"You're Going to Pay Perry HOW MUCH?"

4-Man Intensive June 5 & 6 ONE Seat Available Apply Here   Mel,   Roundtable member, Megan Macedo, was asked a couple of days ago if it was difficult to convince her partner, Niall, of the fairly steep investment in Roundtable.   Here's how she answered... "We were already members of one mastermind group, as well as another marketing group in the UK, so when I pitched the idea of paying $19K plus transatlantic travel to join Roundtable he was less than convinced. He told me, 'If it were down to me, we wouldn't be going. I'd spend that 20 grand on other things.' But he knew he had no choice. I'd told him when we agreed to team up earlier last year that I was going to Roundtable, no ifs, no buts. After the day I spent with Perry in London, and witnessing a couple of Roundtable meetings last year, I knew I needed to be in that room to take our business to the level. So we went along to Orlando in January. Niall was prepared for a 'more of the same' mastermind group. After the first couple of hot seats he leaned across and whispered 'I thought Perry would be, like, I dunno, talking more or something.' By the end of the second day, we'd had our hot seat, and he'd really got it by then. 'The quality of the people in the room is astounding. I can see why Perry doesn't need to be talking all the time. There's so much value in the insights the other business owners have to offer too.' Safe to say he was a convert. Of all the events and groups we've been to over the years, nothing comes close to spending a couple of days with Perry and the high quality business owners he attracts. We're hopping on a plane to Chicago tomorrow for round 2. I know what questions we're bringing to the group, but I have no idea what direction our hot seat will take. You come asking questions about what you think is important, and Perry not only sees the questions beneath the question, he spots things that are far away in the distance that elevate your thinking and your business to an entirely new level. It's pretty special. It's so special I find it difficult to put into words. That's why I didn't even bother trying to convince Niall. I just knew that all I had to do was get him in the room and he'd be completely sold. There was no doubt in my mind."   Both Roundtable groups are filled to capacity.  But if you'd like the next-best-thing, I have ONE seat open at my next 4-Man Intensive, June 5th & 6th.     Apply here. Carpe Diem, Perry Marshall   ***NOTE: Please do not reply directly to this email, instead go to http://support.perrymarshall.com     Free Video We manage our emails with Infusion. This Guide and Video explain my secret marketing sauce. If you no longer wish to receive our emails, click the link below:  Update subscriber options   Perry S. Marshall & Assoc 159 N. Marion Street #295 Oak Park, Illinois 60301 United States (312) 386-7459   Having trouble viewing this email? Click here

How to Inject The Happy Juice (Wordstream Webinar May 19)

How to Inject the Happy Juice Wordstream Webinar Monday, May 19th, 4pm Eastern REGISTER HERE   Mel,   Join me and the PPC geniuses over at Wordstream, on Monday May 19th, and discover how “happy juice” can help break through your prospects' indifference, get them to take notice, and get them to take action. You'll get 4 immediately implementable ways to inject happy juice into all your marketing efforts, and get... Paid search ads with killer CTR Emails with sky-high open rates SEO-boosting blog posts that get shares & comments Webinars and online events that actually get people to open their wallets This will be a fast-moving, info-packed hour.  Join us on Monday May 19th at 4pm Eastern. REGISTER HERE Get Happy, Perry Marshall   ***NOTE: Please do not reply directly to this email, instead go to http://support.perrymarshall.com     Free Video We manage our emails with Infusion. This Guide and Video explain my secret marketing sauce. If you no longer wish to receive our emails, click the link below:  Update subscriber options   Perry S. Marshall & Assoc 159 N. Marion Street #295 Oak Park, Illinois 60301 United States (312) 386-7459   Having trouble viewing this email? Click here

The Difference Between a "Star" and a J.O.B?

