Jay Abraham

If the main one has been 100% and you add eight more that each add 10 or 15%, it accomplishes a bunch of different advantages. One is all those incremental ones are just multiplying geometrically so they can double or redouble your business very safely. Each one can be a profit center if you do it right.

If the main one has been 100% and you add eight more that each add 10 or 15%, it accomplishes a bunch of different advantages. One is all those incremental ones are just multiplying geometrically so they can double or redouble your business very safely. Each one can be a profit center if you do it right.

The second is that you only reach a certain segment of your market with whatever your main approach is. There are all kinds of other ways to niche access. The third is there are many people who are intrigued by your value prop, but not ready. They're not pushed over the line to commit. When you have many access vehicles, it keeps moving people along.

The second is that you only reach a certain segment of your market with whatever your main approach is. There are all kinds of other ways to niche access. The third is there are many people who are intrigued by your value prop, but not ready. They're not pushed over the line to commit. When you have many access vehicles, it keeps moving people along.

The second is that you only reach a certain segment of your market with whatever your main approach is. There are all kinds of other ways to niche access. The third is there are many people who are intrigued by your value prop, but not ready. They're not pushed over the line to commit. When you have many access vehicles, it keeps moving people along.

And one of the access vehicles we always recommend, and I am known for this because we've done billions of dollars, is I'm probably just clinically one of the world authorities on strategic alliances, joint ventures, power partnering, endorsement, joint venture, co-branding, recommended provider status.

And one of the access vehicles we always recommend, and I am known for this because we've done billions of dollars, is I'm probably just clinically one of the world authorities on strategic alliances, joint ventures, power partnering, endorsement, joint venture, co-branding, recommended provider status.

And one of the access vehicles we always recommend, and I am known for this because we've done billions of dollars, is I'm probably just clinically one of the world authorities on strategic alliances, joint ventures, power partnering, endorsement, joint venture, co-branding, recommended provider status.

But the next thing we always taught people, and this is very important, and it's always working on the leverage in a business, the upside leverage. And we always looked at it the way somebody would cholesterol. Anybody that knows about cholesterol, there's two kinds. If you have too much cholesterol, Of the bad, you're dead. If you have a lot of the good, it negates it.

But the next thing we always taught people, and this is very important, and it's always working on the leverage in a business, the upside leverage. And we always looked at it the way somebody would cholesterol. Anybody that knows about cholesterol, there's two kinds. If you have too much cholesterol, Of the bad, you're dead. If you have a lot of the good, it negates it.

But the next thing we always taught people, and this is very important, and it's always working on the leverage in a business, the upside leverage. And we always looked at it the way somebody would cholesterol. Anybody that knows about cholesterol, there's two kinds. If you have too much cholesterol, Of the bad, you're dead. If you have a lot of the good, it negates it.

We think there's two kinds of leverage, the kind where you're stuck with financial obligation and if anything goes wrong, if you don't get the cash flow or the asset doesn't appreciate or it's not liquid, you're screwed. We only want positive leverage. So we taught people what's called the nine drivers. The nine drivers are the biggest leverage points

We think there's two kinds of leverage, the kind where you're stuck with financial obligation and if anything goes wrong, if you don't get the cash flow or the asset doesn't appreciate or it's not liquid, you're screwed. We only want positive leverage. So we taught people what's called the nine drivers. The nine drivers are the biggest leverage points

We think there's two kinds of leverage, the kind where you're stuck with financial obligation and if anything goes wrong, if you don't get the cash flow or the asset doesn't appreciate or it's not liquid, you're screwed. We only want positive leverage. So we taught people what's called the nine drivers. The nine drivers are the biggest leverage points

that anybody has in their business that they can move very easily and a small shift is going to give a huge outcome. You change your strategy, you change your results. Most SMBs are not at all. Their strategy is to be tactical. You change your business model. You change your result. You change your marketing. You change your result. You change your distribution channels. You change your result.

that anybody has in their business that they can move very easily and a small shift is going to give a huge outcome. You change your strategy, you change your results. Most SMBs are not at all. Their strategy is to be tactical. You change your business model. You change your result. You change your marketing. You change your result. You change your distribution channels. You change your result.

that anybody has in their business that they can move very easily and a small shift is going to give a huge outcome. You change your strategy, you change your results. Most SMBs are not at all. Their strategy is to be tactical. You change your business model. You change your result. You change your marketing. You change your result. You change your distribution channels. You change your result.

You change how you use money. You change your result. You move fixed to variable. You change your result. You change your processes, your systems, your procedures. You change your results. You start using other people's assets. And assets, which is endorsements, joint ventures, you call it affiliates. I go to a much deeper level. You change your results.

You change how you use money. You change your result. You move fixed to variable. You change your result. You change your processes, your systems, your procedures. You change your results. You start using other people's assets. And assets, which is endorsements, joint ventures, you call it affiliates. I go to a much deeper level. You change your results.

You change how you use money. You change your result. You move fixed to variable. You change your result. You change your processes, your systems, your procedures. You change your results. You start using other people's assets. And assets, which is endorsements, joint ventures, you call it affiliates. I go to a much deeper level. You change your results.