Jay Abraham

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.

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 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 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.

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.

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.

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.

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.

Congratulations.

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?

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?

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.

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.

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.