Jay Abraham

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.

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.

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.

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.

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,

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,

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.

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.

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.

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.

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.

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.

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...

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...