconds, so go. DO NOT READ AHEAD. STOP HERE AND DO THE EXERCISE. Step 6: The leader of the group will then ask each person to give their choices and next to each of the choices that you have by the board, you’re going to write three slashes for first choice, two slashes for second choice and one slash for third choice. Now tally up the totals. The highest number will be the groups collective first choice and so on. Cut it off at five top benefits, maybe six if you must have one more.




Step 7: Implementation: Write a memo that outlines the findings of the exercise. These memos will be kept in a single binder for use later. Think of how a year from now when you have 52 such memos (one per week) in a binder, a new employee comes in and in just a few hours, they can read all the best ideas that you're entire company has developed over an entire year of workshops. If you are in continuing conference calls with Jay and me, you will continue to get these workshops. In the memo it details the (minimum of three) steps you will now add to everything you do as a result of what you discovered. DO it, people. Work ON the business. I suggest you have a weekly meeting at the same time each week to do these workshops with staff. Regards, Chet




Workshop two: Closing sales faster, better, smarter DO NOT READ UNTIL YOU ARE READY TO DO THE WORKSHOP. Step 1: Appoint the person to lead the group. If you’re a one person army, do it by yourself. Step 2: On a whiteboard, write down “Closing sales faster, better, smarter.” Step 3: Now have each person in the group write down on their own pad, every single idea they can think of. DO NOT call out ideas. Have each person write them down first, giving them a designated period of time to think about it. You'll see most of the people will run out of ideas after about two minutes, so that is a good period of time. If you're doing this by yourself, the exercise is the same. The leader must participate as well. DO NOT READ AHEAD. STOP HERE AND DO THE EXERCISE. Step 4: Now the leader of this exercise will ask each person to tell their ideas. The leader will write them down on the white board, summarizing them. There are NO stupid ideas. Criticizing anyone will ruin the workshop experience. You must create an atmosphere where people can share without criticism. As you write things down, very quickly, you should start to get duplications. People will say the same things. Don’t write down duplication. DO NOT READ AHEAD. STOP HERE AND DO THE EXERCISE. Chet's ideas. Now let me add to your list: 1) Can you offer an incentive to get people to buy now? 2) Closing requires you to ask for the order. What phrases would assume that the customer is going to buy. It’s okay to put pressure on people. Most people are indecisive. You are doing them a favor by putting pressure on them to buy now. Take a moment and ask people to WRITE DOWN phrases or statements that would assume the sale.




NEXT: Step 5: Now you’re going to organize a vote. People’s opinions will change as the collective intelligence of the group is shared. So you want to get a general consensus as all the ideas are shared. Have each person look at the white board and rank their number one choice, their number two choice and their number three choice. Meaning, what do they think is the most important thing to do, the second, the third, etc... Have each person write down their answers, thinking through their choices. You’ve got 30 seconds, so go. DO NOT READ AHEAD. STOP HERE AND DO THE EXERCISE. Step 6: The leader of the group will then ask each person to give their choices and next to each of the choices that you have by the board, you’re going to write three slashes for first choice, two slashes for second choice and one slash for third choice. Now tally up the totals. The highest number will be the groups collective first choice and so on. Cut it off at five top benefits, maybe six if you must have one more. Step 7: Implementation: Write a memo that outlines the findings of the exercise. These memos will be kept in a single binder for use later. The memo is circulated to everyone the very next day. It is also covered at the next company meeting to see who has actually used the material, the results and how the material can be improved. In the memo it details the (minimum of three) steps you will now add to everything you do as a result of what you discovered. DO it, people. Work ON the business.




