Jay Abraham
speaker
85 appearances
1 recordings
1 series
first heard Feb 2025
last heard Feb 2025
Jay Abraham’s voice in public audio — every appearance, attributed to the second.
Trend
recordings per month · last 12 monthsNo recordings in the last 12 months.Older appearances are listed below; set an alert to hear about the next one.
Appearances
You change your ideology, your belief system. You change results. I go on and on. But we just work through all those. And those things I just gave you are universal. They're not going to change no matter whether you're delivering it on Facebook or TikTok or direct mail or face-to-face. They're all key elements. And I can get very deep. But those are fundamentals, if that makes sense.
Yeah. Well, to give you an example, I was just talking to you about a very expensive program I do. It's $25,000. And I'm willing to give away or invest half of it to somebody that's got the right audience because I want the back end. Because every time I do one, it's very intellectually stimulating, but I pick up $500,000 of retainers on the back end. But most people... It's very interesting.
I'll tell you a fascinating insight. You're not asking this, but it's pretty profound. When I started and I was young, I had the distinction of being known as literally a marketing genius. And for the time in the genre, I was. I was way ahead of everybody. But after a while, I realized that as powerful as marketing and advertising is as a driver of new business,
It is a constantly diminishing resource, and that if you concurrently have a world-class strategy in place that is superior to your competition, if you have a better business model that is much more advantageous in bringing the people in and keeping them, if you have far better marketing that articulates Value, benefit, et cetera, and you do it from many vantage points.
If you have a better distribution system, which is more sources, more partners, if you have joint ventures all over, if you have not just a lot of people don't understand this, a competitive, excuse me, a USP. I was teaching USP when nobody knew what it was, and I'm negating myself again. Unique selling proposition. It's a cool concept, but unique doesn't mean compelling.
So I could have a unique, you know, I could say, hey, you're going to talk to me personally. And that's great if you see value in it. But just talking to me personally is, you know, it's unique, but it's not self-evident in the value. You can have a competitive advantage, but that competitive advantage isn't necessarily going to be the superior one. It may only appeal to a little niche.
You can have a preemptive advantage. That's better. You can have a monopolistic advantage. But if you get a game-changing exponential advantage instead of having a niche or a limited value, you own and control the whole market. So I think everything I do is about leveraging everything. We introduced...
what's called revenue system optimization many, many decades ago, and it basically says you look at your revenue system, which most people don't. Most people have three or four KPIs that they assess, and that's fine, but there are probably – three to five or 10 times as many OPIs, overlooked performance indicators that are the interconnections that can be identified and enhanced.
Starts with who you're targeting, how you're trying to reach them, what your proposition is, what you're trying to get them to do to start the relationship, what you do at the point of impact, what you do in the follow-up, and all kinds of variabilities. I also am a monster of what's called sunk relationships. cost reclamation. That means, and I'll give you a great example.
I have a big funnel building client, which is ironic in India, and I'm not a digital marketer at all. And they're really proud of the fact that they're doing a certain amount of millions of dollars. But when you get into the data, they're converting 1%. They're expensive enough that the 1% is good. And I said, you're spending what's called a million dollars. You're wasting $999,000 to make money.
Why don't you find better ways to optimize that sunk cost? There's sunk cost in leads that don't convert. There's sunk cost in people that buy one time and don't buy everything. There's some cost in people who buy everything and you have nothing else to sell. There's some cost in distribution channels you only use for one thing. There's some cost in variability that you have with salespeople.
Some do well, some do okay, some don't, and figuring out how to improve all of them. And I'm a fanatic about things that are so powerful, but so almost forest for the trees.
Yeah, I mean, there's a very interesting concept. I've got a lot of very sophisticated stuff that I teach in the rare occasions that I do a keynote. And one of them we did a couple of months ago was called Multiplying Your Multiple. It was a thesis for people who, most people don't understand, a lot of the small entrepreneurs are playing a lifestyle game. And there's nothing wrong with that.
And it's admirable because they can make a very nice living But the same effort with a different mindset could be creating an asset that is worth multiples upon multiples of what you're making today. And we created a thesis that explained that most people, if they have a sellable asset, this is a little esoteric, but it's sort of fascinating.
If you have a sellable asset, usually there's a multiple that you can sell it for. Most people think that there's a lot in their business that is out of their control. That's not true. There's a lot more you have control over. So we try to show that the reason you can get an outsized multiple, many times more for your business in an industry than others, there's a couple of denominators.
If your growth weight is much higher, if your profit level is much higher, if you have a competitive and a defendable advantage, and most people think that has to be a patent or exclusivity, it doesn't. If you have three times the lifetime value that your competitors, and they don't even know it, you have the ability to invest, not spend. Nothing is a spend. Everything you do is an investment.
You may be accepting a pathetic return on it, but it is an investment. You have the ability, if you have a much, much greater lifetime value, you can invest a lot more on the front end than your competitor. And that is a competitive advantage.
Congratulations.
Years ago, I was helping a bunch of people who were big information marketers, and we had a mastermind that I did for them. And now a guy who's very prominent today, I will use his name, in YouTube marketing was there. And he was very proud because he was spending, I think, $100,000 a month that he was bringing in $800. And I said, why are you only spending $100? He goes, what do you mean?
I said, well, if you spend $200, it was not symmetrical. If you got half that, your margins are so good. And the logic that people have is so illogical. That doesn't even count if you add one more. It's interesting. Most people don't come close to optimizing, monetizing, and really building the kind of value and value and income that a business has the ability to deliver to them.
Showing 41–60 of 85 · page 3 of 5
← Previous
Next →