Is Your Business a Star? Find out in 2 Minutes www.StarPrinciple.com   Mel,   Got this from a reader of my 80/20 Sales & Marketing book... "I am doing everything from selling to invoicing. Difficult to even have the time to think about (strategic) things. Had I not read the book over Christmas, I probably would not have taken the time to read it at all. 70 hour weeks and still 100 things we could do better, differently, not at all, instead, etc." Most entrepreneurs succeed only in creating a new job for themselves. And there's nothing wrong with that. Most of the time, being your own boss is way cooler than having to answer to somebody else.  Even if it means working 50% longer hours in your new "golden squirrel cage" than you did in your old Dilbert cube! But, most entrepreneurs want more than just a new J.O.B.   You want to build something great.  Something that will last. Something that's attractive to investors and ultimately buyers. A sell-able business that can provide real freedom for you and your family. Not just a squirrel cage. If that's what you're trying to build...or think you've already built...Richard Koch, in his brilliant book, The Star Principle,  offers 13 reality-check questions for you. If you answer "yes" to most of these questions, you may have a STAR In the making... 1. Are your products or services delivered to the same high standard, on time, every time? 2. Is this year’s product measurably better than last year’s? 3. Does this year’s product costs at least 5 per cent less to make than last year’s? 4. Can you double volumes within a year without panic or loss of quality? 5. Is work delegated to the lowest-level person who is fully competent to do it?   6. Does everyone on your staff increase his or her skill level significantly each year and work better and faster? 7. Does your workplace exude calm, order and discipline? 8. Are your standards and procedures written down, clear, unambiguous ~ and observed? 9. Are your logos, colors and designs attractive and consistent? 10. Are your budgets always met or exceeded? 11. Is cash always higher than planned? 12. Is your company a machine ~ smooth-running, reliable, relentless, self-maintaining and self-improving? 13. Is nobody indispensable?  If your best people leave, will your company roll on regardless? Will new leaders come to the fore? How'd you do? If you'd like to take your company from J.O.B to a company that investors and buyers will pay a fortune for, join us in Chicago on September 28, for an exclusive seminar where Richard will help you do exactly that. It's by application only. Apply here.         Carpe Diem, Perry Marshall   ***NOTE: Please do not reply directly to this email, instead go to http://support.perrymarshall.com     Free Video We manage our emails with Infusion. This Guide and Video explain my secret marketing sauce. If you no longer wish to receive our emails, click the link below:  Update subscriber options   Perry S. Marshall & Assoc 159 N. Marion Street #295 Oak Park, Illinois 60301 United States (312) 386-7459   Having trouble viewing this email? Click here

The 4 Formulas for a Star Business

Can Your Business Be a Star? Take the Simple, 10-Question Quiz www.StarPrinciple.com   Mel,   Most companies will not "ring the bell" on the Star Report quiz. As Richard Koch, the genius behind The Star Principle, explains in the book of the same name, only 25% of start ups are niche leaders and only 20% of those are growing fast enough to be called "stars". That means only 5% qualify as true stars right from the beginning. However, if your business doesn't "ring the bell" it doesn't mean you should bail on your business and go hunting for another. Plenty of non-Star business can provide comfortable revenue for years to come.   But, if your company does not ring the bell, you SHOULD be hyper-alert to ways make your business more Star-like. Your score should inform how you prioritize your objectives. According to Richard, there are Four Systems or Formulas, that every business must have in place to move in the direction of "Star".  So, take the Star Principle quiz and then ask yourself... 1. Does my business have a Customer Attraction Formula? Do I have a reliable way to get ever-increasing volumes of profitable business? 2. Does my business have a Commercial Formula? Do my costs and prices LOCK IN fat margins? Do I know them cold? 3. Does my business have a Delivery Formula? Do I have a "machine" for delivering increasing quantities of high-quality product/service? 4. Does my business have an Innovation Formula? Do I have a way to make innovation and improvement routine?    Which of the four is most lacking in your business?  What can you do NOW to construct or bolster that system?  That's your $10,000/hour work for this week. And on September 28-30, Richard will be in Chicago to deliver his insight into 80/20 and The Star Principle to a very select group of entrepreneurs. This will be one hundred thousand dollar/hour, possibly even one million dollar/hour work, for some attendees.   It's by application only, apply here. Carpe Diem, Perry Marshall     ***NOTE: Please do not reply directly to this email, instead go to http://support.perrymarshall.com     Free Video We manage our emails with Infusion. This Guide and Video explain my secret marketing sauce. If you no longer wish to receive our emails, click the link below:  Update subscriber options   Perry S. Marshall & Assoc 159 N. Marion Street #295 Oak Park, Illinois 60301 United States (312) 386-7459   Having trouble viewing this email? Click here