Workshop three: Overcoming objections DO NOT READ UNTIL YOU ARE READY TO DO THE WORKSHOP. Step 1: Appoint the person to lead the group. If you’re a one person army, do it by yourself. Step 2: On a whiteboard, write down “Overcoming objections.” Some of this may have come up in the last workshop. Repetition is the mother of skill. Go over everything again if you have to. Step 3: Now have each person in the group write down on their own pad, every objection they’ve heard for not wanting to buy. DO NOT WORK ON SOLUTIONS: THAT IS A SEPARATE STEP. This is fairly powerful for most organizations. DO NOT call out ideas. Have each person write them down first, giving them two minutes. The leader must participate as well. DO NOT READ AHEAD. STOP HERE AND DO THE EXERCISE. Step 4: Now the leader of this exercise will ask each person to tell their ideas. The leader will write them down on the white board, summarizing them. There are NO stupid ideas. Criticizing anyone will ruin the workshop experience. You must create an atmosphere where people can share without criticism. As you write things down, very quickly, you should start to get duplications. People will say the same things. Don’t write down duplication. DO NOT READ AHEAD. STOP HERE AND DO THE EXERCISE. Step 5: Now have everyone write down one idea to overcome each objection. DO NOT READ AHEAD. STOP HERE AND DO THE EXERCISE. Step 6: Now you’re going to discuss each objection and the solutions that everyone has thought about. AS the ideas are discussed, the leader can help direct the session to help create some “standard procedures and reactions” for each objection. These should be put into a memo and circulated the very next day. In the next meeting, review this material again, probing deeper.




Workshop four: Getting More Referrals DO NOT READ UNTIL YOU ARE READY TO DO THE WORKSHOP. Step 1: Appoint the person to lead the group. If you’re a one person army, do it by yourself. Step 2: On a whiteboard, write down “Getting More Referrals.” Step 3: Now have each person in the group write down on their own pad, every single idea they can think of. DO NOT call out ideas. Have each person write them down first, giving them two minutes. If you're doing this by yourself, the exercise is the same. The leader must participate as well. DO NOT READ AHEAD. STOP HERE AND DO THE EXERCISE. Step 4: Now the leader of this exercise will ask each person to tell their ideas. The leader will write them down on the white board, summarizing them. There are NO stupid ideas. Don’t write down duplication. DO NOT READ AHEAD. STOP HERE AND DO THE EXERCISE. Step 5: Now you’re going to organize a vote. People’s opinions will change as the collective intelligence of the group is shared. So you want to get a general consensus as all the ideas are shared. Have each person look at the white board and rank their number one choice, their number two choice and their number three choice. Meaning, what do they think is the most important thing to do, the second, the third, etc... Have each person write down their answers, thinking through their choices. You’ve got 30 seconds, so go. DO NOT READ AHEAD. STOP HERE AND DO THE EXERCISE. Step 6: The leader of the group will then ask each person to give their choices and next to each of the choices that you have by the board, you’re going to write three slashes for first choice, two slashes for second choice and one slash for third choice.




Now tally up the totals. The highest number will be the groups collective first choice and so on. Cut it off at five top benefits, maybe six if you must have one more. Step 7: Implementation: Write a memo that outlines the findings of the exercise. These memos will be kept in a single binder for use later. The memo is circulated to everyone the very next day. It is also covered at the next company meeting to see who has actually used the material, the results and how the material can be improved. In the memo it details the (minimum of three) steps you will now add to everything you do as a result of what you discovered. DO it, people. Work ON the business.


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Workshop five: Questions to establish need DO NOT READ UNTIL YOU ARE READY TO DO THE WORKSHOP. Step 1: Appoint the person to lead the group. If you’re a one-person army, do it by yourself. Step 2: On a whiteboard, write down “Questions to establish need.” Explanation to be read out loud: Every company should have at least six questions that they always ask every prospect. The purpose of the questions is to find the need that you know you can fill. Ask each person to write down at least three questions. Step 3: Now have each person in the group write down on their own pad, every single idea they can think of. DO NOT call out ideas. Have each person write them down first, giving them two minutes. If you're doing this by yourself, you need to think of all six questions. The leader must participate as well. DO NOT READ AHEAD. STOP HERE AND DO THE EXERCISE. Step 4: Now the leader of this exercise will ask each person to tell their ideas. The leader will write them down on the white board, summarizing them. There are NO stupid ideas. Don’t write down duplication. DO NOT READ AHEAD. STOP HERE AND DO THE EXERCISE. Step 5: Now you’re going to organize a vote. People’s opinions will change as the collective intelligence of the group is shared. So you want to get a general consensus as all the ideas are shared. Have each person look at the white board and rank their number one choice, their number two choice and their number three choice. Meaning, what do they think is the most important thing to do, the second, the third, etc... Have each person write down their answers, thinking through their choices. You’ve got 30 seconds, so go. DO NOT READ AHEAD. STOP HERE AND DO THE EXERCISE.


