The Golden Rules

The Golden Rules
Select Secrets for Winning at

the Marketing Game
By T.J. Rohleder
“America’s Blue Jeans Millionaire”
Copyright © MMXII M.O.R.E Incorporated
All Rights Reserved
TABLE OF CONTENTS
I NTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
G OLDEN R ULE O NE :
How to Make More Money by Doing Less Work . . . . . . . . . . . . 7
G OLDEN R ULE T WO :
Why You Must Be Lazy to Make Real Money . . . . . . . . . . . . . 17
G OLDEN R ULE T HREE :
How to Get More People to Give You
More Money Right Away . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
G OLDEN R ULE F OUR :
The Cashflow Increaser, and How to Use It . . . . . . . . . . . . . . . 25
G OLDEN R ULE F IVE :
The Fastest, Easiest, and SAFEST
Marketing System Ever . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
G OLDEN R ULE S IX :
The Awesome Power of Operation Money Suck. . . . . . . . . . . . 33
G OLDEN R ULE S EVEN :
Turn Your Business Into a Money Machine . . . . . . . . . . . . . . . 41
G OLDEN R ULE E IGHT :
Seven Steps to Writing Killer Sales Letters. . . . . . . . . . . . . . . . 49
G OLDEN R ULE N INE :
The Awesome Power of Direct Response Marketing . . . . . . . . 61
G OLDEN R ULE T EN :
The Self-Qualifying Widget . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
G OLDEN R ULE E LEVEN :
Why You Absolutely, Positively Do NOT Want
Happy Customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
G OLDEN R ULE T WELVE :
Ten Easy Things You Can Do Right Now to
Quadruple Your Profits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
G OLDEN R ULE T HIRTEEN :
The Golden Key. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
3
G OLDEN R ULE F OURTEEN :
Touch Their Hearts Before You Grab
for Their Wallets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
G OLDEN R ULE F IFTEEN :
Make Your Customers Chase YOU! . . . . . . . . . . . . . . . . . . . . . 87
G OLDEN R ULE S IXTEEN :
How to Develop Hot New Promotions That
Drive People Crazy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99
G OLDEN R ULE S EVENTEEN :
Your Company’s Most Important Hidden Asset . . . . . . . . . . . 105
G OLDEN R ULE E IGHTEEN :
A Gentle Reminder . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
G OLDEN R ULE N INETEEN :
The #1 Thing Your Prospects Are Starving For...
and Aren’t Getting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
G OLDEN R ULE T WENT Y :
Why You Should NEVER Sell By Price . . . . . . . . . . . . . . . . . 115
G OLDEN R ULE T WENT Y O NE :
How to Make Money Over and Over on the
Same Promotions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121
G OLDEN R ULE T WENT Y T WO :
How to Get the Best Prospects to Start Giving You
More Money Right Now . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
G OLDEN R ULE T WENT Y T HREE :
Spot and Exploit the Hidden Gaps in Your Market . . . . . . . . . 131
G OLDEN R ULE T WENT Y F OUR :
The Alchemical Connection . . . . . . . . . . . . . . . . . . . . . . . . . . 135
G OLDEN R ULE T WENT Y F IVE :
Take Enormous Risks — and Play It Safe
at the Same Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137
G OLDEN R ULE T WENT Y S IX :
Four Easy Pieces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
G OLDEN R ULE T WENT Y S EVEN :
The Marketing Two-Step . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149
4
INTRODUCTION
He Who Has the Gold...

We’ve all heard of the Golden Rule of social interaction. In
theory, it goes like this: “Do unto others as you would have them
do unto you.” That’s always a wise investment in the future...
though cynics like to recast it as “He who makes the Gold
makes the Rules.”
Well, with this book, you’ve got an opportunity to learn

the Rules that make the Gold—what I call the Golden Rules
of Ruthless Marketing. So if your fondest dream is to make a
fortune in the marketing field, then I hope you’re not planning to
put this book down and walk away anytime soon. Hidden inside it
are time-tested, proven secrets you can use to make millions of
dollars in the marketing field—as long as you’re willing to study
hard, learn the Rules by heart, and put them ruthlessly into play.
By “ruthlessly,” I mean only in terms of how you treat your
competitors; your customers and prospects are a precious
resource that you should never mistreat or take for granted.
If you’ve deliberately purchased this book or received it as a

