Jay Abraham - Getting Everything You Can Out Of All You've Got

Part 1: How to Maximize What You Have

Chapter 1: Your Flight Plan

Chapter 2: Great Expectations

Your greatest success and prosperity in business and life will come from your ability to create your own breakthroughs.

Think about breaking out of the conventional approach you've been taking in as many different areas of your business or career as possible. Break your activities into as many subactivities as you can. Each one can be targeted for one or more breakthroughs. Imagine what it will be like when your mind is thinking about overlooked opportunities as fresh possibilities in each activity you do. Make a list of outside sources of information about other industries' business practices you could plug into.

Identify both your biggest and easiest existing breakthrough opportunities. Try to come up with thirty breakthrough ideas in thirty minutes for thirty different areas of your business or career. Next, try to identify twenty overlooked opportunities that your business or job is sitting on. Come up with ten possibilities you could test that, if successful, would result in a major breakthrough. Make a list (and keep adding to it) of as many breakthroughs as you can identify that other industries have produced. Finally, start applying the mind-set you're now developing to the subject matter of each chapter you are about to read.

Chapter 3: How Can You Go Forward If You Don't Know Which Way You're Facing?

The first step in navigating any journey through treacherous business waters is to know exactly what your strengths and weaknesses are. And how they relate to your competition. Yet almost no one in business does this strategic analysis. Even fewer people working for corporations operate their careers strategically. Until you know your business positives and negatives it's impossible to get the ultimate rewards and payoffs you're after. So the first thing you need to do is get a handle on where you are, so you can then determine what you need to focus on to get where you want to be.

You can't make the best decisions, pursue the best strategy, or focus on a big goal until you first recognize and evaluate all the options, opportunities, and business intelligence you have available to you. So, identify what you're doing right and what you're doing wrong. What you could be doing better, differently, more effectively, and more profitably. And what you know, but don't act upon.

You can't know what area of your career or business to focus on and improve until you know the realities of these areas.

Chapter 4: Your Business Soul - the Strategy of Preeminence

The Strategy of Preeminence is a powerful yet simple strategy that almost single-handedly can transform your business or career. It makes people enthusiastic to do business with you instead of your competitors. It will give you an uncanny insight into what people want, and why they act and react in various ways. It will turn clients into, literally, friends for life. And it will strengthen your passion and connection to everyone with whom you associate.

Think about the different people you deal with, sell your products or services to, buy from, and work with. Think about them one at a time. Then focus on what that person's real need in dealing with you is. What results are they truly after? What's the impact your action, product, service, or function has on their career, job, future, well-being, etc.? How have you impacted their quality of life in the past? What has it meant in terms of their business or personal success? How much more could you do to improve your impact on that result? Think about their hopes, dreams, fears, interests, families, goals, and dependency or trust in you.

Realize these people are all your friends. Trusted and trusting friends. You've built a deep connection with them. Find something about them you can get even more enthusiastic and excited about. Then try a little test. Let your renewed passion and purpose work for you and them. Connect (in person, by letter, E-mail, or fax) more compassionately, respectfully, and loyally to that person. Then see what a dramatic difference it makes in the way they respond to you.

Chapter 5: Break Even Today, Break the Bank Tomorrow

Most business and people make it far too hard for clients and employers to start a relationship with them. They make it too difficult to get prospects to start using their products or services to the maximum advantage. If you lower or totally eliminate the hurdle in starting a relationship, far more people will begin one with you.

If you deliver great value, service, and tangible results, these people will keep coming back and dealing with you. And the fact that you were the only one with enough faith in yourself, your product, or your service to take the risk instead of putting the risk on their shoulders will long be remembered favorably by these clients. The faster you get a buying or advisory relationship started, the faster someone will convert from prospect to lifeling client.