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Step 6: The leader of the group will then ask each person to give their choices and next to each of the choices that you have by the board, you’re going to write three slashes for first choice, two slashes for second choice and one slash for third choice. Now tally up the totals. The highest number will be the groups collective first choice and so on. It’s okay to end up with more than six questions. You may end up with ten. You may end up with three that covers everything. Each company is different. Step 7: Implementation: Write a memo that outlines the findings of the exercise. The memo is circulated to everyone the very next day. It is also covered at the next company meeting to see who has actually used the material, the results and how the material can be improved. In the memo it details the (minimum of three) steps you will now add to everything you do as a result of what you discovered. DO it, people. Work ON the business.


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WORKSHOPS GALORE At this point you should have the hang of doing a workshop. You write the core idea on the board, you ask everyone to write down ideas, you then ask everyone to think about those ideas, rate those ideas or give input on those ideas and the NEXT day you take action on the work that was done, instituting a memo or procedure that improves the area that was worked on. With that in mind, below are many areas, ways and ideas for improving every aspect of your company. Do this religiously. Remember, in Japan it is mandatory for every employee to make two suggestions per month to improve the company. In this country we can get in trouble for it – which is ridiculous. Have the courage to ask your people how to improve your company and you will be delighted. Not all ideas will be valuable, but many will, and all improvements are good, aren’t they. Here are more workshops: 6. Most reactive traits in the company, versus most proactive traits. Do a workshop to determine what activities are the most reactive and which activities are the most proactive. Then do a workshop on how to eliminate or improve the reactive traits and how to enhance the proactive traits. 7. Form letters: What internal activities in your company can be reduced to a form letter with boxes to check off items that are repeated regularly? Can this same process be extended to regular clients? Is there some “form letter” you can create that makes everything easier, faster and smoother for all parties? 8. Activities that waste time: Things that might be consolidated or eliminated. What activities in the company are wasteful? Have everything think this one through. What do they do or see that is a time waster? 9. “Improved filing systems for work in progress.” What kinds of systems could you develop or improve for work in progress? Get everyone’s input. 10. Reducing interruptions. “What are the most common interruptions” is the first part of the workshop. Then ask everyone to write down ideas on and ways of reducing the interruptions.


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11. Make the company more profitable. Have everyone write down ways they think that the company is either wasting money or could save money. The goal: making the company more profitable. 12. What three things would make the staff more effective? What would help the company run better, smarter, faster? 13. Procedures for handling a client. Have everyone write down what they think should be the front-to-back, -- from initial contact until forever — step-by-step process for dealing with a client. THEN: Work through the ideas to find improvements in your current methods. Write your memo and institute the new ideas. 14. Ask everyone to give three ways that they think might attract more clients. 15. Ask everyone to write down three ways that would enhance and increase the referral process. 16. What would keep clients longer? 17. What would make clients buy faster? 18. What would improve customer relations? 19. What three things would make you (each employee) more productive? 20. What training would help you (each employee) be more effective at your job? Give three ideas each. 21. What information about our market or industry would help you be more knowledgeable and useful to our customers? 22. What three things should all new employees go through as a way to give them: A. B. C. D. E.

The best impression possible. A quick start to the path of being effective. The best possible understanding of the job, company and functions. An attitude for success in the position. The proper attitude for best serving the customer.


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23. What kind of role-playing exercises would help everyone be more effective at the job? List some and then try one this time and put the others on the board for the next several meetings (if ideas are fruitful). 24. Think of a customer situation that went extremely well. Write down why it went well and what is the lesson learned from that interaction. THEN, have them think through: “What standard procedure might come out of this lesson?” 25. Can you tell a story that would really illustrate the power of what we do and the benefits to our customers. It can be a made-up story, like a fable, or an example, or it could be an actual story. 26. Give three ideas that might help us get to customers faster, better, smarter. 27. Who are our ideal buyers? Describe them. THEN, what special program or concept could we develop that would help us get to them easier and with greater impact? Something special for THEM (our best buyers). 28. What standard communication piece would you like to have that would explain an area, IDEA, point, sales point, customer relations area or any other idea you can think of that would be helpful if it were well articulated in a one page promotional piece, document, letter or other communication piece? 29. What ideas do you have that would make the press want to do a write-up on us? THEN, turn that into a press release: It can also be used as promotional piece for clients.