requested gift, then good for you! You’ve already got the right
attitude, and that’ll help you start rolling down the righteous path
right away. If you’re browsing through this book in a bookstore
or library, then I urge you to buy a copy of your own as soon as
possible. However you get your hands on a personal copy, once
you’ve got it you can start highlighting, underlining, marking it
5
up, attaching Post-It notes, dog-earing the corners, and otherwise
making sure you can quickly find and reread the Golden Rules
that work best for you as you build your marketing empire.
By now, you’ve probably wondering: Who is this guy,

anyway? T.J. Rohleder at your service. I’m President and co-
founder of M.O.R.E., Inc., one of the nation’s top direct
response marketing companies, which is located in the tiny
town of Goessel, Kansas. I know for an absolute fact that my
Golden Rules work like a charm, because my wife Eileen and
I used them to build our own fortune. We started with $300
(that’s three hundred bucks, not three thousand or three hundred
thousand) and a dream, and in 20 years, we built that $300 into a
company worth well over $100 million. And the thing is, Eileen
and I are just everyday, ordinary people. The only thing that’s
ever distinguished us from the average Joe and Jane is that we
decided a long time ago that we wanted to be rich, and then we
just kept trying until we were.
We had our setbacks and difficulties along the way, sure

enough. But we refused to give up. I’m absolutely convinced
that if we can do it, you can too, as long as you’ve got tenacity
and that classic American can-do attitude. I’ve formatted this
book as an easy-to-follow guide filled with chapters of various
lengths, mostly short, that you can pick and choose from as your
business strategy requires—or as your heart desires.
Intrigued? Then turn to Chapter 1, and let’s get started!
6 The Golden Rules: Select Secrets for Winning at the Marketing Game
GOLDEN RULE ONE:
How to Make More Money by

Doing Less Work
You might be shocked to learn that most entrepreneurs are
losing huge sums of money, and even going broke, because of
one simple error of judgment: they work far too hard. Oh, sure—
to really, truly profit you do have to work hard. I told you as
much in the Introduction. But you have to work hard doing the
right things, and in such a way that you also enjoy life...
because otherwise, what’s the point? Just because you don’t work
80-hour weeks to build your business doesn’t mean you’re lazy. It
doesn’t even mean you’re going to fail. Hey, if you can make a
fortune working 60, 50, even 40 hours a week (whatever the word
“fortune” means to you), then you’ve found the golden secret to
success, my friend.
But for those of us who haven’t quite made it there yet,

what’s the starting point? How can you best cut your work hours
back while still maximizing profit? Easy: shift your focus to
reselling to your best existing customers rather than forever
scrambling to get new customers. Many businesses ignore this
strategy, which (to paraphrase Thomas Jefferson) I hold to be
self-evident.
There are three, and only three, basic ways to build your
business:
1. You can get more customers to seek you out and spend
7
money with you.
2. You can get customers to keep coming back to spend

money with you.
3. You can get your customers to give you more money

every time they buy.
That’s it. It’s nice to know that there are just three ways to
build a business, since the process can be so frustrating and
confusing. Whenever you get too confused, always go back to
the basics. The place where most people go wrong is that they get
stuck on the first method, constantly chasing after new customers.
But acquiring a new customer is like pedaling a bike up a

steep hill on a hot day. It’s tough, sweaty work, and you may have
to get off the bicycle and walk it up the hill for a while. On the
other hand, reselling is like coasting down the opposite slope of
that hill. Which would you rather do—pedal that bicycle up
the hill, struggling the whole way, or coast right on down
without moving a muscle, the wind ruffling your hair?
Now, of course you’ll have to conquer some hills before you

can coast. So getting new customers is very important, but it’s not
everything. Never make that mistake of assuming otherwise. For
some reason, far too many businesspeople fail to realize that all
the profits are in the last two business-building methods I cited.
They’re not building long-term relationships with customers,
and they’re certainly not making those people enough
additional offers. Because of all that, they’re losing money that
could be theirs.
New customer acquisition is a necessary evil for your