Make a list of every product or service you or your company sells. Then figure out how you can lower the resistance barrier to a prospective client, employer, or prospect by lowering the entrance fee you ask. Remember, focus attention on the fact that where you begin has nothing to do with where you end up. A new client first coming in for a lower-priced starter offer will turn into a client who buys over and over at full margin. Likewise, an employer who promotes you to a higher position (or a new employer who hires you) but will pay you only your previous salary for the first thirty or sixty or ninety days is the same employer who will probably agree to pay you 30 or 50 or 100 percent more in the long term. But before you get that 30 or 50 or 100 percent salary increase, you have to get in the door.

Try it out in a small, safe test approach first. You might offer to do a project for your current employer or work in a new position for three months with no raise. You'll be pleasantly surprised by how many people take you up on your proposition. If you use the logical strategy of lowering the barrier of entry to get started in a relationship, it will produce significant business and career results.

Chapter 6: Vive la Différence

In business and in a career, standing out more favorably, advantageously, and appealingly in the prospect's or client's eyes is a big reason why clients and employers will choose you over your competitor. The more clearly you telegraph what makes you the better choice (offering more benefits, advantages, and bottom-line payoff), the more often they'll choose you over your competition. You need to create maximum real and perceived advantage in your clients' and employers' eyes and minds at all times.

Make a list of the real benefits or advantages that you already offer a client or employer. Then list the benefits and advantages your competition offers them that you don't. Now list the ways you could improve upon your competitors' unique advantages. List any niche advantages you already possess. For instance, the ease of application of your product or service. Or your location.

Now make a list of your most important or favorite suppliers, vendors, retailers, and businesses in your professional life. Focus on the one biggest reason why you like or prefer dealing with each of these entities over their competition. Reduce the main reason or benefit down to one sentence or less. Then see if you can adopt the same benefit or advantage to your business or career.

Think about the biggest successes you know or see in any field. What's their biggest single benefit (their USP) to their client market? Is there a direct application here for you? When you understand and start focusing on and promoting the unique advantages or benefits you can offer your clients or employer, you'll see results.

Chapter 7: Make 'Em an Offer They Can't Refuse

The biggest secret to success in business or a career is to always maintain the edge in everything you do. Logical-sounding, yes, but infrequently understood. Even less frequently practiced. One of the biggest "competitive-edge" advantages you'll ever gain is to always make it easier for the client to say yes than it is for them to say no. You do it by taking away the financial, psychological, or emotional risk factors that are always attached (stated or unstated) to virtually any decision-making proposition you ever ask a client to make. When you remove the risk for anyone deciding to do business with you, it results in a powerful advantage in your business and financial success.

Look at your business, products, services, or employment skills and talents. Make a complete list of every obstacle to your clients or employers that might prevent them from purchasing, dealing with, or choosing you over your competition.

Break them into the following categories:

Financial reasons: the initial cost or expense of choosing you. And the potential financial loss if the transaction doesn't work out.

Emotional reasons: how bad the client or employer would look or feel if his purchase or commitment to you fails to perform.

Measurability reasons: Can it be measured and evaluated to show the tangible impact you or your offering could or should have on the client's life, business, or career?

Ask yourself what the real downside is in offering the client that product or service or your own employment services on a risk-free basis. Or even a better-than-risk-free basis.

Look at your product, service, or personal performance history to see how many people have been dissatisfied, asked for a refund, cancelled, or complained. If the number is low or nonexistent, that means a high risk reversal would do wonders for you. If you have a high incidence of problems or dissatisfaction, it means either you promised too much or your product or services are inferior and need quality attention.

If you provide and deliver true quality and value that can be appreciated, perceived, and understood, don't be afraid to offer risk reversal. Try it out with a few prospects or clients. Or ask one salesperson to try it for a day or week or in one market to see how much better clients respond before you incorporate it continually or systemwide.

Chapter 8: Would You Like the Left Shoe, Too?

When you close a sale, it's the perfect time to make an additional sale - particularly if there's a very good reason and benefit for the client to buy your package deal. Sixty percent of all clients will increase if you do it right and offer true value.