When $1,500.00 per hour is Merely a Good Start

Mel, At Renaissance Club Roundtable in February (my top level private coaching group) one member took the hot seat and explained that he'd grown his business more than 10X in the last year and was looking for the next breakthrough to take his business to the next level. At the time he was spending much of his time interacting directly with customers and talking to them on the phone. I asked him how much he thought he was making, per hour, selling to those customers. "$1,500 an hour, I think." Not bad for an hour's work, eh? I said, "OK, now you spent a lot of time last year improving your marketing so you'd have these people to talk to. How much do you think that time earned you - doing marketing instead of talking to customers? He thought awhile and said, "Maybe $2,500 per hour." $2,500 an hour is definitely better than $1,500 per hour, isn't it? But it doesn't stop there. If you spend an hour on the phone and make $1500, you've got a high hourly rate but no leverage, no scalability. The time he spends on marketing will continue to become more and more valuable because it pays dividends month after month. If I asked him the question next year he might find the marketing efforts paid $4,000 an hour not $2,500. I asked him if there was any way he could get somebody else to do that phone selling so he could spend his time on marketing instead. He was concerned they wouldn't be as effective as he was, which is probably going to be true. But we tossed around some numbers and figured out that no matter how he slices it, he can make a lot more money if he stops selling on the phone and works on his marketing. He went home and did it. He implemented this with total dedication, hiring a company to take the calls and spending more and more time on marketing development. The result? He's increased his income again - it's roughly double what it was this time last year. I asked him how he felt about this new role. He said, "It's weird! I'm not yakking on the phone all day anymore, in fact the phone isn't even ringing. It's quiet in here and I have time to study, plan and implement all these new strategies I'm learning." He and his son both had a serious case of bronchitis last week and they both had to spend some time in the hospital. Because he had put these things in place, his business ran uninterrupted with record sales the whole time. It doesn't make the bronchitis go away but it sure is nice to not be worried about the biz when you have to be away, isn't it? Perry Marshall **NOTE: Please do not reply directly to this email. Instead, visit http://perrymarshall.com/support with any questions or concerns.  Update subscriber options

Perry S. Marshall & Assoc
159 N. Marion Street #295
Oak Park, Illinois 60301
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Can Your Company Be a Star? Find Out Today

Can Your Business Be a Star? Take the Simple, 10-Questions Quiz www.StarPrinciple.com     Mel,   "In ancient Rome, there was a poem about a dog who found two bones He licked the one, he licked the other He went in circles 'til he dropped dead."      -Devo, "Freedom of Choice" As near as I can tell, the poem was Greek and it was about a donkey and two bales of hay, but Devo is forgiven for using poetic license. The point is, to the hungry dog, both options looked equally appealing. And he died of indecision. To entrepreneurs like you, the many possible paths for improving your business can also look equally appealing.   But they're not.   In fact, some improvements will result in only incremental or temporary bumps to revenue and profit.   Some will result in negative returns. The time you spend implementing them will outweigh the meager, and sometimes non-existent returns. But finally, some improvements can take your company from good to great to even "supernova" if your company is positioned correctly...and you know which improvements to make first. Is your company positioned for greatness? Is your company poised for supernova growth? Richard Koch has a process for identifying company's capable of greatness and even supernova growth. He calls it The Star Principle (and you can use his method to evaluate YOUR company, for free, here). Richard is best known for his book The 80/20 Principle which sold millions of copies. But Richard's wealth as an investor consultant far outweighs his success as an author. In 1991 Richard started taking equity consulting positions in small companies. Over 22 years, he applied 80/20 and the Star Principle. He focused on sixteen select firms.   Not 160. 16.   Eight hit pay dirt, for a batting average of 50%. This raised his net worth to nearly a quarter billion dollars. Venture Capitalists are normally happy to succeed with 10% of their investments (success = 10X ROI) and get little or nothing on the other 90%.   Richard has done five times better without staff, working 1-2 hours a day. His only employees are two personal assistants, one for his business and the other for personal property.   Q: Why does Richard bat 50% when the smartest MBAs in the world bat 10%?   A: Star Principle. If you'd like to know how your company rates according to Richard's Star Principle (at no charge to you),just click here to answer 10 simple questions about your business.   And better yet, if you'd like to know which "bone" has the most meat on it, which improvements you need to make FIRST to take your company from mediocre...to great...to maybe even supernova...get the $9 report, as well.   Take the Free Star Principle Test Here. Carpe Diem, Perry Marshall   ***NOTE: Please do not reply directly to this email, instead go to http://support.perrymarshall.com     Free Video We manage our emails with Infusion. This Guide and Video explain my secret marketing sauce. If you no longer wish to receive our emails, click the link below:  Update subscriber options   Perry S. Marshall & Assoc 159 N. Marion Street #295 Oak Park, Illinois 60301 United States (312) 386-7459   Having trouble viewing this email? Click here