business; otherwise, you can’t utilize the other two methods.
But despite what some people seem to believe, as vital as it is, it’s
not the be-all and end-all of marketing. New customer acquisition
should never demand a majority of your time, money, and focus.
The best ratio is about 80/20—the old, familiar 80/20 rule. Spend
80% of your time developing new products, services, and
promotions designed to resell to existing customers for as long
as possible, and spend 20% acquiring new customers. If you
shift up a little, say to 70/30, you’ll leave your competition in the
dust—but don’t overdo it. Remember, the other two business
building methods are where the real profits are.
You can see this easily in the restaurant business. Think of a

successful restaurant in your community, one you’ve been going
to for years. Chances are, the reason it’s successful is because it
has hundreds of repeat customers just like you. Personally, I have
a couple of favorite Mexican restaurants I’ve been going to for
over two decades now. They appreciate the fact that I’ve been
giving them money all that time. They treat me special, doing
everything possible to make me feel I’m wanted, appreciated, and
valued. That’s why I keep coming back, and why I tell all of my
friends and family about those restaurants. I bring them with me,
and then they bring their friends and family.
The same thing works for almost all businesses in every

field. In a way, we’re all in the restaurant business when we’re in
the business of reselling to existing customers. The world’s most
profitable businesses are set up to do that automatically on what’s
called a “til-forbid” basis—that is, they’re sold on monthly, bi-
monthly, quarterly, or yearly contracts that automatically
renew unless the customer cancels. Those are the businesses
with the highest resell value and the most profits.
If you’re not in a business where you have a product or
RILE ONE: How ro Make More Money by Doing Less Work 9

service custom-tailored to be resold automatically, then you have
to develop some. You have to constantly keep your eye out for
new and exciting things your customers will want. You should
always be thinking, “What’s next?” And in order to learn that,
you have to build relationships with them and stay in touch. I
used to worry that I was trying to resell to my existing customers
too often—that I might lose them because I was too aggressive
with my marketing. I was like that throughout the first half of my
business career... but that was then. Now I worry about the exact
opposite—that I’m not trying to sell them enough new products
or services. I realize now my that customers want to do more
business with me, if only because we’re all creatures of habit and
want to do business with people we already like, trust, and have
had positive experiences with.
That brings me to my next point, which is the fact that there

is so much competition out there. Back when I used to worry
about reselling to my customers too often, I didn’t realize how
oversaturated the marketplace was. The consumer of today has
more choices than ever before. In my opinion, that’s not a
negative thing, and here’s why: the more saturated the
marketplace is, the more confused the average prospects will be.
Because of their confusion and the resulting frustration,
they’ll instinctively revert back to their habit of doing
business with people they already know, like, and trust. That’s
why you have to build relationships with existing customers, and
do everything possible to bond them to you.
And here’s another point to ponder: your best customers

are insatiable. They want to buy more of the same kinds of
products and services they’ve already bought from you, and
there’s a good chance they’re already doing business with some
of your competitors. So somebody is going to get their additional
business. Why not you? It’s your choice. Oh, you don’t have
complete control over it, but you do have a lot of power in the
relationship as long as you keep doing things to solidify that
relationship. If you do it well, they’ll almost feel guilty if they
do business with somebody else.
Your customer base is your meal ticket for life, as long as

you handle them correctly. If you already don’t have your
customer list compiled on a computer spreadsheet so you can
easily send out sales and promotional material to every last one of
them, you have to do that right now. That has to be your first step
toward building your fortune with marketing. Frankly, I’m
shocked at the number of small business people who have no idea
how many people are on their customer list—if they even have
one. It’s not possible for them to quickly mail out sales literature
or a promotion announcement, and that’s really sad.
Create a mailing list of all of your best customers, and

segment it if you can. Spend some time thinking about this. Your
best customers are the ones who’ve already bought the most from
you—and generally, the people who’ve spent the most money
with you in the past will spend the most money with you in the
future. That may seem counterintuitive, but it’s true. When you
segment your customer list, those people are the most
important group. The next most important are the customers
who’ve bought from you recently, because you know they
have a serious interest in the products and services you sell.
The third most important segment consists of people who
bought from you a long time ago, but haven’t made a
purchase for a while.
Focus on the first two groups, spending more of your time