List all the products and services you sell that produce a greater result for the client when used together or in logical progression. Try offering various combinations, packages, and up-sell with these.

Then list what I call the cycles of product or service life - all the products or services other people sell that precede, parallel, complement, or follow the use of your product or service. Find the companies who sell all these products or services and see what kind of distribution, outright purchase, or host-beneficiary deals you can make with each in order to add their items onto your client's sale.

Think of any logical services your client could benefit from after purchasing your product or service - like tech support, extended warranty, annual or semiannual maintenance, pickup and delivery, etc. Could you provide any of these services to increase the value of your transaction?

Finally: If you have nothing else you can add, consider offering a larger or more deluxe version of your product or service at a greater price.

One or more of these experiments will result in a windfall profit and achievement opportunity for your business or career. How does it boost your career? When you get one job or project, suggest that your employer or boss give you responsibility for all or part of another job or project that's complementary. And ask for a lesser amount of compensation for the added responsibility than your employers currently pay for someone who does it full-time or to an outside service.

Chapter 9: How to Never Fall off a Cliff

You can't maximize your performance or make the most money unless you know how to make the best use of your time, opportunities, efforts, and investments. You can't get the best results until you comprehensively evaluate all the different approaches you have available in all your business activities. One approach will often outproduce another approach many times over. The odds are great that you are currently underperforming and not reaching your real potential because you're depending on the wrong actions or approaches for your success. You can right that wrong and never make those mistakes again.

Make a list of all the major elements or variables in your business or career activities that produce measurable results. Include all regular situations where persuasion or influence are important to your success. For example, sales presentations, board presentations, setting phone agreements, advertising, catalogs, sales letters, E-mail, faxes, the conduct and attitude of your order department, client services, technical support, accounts receivable, etc.

Next, identify the key transitional elements in each of those activities (i.e. headlines, presentation openings, sales, closes, USPs, etc.).

Then come up with at least two alternative ways or approaches to those activities. Create at least two different ways to say or communicate your "message": different pricing strategies, different positionings, different presentations, etc.

The conservatively and modestly test these different approaches against your current control approach.

You'll be surprised at how many of your new tests outperform your old standards.

Find every process in your business or career that could be improved and focus on making small incremental or large exponential improvements in each process. If you do that, the combined effect will be dramatic and geometric.

Part 2: How to Multiply Your Maximum

Chapter 10: With a Little Help from My Friends

Why spend all your time, effort, expense, and credibility-building activity to attract new clients from the outside market when there is a much easier and less expensive way to do it? You can get other people, companies, publications, and organizations to get new clients for your. And they can do it faster, more efficiently, and for a fraction of the cost you'd spend doing it yourself.

Start by making a list of products and services that complement, precede, or follow your product or service.

Then make a list of business that sell those products or services.

If you are employed in a career, your list should be of people or organizations that are, or have access to, the key decision makers in your life.

Next, contact those individuals or businesses and propose setting up a host-beneficiary relationship.

Don't expect anyone to say yes immediately. Think of this as a process. Don't try to slam-dunk a deal in just one communication, be it in person or by phone. A letter should precede and prepare a potential host-beneficiary partner for your call or visit.

After your initial letter, follow up with a call, then, if possible, a visit. Set up a logical, systematic progression of letter, call, visit, letter, call, visit, etc.

Compile numbers, facts, and logical reasoning, and present the irresistible factors that make saying yes to your proposal the only ultimate decision your potential partner can make.

Start out with the sincere belief that it's only a matter of time before those you're contacting become your strategic partners and start contributing to your wealth and success. Don't wait until an agreement is signed to start contributing value to this relationship. Share ideas and give advice and recommendations each time you communicate.

While two to four relationships may not seem like a lot, even a small number of host-beneficiary relationships can produce impressive results. If you choose your partners wisely, you could actually improve business by 50 to 100 percent.