"Why Can't I Get a Man?" Part 2

Building Your Trust-Based Marketing Machine Webinar, Tuesday, April 29, 5PM Eastern REGISTER HERE   Mel, Yesterday I told you a story about John Paul Mendocha. In case you missed it, here's a quick recap: When John was a sales rep one of his clients was a 30-something single woman. One night, she was complaining about how she couldn’t get a man. John said to her, “You really are a good gal, so cut the booze and drop a few pounds and you’ll have NO problem snagging your man.” And she so deeply resented John's blunt honesty that she stormed out of the restaurant... and she refused to ever do business with John's company again. Here's the thing: John had the best of intentions. He wasn't being intentionally rude.  I know John well.  He's a great guy.  But when you present him with a problem, he immediately sees THE angle and he wastes no time getting right to the meat of the matter. Want a "sales" problem fixed? John can tell you how to fix it faster than just about anyone I know. Sometimes John's blunt, sharp, take-action-now approach is EXACTLY what you need. But sometimes, like in the dinner with his client/friend, it's the opposite of what you need. How would Ari Galper have handled that situation? Knowing what I know of Ari, here's how it would have gone down... First, he would have told her how amazing, attractive, intelligent and awesome she was and how she didn't need a man to "complete" her. Then, he would have asked, "What KIND of man are you looking for?"   Next, he would have let her talk about her Prince Charming, let her dream, and paint a vivid picture in her mind of her perfect dude.   Then, he would have asked her,  "What would your life be like once you find Prince Charming?"   Next, he probably would have asked, "What do you think guys like Prince Charming are looking for in a woman?"   Finally, he would have said something like "What steps do you think you should take to become more like the kind of woman your Prince Charming is looking for?" And all along he would be carefully choosing exactly the right words. Building trust. Gently guiding her through to the "sale". See where I'm going? With Ari'strust-building approach, John's client would have probably come to the same conclusions John came to...but she would have thought SHE came to them...she would trust the the process through which she came to those conclusions...and therefore be more likely to follow through on those conclusions. Both John's and Ari's methods are invaluable and effective...it's a matter of context. And there are contexts in YOUR sales machine where you're doing a Mendocha when you should be doing a Galper.  Places where you're putting the pedal to the metal when you should be gently tugging them through the funnel step by step. Places where you're focused on fixing their problem fast when you should be focused on simply building trust. There are steps in your sales process where you're using trust-busting words (sometimes it's a matter of ONE, SINGLE word)...and when they hear THAT word, they're pushing back their chair, tossing their napkin on the table and storming out of the restaurant. Never to do business with you. Ari can sniff out these trust-killing words like a bloodhound. Ari has an uncanny ability to find and eliminate sales-stealing words and replace them with words that build trust and pull in dollars. And in Ari's new program, he's going to find and fix your trust-killing words. This how your emails are going to get more opens and click throughs. This is how your web pages are going to get more opt ins. This is how your videos are going to make more sales. Demonstrably, measurably. In black and white. You are going to understand what was broken, and what got fixed. You, your staff and your sales process, will become trust-building marketing machines. You CAN build machines that build trust. I've done it for years using Autoresponder "mazes". And you can find out how to turn your business into a trust-based marketing machine on a live Q&A webinar Tuesday, April 29th at 5pm Eastern. Find out more about Ari's system HERE. Perry Marshall       ***NOTE: Please do not reply directly to this email, instead go to http://support.perrymarshall.com     Free Video We manage our emails with Infusion. This Guide and Video explain my secret marketing sauce. If you no longer wish to receive our emails, click the link below:  Update subscriber options   Perry S. Marshall & Assoc 159 N. Marion Street #295 Oak Park, Illinois 60301 United States (312) 386-7459   Having trouble viewing this email? Click here