trying to get as many people as possible to keep coming back to

you and spend as much of their disposable income on you as they
can afford every time they buy from you.
You might say, “Well, where am I going to come up with all

these great ideas for selling them additional products or
services?” That’s a great question; keep asking yourself that, and
you’ll come up with more and better answers. Personally, I get up
at 5:00 every single morning and immediately focus on that
question. I’ve been doing that for years. I think about my
customers and about what they want the most. I try to get inside
their heads and hearts and really understand them in the
most intimate way I can. I look at the products and services
that have sold the best for us over the years, and I think about
related items that I know they’d want to buy. This is time spent
working on my business, not in it. It’s just me with a cup of
coffee and quiet time in the morning, when there are no phones,
faxes, or distractions. I’m able to focus on my business and my
customers, and what I can promote to them next.
We strive to do 12-20 major promotions to our customer

base every year. Depending on your business, that may seem like
a lot to you or it may seem like a little; but in our case it involves
a tremendous commitment of time, work, and effort. It’s worth it,
though, because that’s where all the profits lie: in increasing the
frequency that customers re-buy from you and then increasing the
average profit margin per transaction.
If you focus on those two areas and maintain a new

customer acquisition system that automatically brings in a
steady flow of new customers, you’re going to be light years
ahead of your competition. You’re going to make your
competitors green with envy, too, because you’ll be making huge
profits by doing less work than they do. Reselling to people you
already have a relationship with is like dealing with friends. In
fact, we always personalize our letters that way, greeting them
with, “Dear Friend.” That’s how we think about our customers.
It’s easy to do business with friends.
Here’s another way to sell more products and services to

your customers: hold special events for them. You can also
invite new customers to these events. Now, this works better for
some businesses than for others; but then, you can say that of any
marketing example that I give you. I’m involved in a local pet
boutique owned by my wife, Eileen. This is one of those upscale
stores that sells premium food, treats, toys, and clothing for dogs;
usually, they offer special grooming services and other services as
well. Eileen holds an average of three special events a month to
build relationships with her customers, and to encourage sales of
higher ticket items. These events are usually small; sometimes as
few as three or four people actually shall show up, and sometimes
there may be as many as 12-20.
But she tries to make them fun, and most of her events are
educational in nature. For example, she might bring in a
veterinarian or dog groomer to give tips on how her customers
can keep their dogs healthier or neater. A lot of her events are just
crazy, informal things she ties into the seasons. You’re limited
only by your imagination here.
Eileen promotes her events through social media: she’s on

Facebook and Twitter, and has a website where she posts pictures
of her customers and their dogs. The events are excuses to re-
invite people to come back into the store, and they give those
people reasons to come back. Even though only a small group
might take advantage of a given event, each event is still
important. Not only does it help her build customer relationships,

it also sends a message to her entire customer base that says,
“Here’s a business that really wants to educate me on the ways I
can improve the quality of my dog’s life, and my life with my
dog.” It’s altruistic in nature, but at the same time, the more
often Eileen can get people to come into the store, the more
likely they’ll purchase her dog grooming services and
premium dog food—the two high-profit items she sells.
And because Eileen always sends out a notice to the local

media every time she schedules an event, she gets a tremendous
amount of free advertising. Our newspaper and radio station love
to announce her events, since they believe that keeping people
aware of what’s happening around town is a community service.
So in addition to the regulars, new customers often show up too;
and on top of that, word-of-mouth kicks in. Events like these are a
great, dirt-cheap way of helping you stay close to your customers.
Never underestimate the power of altruism. Sometimes

people will tune you out if it’s obvious that you’re staying in
touch just to try to sell them something. But if you offer them a
fun, non-sales event to take part in, they’ll feel your business is
different from all the others—that you care about more than just
getting their money. And you should, even though your ultimate
purpose is to make it easier for them to rebuy from you.
Solidifying your relationship with your customers is a crucial
part of that process.
So if you’re worried about marketing too aggressively to