Chapter 11: Someone You Should Meet

If you show you care about your clients and how your product or service makes a difference in their lives, businesses, or careers, they will eagerly refer a constant flow of quality clients to you. All you have to do is show your clients what to do.

Start looing at your clients as dear and valued friends. Think about how many other friends, family, coworkers, clients, and colleagues they associate with that they can refer to you. Review the template. Make a list of all the factors that you know apply to your clients. Then pick out one or two example referral processes from this chapter that you can use directly or with slight variation. Pick the best prospects for referrals from your client list based on your relationship with them, their level of past purchases, or their degree of satisfaction. See how many referrals you receive within the next five, fifteen, thirty and forty-five days. Adjust and perfect your system so you're comfortable with it. Then once it proves out, incorporate it throughout your operation - and continually use it. Then start experimenting and implementing more systems. You'll be introduced to dozens, hundreds, even thousands, of new clients you can serve, protect, and contribute value to for years to come. Referral-generated clients buy more often, buy more each time, stay with you longer, negotiate less, appreciate you more, and refer their own contacts with a high degree of frequency. All you need to do is start working a regular referral system and process, and the clients will start flowing in.

Chapter 12: The Prodigal Client

If you lose 20 percent of your clients a year, you have to add 30 percent more clients just to get a 10 percent increase in sales. Every business or profession has clients who leave them or stop buying. But you can sharply reduce or even eliminate most of this lost business from happening. Follow these easy lost client preventative-maintenance steps, and your business will soar even if you never increase your new-client-generation activities. Once you stop the leakage, the natural flow of new business and referrals from existing activities will build because you're no longer forced to make up for lost ground just to break even. This same philosophy applies to quality people you have lost as an employer or manager. Plug the hole and the bucket will fill up fast.

Start a policy of cummunicating regularly and intimately with as many active clients as possible (if not all of them). This will help avoid the misunderstandings, unintentional interruptions in business, and lack of attention that open the door to competition.

Make a plan to contact as many inactive clients as possible. Preferably call upon them yourself in person or by phone. If impractical, get your assistant, staff, or management team to help you. If it's a job too big or timeconsuming for you or them, send heartfelt, empathetic, and totally respectful letters, faxes, or E-mails. Then follow up with everyone. If you have to choose, start with the most recent inactivities. How do you decide they're no longer active buyers or clients? There'll be an average buying pattern of time periods, dollar purchases, or product mixes. Anyone who used to follow such a pattern but no longer does has become (or is fast becoming) inactive. Your job (and financial opportunity) is to turn that situation around.

When you talk to or get contacts from the inactive clients, you'll need to do one of three things:

Many will start quickly buying and referring again because they never purposely intended to stop. So reward them for you lack of initiative in the past - do something special and preferential for them as a "welcome back" reward or gesture of appreciation.

For those inactive clients who express dissatisfaction with a past experience with your company, do the right thing - whatever that may be. Do something special at no charge or little charge. Express respect and sensitivity for their position. Give them a great deal on a subsequent purchase or do something distinctive that has nothing whatsoever to do with your product or service. You could send them a certificate for dinner, or tickets to the theater or ball game, or a book that's subject-appropriate or... use your imagination.

A great approach is to remember when dealing with any inactive, dissatisfied client is: "... even if you only take advantage of our make-good offer but never do business with us again, it's important to us that your last transaction with our company be a positive and satisfying experience. So please give us this chance to see that that happens for you."

Do this and almost no one can continue to hold a grudge. And even the few who still do will have to "grudgingly" tell their friends about the gracious gesture your company extended to make up for the problem. Ironically, this approach will often generate referrals from the very people who left you and never intended on returning.

Finally, when you make contact with past clients who are inactive because they have no further need or use for your product or service, don't write them off. Instead, thank them for all their past loyalty and patronage. Then diplomatically look to them for quality referrals. They'll be only too happy to accommodate you if you really communicate appreciation from the heart.