30. What would make an interesting article that was 90% educational and only a 10% plug for us, but that our clients would want to read? Give title and a sentence about your idea. A. Which one of these ideas might make an excellent seminar that everyone would want to attend?


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31. Headlines: A headline is the ad that sells reading the ad, or the direct mail letter. Let’s have everyone write at least two headlines that they think would capture interest and attention. Let them do this freeform. THEN, add the following rules and see what happens: A. B. C. D.

It must be “benefit oriented:” What’s in it for the customer? It must tell what the product or service is/does- Again, stressing benefits. It should use the word “you” or “your.” It should make the prospect want to read more.

32. What is something that might really attract the attention of our customer? Something that really breaks through the clutter (3000 commercial messages per day, per person: How do we stand out, get noticed?) 33. What are the three things you would want every customer to say about us? THEN: What can we do as a company to see that this happens? 34. What would make our clients more loyal to us than any of our competitors? THEN: Hertz has the “Gold Club” for more frequent customers who want to be in and out faster. United has an “Awards Program” where people earn points. Is there any kind of service or club or concept that you feel might make our customers closer to us, more involved, more loyal? 35. What could we “add-on” to our sale that would be valuable or convenient for our clients and increase our revenue per transaction? This doesn’t have to be something we produce? Think outside the box. 36. Getting endorsements: What can you do this week to get at least one, but hopefully three endorsement letters? THEN: What will be the steps you take, when will you take them: Get a commitment on what everyone is going to do and when. Put out a memo on it. 37. What other companies would be ideal for endorsing our product to their customers? THEN: Who do YOU know, or know about that might be a valuable lead for selling our products or services? 38. What personal questions are great icebreakers to get deeper with a customer without being too personal—Ice breakers, things that begin the bonding process? 39. What would make our customers trust us more? © 2008 Chet Holmes International

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40. What would really make our customers DESIRE our products/services? 41. What information could we provide that would help our customers be more successful- Something designed to build more trust and respect between us and the customer; It doesn’t necessarily have to have anything to do with us as long as it helps create a perception of us being more valuable to our customers. 42. What problems do our customers have that our product/service solves and how can we make them really see/feel those problems as a way to motivate them to take faster action? 43. Is there any kind of study or survey that we could create that would give us a reason to bond further with our customers, while also creating the way to gain more valuable information. The information may be valuable to them, not to us, so don’t limit your thinking just to surveys about us. What would be three questions you would want to ask every customer, and let’s have at least one of them be focused on what would make THEM more successful. THEN: How should this survey be conducted as a way to maximize the bonding process? 44. What could we create that every customer we have would want to attend? (At a trade show, or annual event, or by telephone: Something of value to them that we could create. Maybe so valuable they’d even pay for it?) 45. If we were to have an awards ceremony or give awards to our customers, what kind of awards would we give that THEY would consider valuable and esteemed? 46. What would make excellent sections in a newsletter? 47. What one thing could we do or offer that would make our clients want to buy from us right now? 48. How could we use the telephone to get more business? (Leave it open-ended, you might get some surprising answers.) Think of three things/ways we could use the telephone to attract/get, get to, interest, more clients. 49. What three automatic/standard follow-up procedures would dramatically improve/increase our bonding with the customer?


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50. Knowing that our tonality has five times more impact than the actual words that we use, and that the prospect hears our real feelings subconsciously, what is the main attitude you’re going to have, in your particular position, when you pick up the telephone? 51. How can we SHOW what we do more visually? What would help us illustrate our message visually? 52. How can we get clients more involved in the process of learning about what we do? END WORKSHOPS You should now have a binder with 52 memos in it that contains the best thinking your company has to offer. Think of this as a training tool; AN awesome document that can give a new-hire 52 one or two page memos that contain the best thinking in the company. Now begin again with the first workshop and see: A. How well you’ve implemented the suggestions from last time. B. What you can do to implement them better. DO workshops on THAT. Good luck.


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Business Growth Masters 3.0 Workbook - Chet Holmes

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