your customers and chasing them away, as I used to be, hold more
events like these. Find some excuse to invite them into your
business to look at or learn something new, and make it fun for
them. Little promotional celebrations won’t cost you money,
they’ll make you money. Too many business people hesitate to
hold such events because they’re worried about the expense—but
they’re looking at things backwards. Done right, the benefits of
small promo events far outweigh the costs, especially if you
specifically invite only your best customers—that is, those
who’ve spent the most money with you in the past. These are the
same people who are most likely to spend money with you in
the future, particularly if you go to the effort to make them
feel special.
That’s where all the profits are, and frankly, it’s both fun
and educational. The more you try to build your relationships
with your best customers, the more you’ll enjoy them—and
you’ll also gain fantastic insight into the larger marketplace
consisting of those who could end up becoming your best
customers, if only you understood their wants, needs, and
desires better. That knowledge can be useful for future
promotions.
Make an effort to spend more time with your customers,

especially in non-selling situations where you can drop your
guard somewhat, so they’ll feel they’re getting to know you
better. It’s a simple strategy, effective because it combines
salesmanship with the altruistic concept of serving the
customer in the highest possible way.
Write down those three main business-building methods

and commit them to memory. Think about them daily.
Anytime you’re frustrated and confused about business, just
return to the reality that there are only three ways you can build
your business: by acquiring new customers, by getting existing
customers to buy more, and by getting them to buy for a higher
profit margin. That will help you understand what you have to do
to make more money any time you feel you need to.
RILE ONE:How ro Make More Money by Doing Less Work 15

The more you realize that all your profits come from those
two final business building methods, the more you’ll your focus
and energy into those methods. In the end, you’ll work less, but
make more money. And isn’t that what it’s all about?
GOLDEN RULE TWO:
Why You Must Be Lazy to

Make Real Money
Believe it or not, you have to be kind of lazy to achieve
major success. Don’t believe me? Look at it this way:
Many small business owners try to do everything

themselves, working themselves like dogs, and yet they never
become financially independent. Often they go broke. One of
the richest men that I’ve ever met once shared this pearl of
wisdom with me: “The less I work, the more money I make.” At
first, I thought he meant that he was barely working at all, but
what he was really trying to tell me was that a small number
of activities produce the most sales and profits. That’s this
secret in a nutshell. If you’ll strive to do the same, you can have
an absolutely unfair, ruthless advantage over all your competition
as you build your dream of financial independence.
First, you have to learn to focus. Second, you have to

learn to delegate. Never do low-profit work that other people can
do. Focus your energy on those few tasks that produce the most
sales and profits. In order to do that, you have to ask yourself:
“What brings in the most money?” Having determined that,
you can then devote most of your time and energy to those few
activities that produce the most profits. Here are the four
activities that bring in the largest amount of sales and profits
in my business:
17
NEW PRODUCT AND SERVICE DEVELOPMENT. I
try to spend time every day working on new products or
services. I’m always looking for ways to improve what we
already offer, too. Every day I spend time on the phone with my
Marketing Director, Chris Lakey, and/or my sales manager, Drew
Hanson, or engaged in brainstorming sessions with key staff
members doing exactly those things. We’re constantly asking
ourselves, “What’s next? What can we do to top this? What can
we do to make this better?”
CREATING NEW SALES MATERIAL. A significant

portion of my day is spent rewriting old sales material to
make it better, or to help sell new products and services in
development. These sales materials are an integral part of our
marketing system, which is our third big activity: BUILDING
THE MARKETING SYSTEMS. Marketing systems are
complete processes dedicated to systematically attracting and
retaining the largest number of the best buyers in our
marketplace. Marketing systems have many different
components, each of which helps break down the sales resistance
of our prospects, and helps educate prospects and customers as to
why they should take action on our offers.
STRATEGIZING is our fourth crucial activity. I