Chapter 13: Your Ten-Thousand-Person Sales Department

The effective use of direct mail can develop and penetrate new markets, niches, and opportunities. More so than any other form of influence or persuasion-based communication you currently use, direct mail offers overlooked, undervalued, and little-known applications that can easily boost your success in business as well as your career. You can make a more powerful case, reach people you'd never get on the phone, make a perfect presentation every time, command attention and respect, and stimulate interest prior to every meeting with a client or prospect.

Make a complete list of every business contact you make - in person; by phone; when people call you, your order department, or your client-service or technical people; accounts payable and receivable; etc. Each is a perfect opportunity to add one or a series of direct-mail letters to the sales process you currently use.

Then list every critical situation or opportunity in your business where a preceding or follow-up direct-mail or direct-response letter could result in a more positive outcome.

Next, remember that continuous contact and communication with the client has been proven to have a significant positive impact on order size, frequency of purchase, loyalty of clients, referrals generated, etc.

Now rank your various lists on a priority and frequency-of-occurrence basis. Once you've done that, start writing some powerful, purposeful, and profitable letters. If you don't have the time or talent, find a salesperson in your organization who can write. Or sit down with someone you respect and just naturally talk out what you'd like to say to someone - a spontaneous flow of thoughts from your heart. Record this conversation and then transcribe the session. You'll be surprised at what a good letter you've created once it's edited.

Once you're focused, and some letters are written, try them out in small test-run quantities or applications and see what a difference it makes.

Also, the same applies in career situations when you need to impact someone in another department, in upper management, or a board member. It applies to civic activities and community work as well.

Chapter 14: Fish Where the Big Fish Are

Why use a shotgun if you can use a rifle with absolute precision? Focus your efforts and attention on the markets, prospects, and activities that offer you the highest probability of a payoff and you'll always do better. But most people don't stop and question whether there's a better way, an accessible and qualified decision maker or source they can reach easier and more effectively. When you do realize there are ways to focus on prospects who are more likely to be interested in your product or service, you will experience greater results with less effort, time, and money expended.

Sit down with your client files and salespeople (if you have them) and make certain you have a complete, comprehensive list of all your clients.

Separate your clients by their various buying patterns or interests. Determine which clients buy what category of products or services and which ones buy larger units of sale and buy more frequently. Identify people or businesses that purchase more of specific categories of products and services or far more specialized applications.

Note if there are similarities among various buying groups that point to opportunity trends. For example, if you discover that your biggest buyers are all doctors, or chemical manufacturers, you'd be able to target more of these groups as primary prospects.

See if there are geographical trends, demographic indications, or general age, family, business type and/or size factors that correlate to specific buying patterns.

When you recognize what these patterns are, you can use that knowledge to fashion propositions geared more to that segment.

It only makes sense that you'd want to deal differently and spend more time or communicate more extensively with clients who buy more and buy more often than ones who don't. Yet few businesses do this. The only way you can start is by finding them, then acting on the information you're sitting on.

Once you start analyzing and interpreting your data, it will lead you to significant opportunities. Because now you can start targeting precise lists of the highest probability and viability prospects - people or businesses who most mirror the patterns and characteristics of the clients you already serve. Don't forget to include the Internet and E-mail in any strategy and action plan you develop.

Chapter 15: Watson, Come Here, I Need You

Telemarketing is probably one of the most undertilized maximizing tools available to you or your team. It has many powerful ways to add sales, profits, impact, reach, connection, or penetration to your business activities.

Today no one approach or strategy can do it all for you. It takes a combined, integrated, systematic approach. Telemarketing is powerful. It's rapidly approaching direct mail as the biggest single direct-response marketing method in use. But with the advent of voice mail and the Internet and so many home-based knowledge workers being almost inaccessible, you have to respect telemarketing for what it is and accept it for what it cannot do.

Not everyone will take your call. Nor will everyone who does talk to you enthusiastically embrace what you're calling about. But properly employed telemarketing is still your most valuable and effective tool for getting more people to respond to your letters and catalogs. And to be receptive to your live visits and presentations.

So make a list. Start with every situation where a telemarketing call ahead or after a specific selling or communication process would be effective. Try out your theory by calling five or ten or fifty people and see what their response is. Don't get concerned if you've never tried it before. If your interest is honorable, your motives good, and your message and information holds true value for the recipient, it'd be shameful not to call with the information.

Give it a try. You'll be pleasantly surprised by how many people enthusiastically take your call and positively respond to your proposition.

For those people who aren't in or who don't take your call, don't get frustrated, disappointed, or mad. Know that people are very busy. They are prevailed upon more in a day than they used to be in a week. Their time and attention is precious.

Remember that, as with every other form of persuasion-based communication you use, the focus must always be on them, not you. Always find the key benefit, opportunity, or advantage that's in it for them. Make that the prime reasons for talking to them. Use that guidepost when stating your reason for calling anyone who screens calls for the person you're trying to contact. If you can't talk to them for whatever reason, leave a compelling message that holds value, appeal, and desire for them.

Don't be afraid to follow up within a reasonable time. It's not offensive if you have something important to talk about. Just make sure you're respectful and mindful of people's attention span (short), time limits (many), and access (limited).

Chapter 16: Big Profits.com

You've heard the stories about the riches to be made on the Internet. The stories are true... some of them.

The Internet offers massive profit potential. But it is an area of business that is still finding its legs. Speed-of-light change is the norm on the Internet.

I suggest just two action steps.

First, research the Internet world deeply before you invest your money, time, or reputation on a Web site. Learn the culture. Get comfortable with it and in it.

Second, review all the strategies I've presented in this book and focus on how each one will produce greater results when applied to doing business on the Internet.

Then get ready for the ride of your life.

Chapter 17: Manhattan for $29 Worth of Beads

Trading your products or services for things your business needs or wants is called business barter. Barter gives you the amazing ability to vastly increase your purchasing power - sometimes by as much as five to ten times over. Done right, barter also gives you the effect of having almost unlimited capital. It's like having a blank check to fill in. It allows you to acquire products and services now, but pay for them much later. And the longer you take to pay, the less it ends up costing you. You can make barter a major factor in your business-growth strategy.

Start by making a list of all the products and services your business makes, sells, or markets. Make special note of excess or surplus goods, materials, equipment, inventory, capacity, space, technology, access, etc., your business no longer needs or doesn't fully use.

That list is on the left-hand side of the page. On the right-hand side, make a list of all key vendors you regularly buy goods or services from to see if any might be interested in directly trading with you for their products or services. Or for a portion of the cost you pay for them. Also add the names of your current suppliers' competitors, who might be even more eager to initially trade with you for product and service as a means to start a business relationship with your company.

Below that list, make a third list of companies with whom you might be able to triangulate for goods or services. See if there's any company to whom you'd like to start selling your products or services who would also trade whatever they make or sell in order to start a relationship. Then write down whom you could either sell or trade those items to for things you or your business needs or wants.

Now, go wild with the possibilities. Try putting a few small, easy trades together at first to get comfortable with it. Then, with time, keep expanding your level of trading. I've seen companies make or save millions using barter. At the very least, it'll add an additional level of profit, revenue, or expanded impact to your business activities.

Chapter 18: Leave a Message After the Beep

The more contact and communication you have with a person, the stronger and richer the relationship becomes. In business the secret to keeping and growing clients, as well as growing a career, is to keep continual and meaningful communication with everyone important to you. This is a simple but very powerful method for getting the very most out of your client or key contacts.

First, make a list of these categories:

Active clients
Inactive clients
Special-buying-category clients
Frequent-purchasing clients
Larger-average-purchase clients
Special-industry-based clients
Independent sales and distributors
Professionals
Industry trade contacts
Key suppliers
Noncompetitive businesses in your field (not competing directly with you)
Businesses that sell key products or services that complement, parallel, amplify, follow, or combine with the product or services you sell
Key executives above or under you
Key influential people you know
Add more as you think of appropriate categories

Under each listing, determine how best you or a member of your team can contact the people in each category. For example, call, visit, send a Christmas card to, take to lunch twice a year, etc. Obviously, the level and frequency of contact will depend upon how much time, people, and capital you feel should be devoted to each category. But remember, doing anything regularly is far better than merely intermittent contact or communication.

Then make a list of what has to be created, set up, and managed to make certain the objectives on your list are implemented, then sustained.

Prioritize them by importance and ease of initiation (making quarterly calls, for example, is much easier to do than a complex call-letter-visit system).

Then start doing it regularly, enthusiastically, and systematically. This strategy works for business owners and employees with equal effectiveness.

Chapter 19: Somewhere over the Rainbow

Having a reachable goal is more important to your success and financial prosperity than almost anything else you do. Once the goal is established, you need to work backward to reverse-engineer the exact steps, accomplishments, benchmarks, timelines, and methods you need to follow and set. And include appropriate, hedge, or contingency plans.

Most people live in mortal fear that they aren't worthy of the limited and abstract goals they set for themselves. More of us set limited goals that simply aren't worthy of our true ability, potential, and mental capacity.

Set higher sights for yourself. But make them clear, specific, decisive, and accountable goals. Then reach those goals and keep raising the bar for yourself.

Sit down with your notepad. Clearly state each major business, financial, professional, personal, or family goal you have set.

Then, under each goal, write down the exact steps, numbers, events, processes and actions you have to accomplish to reach those goals.

Finally, do a reality check. How well are you really progressing on each goal? Are you regularly evaluating and adjusting your performances and methods to reach the goal? If you're past your original goal, have you established new, higher goals? If you're behind your timeline or haven't diligently developed a daily, weekly, transaction-by-transaction plan, do it now. Break it down to simple non-threatening steps.

Without a clear destination and a precise road map for getting where you want to be, you'll never maximize your potential income or success.

But follow a good clear map with complete detailed travel instructions and your journey will be highly rewarding.

Chapter 20: Your Never-Ending Success

You now have the knowledge to embark on a wonderful adventure. Don't limit your trip. Don't stop when you make your business or life successful. That's only the first leg of the trip. Focus on bigger successes, greater possibilities, and constant, never-ending personal and business improvement.

Chapter 21: You Are Richter than You Think

The strategies I have shared with you throughout this book will change your life. I guarantee that when you apply them with diligence and persistence you will enjoy success beyond anything you can imagine. The question you need to ask yourself is "What is my definition of success?" Most people have a tendency to define success in terms of their companies and/or careers. But the ultimate benefits you will derive from my strategies are the successes you'll enjoy in your life.

Posted on 10th November 2007 by Quintus Hegie

Free email notification subscription service

Don't miss out on Quintus' latest website updates by subscribing to his free email notification service. This service is completely free of charge and membership ensures that you are always up to date about the latest additions and changes to this website. It's like superpoke - but then without requiring the hassle of bookmarking this page!

Notification list:

Your inbox will scream-out-loud '1 New Message' if...

...and much more that won't be mentioned yet to not spoill the pleasant suprise!

 

Yes Quintus, I do not want to miss out on this website!

Use the form below to apply for the free email notification service. You can cancel you free membership to this service at any time by clicking the unsubscribe link below each email I send you.









Important:
You'll have to confirm your subscription by clicking the link in the opt-in email you'll receive immediately after submitting your details. If you do not click this link you won't be receiving my emails and you will be missing out on any opportunities I share with you until you've confirmed your email address by clicking the link.

top