frequently brainstorm with myself and with staff members or
joint venture business partners, constantly asking myself “How
can we do a better job? How can we make our existing products
and services even better, and develop future products and services
that give the people in our market what they’re searching for the
most?” Some of this time is spent daydreaming and taking notes.
Some I do while I’m watching TV at night. You can do the same.
By focusing on those four areas every day and letting
other people run the day-to-day part of my business, I’m doing
less—but we’re making more money, because those fewer
things I’m doing are the things that make the biggest impact.
Think about how you can devote more time to similar things.
Get good at delegating. Hire the very best people you can
find: smart, bright individuals who fill the gaps in all the
areas you’re weak in. That’s one sign of good leadership, and all
modesty aside, I think I’ve matured into a good leader. I’ve
surrounded myself with people who are bright and talented, very
capable and competent, many of whom have been with me for a
number of years now. They understand my business in an
intimate sense; and in fact, each is very much a part of my
business in his or her unique way. They work very hard at doing
what they do, and I do everything I can to treat them with the
respect they deserve.
This simple practice has been worth millions of dollars in

sales and profits to my company. Now, I didn’t always
understand this; and there have been times when I’ve
miscalculated my business strengths, and hurt the business as a
result. My wife Eileen and I started our first mail-order business
in 1988, and she ran the company until 2001. Eileen is the queen
of common sense: she’s very mature, very smart, and loved
running the day-to-day side of the business—the part I hate the
most. During those first 12 years or so, she let me focus my time
and energy on learning the marketing side. I became a capable
and confident marketer because she did such a phenomenal job of
running the company. Then, in 2001, Eileen stepped down for
health reasons.
That’s when I stepped in as President and CEO of our

company. Chris Lakey took my job as Marketing Director while I
RILE TWO: Why You Must Be Lazy to Make Real Money 19

tried to fill Eileen’s shoes. Well, I spent 2 1/2 years doing that—
and in the process, I learned that I’m the world’s worst
manager. I have no business actually running a business; I just
about drove the company into bankruptcy. When I realized that, I
hired a business expert to come in and take over my company for
18 months. He put a management team in place that remains
with me to this day.
That management team consists of Chris Lakey and my

general manager, Shelly Webster, who’s been with our company
since 2000. Shelley has many of the same qualities that Eileen
has. She’s smart, detail-oriented, and very good at running the
day-to-day part of our operation. Randy Hamilton stayed on as
our bookkeeper/accountant, managing all the money. Jeff
McMannis continued to run all our seminars and events. We hired
Drew Hansen to build our sales department (which has
transformed our business). Felicia Crosby runs our shipping,
printing, and mailing house facility. Last but not least is my
stepson, Chris Bergquist, who initially came aboard as our in-
house graphic artist, and now is a valuable part of our
management team.
Those highly talented people, as well as a select group of

joint venture partners and loyal suppliers, have given me the
freedom to focus all my time on those fewer activities that bring in
the largest sales and profits. You must do that too. The smartest
thing you can do is work through other capable people.
Either write that down, or print it and hang it up on your wall

where you can see it every day.
GOLDEN RULE THREE:
How to Get More People to Give

You More Money Right Away
The more you know about your customers, the more you can
maximize your up-sells. In fact, your ultimate goal should be to
know your customers even better than they know themselves.
You see, people often buy for unconscious reasons they

themselves don’t recognize. They aren’t always aware of what
they’re really searching for in your marketplace, or what’s driving
them to buy a particular product or service. It’s an emotional
thing, and most people are out of touch with their emotions.
So the more you think about your very best customers—who they
are and the main benefits they’re seeking—the more you’ll
understand them from that subconscious standpoint. While it
may be an unconscious process for them, it has to be a
conscious one for you.
Start by writing down a list of the things your best

customers are looking for. As I’ve pointed out several times so
far, they’re the source of all your real profits. Focus on who they
are, and try to get to know them better. One of the ways we’ve
done that here at M.O.R.E., Inc. is by holding regular seminars
and workshops for our customers. We’ve been doing this since
September 22, 1990, two years after we started our business.
Now, let’s be honest: the main reason we held that first

seminar and the hundreds since was because we wanted to make
21
more money. That was our #1 goal, and at first, we weren’t
thinking about anything else. Our perspective has changed
radically since then, because we’ve gained so much value just
from the act of getting to know our customers better. We
spend a great deal of time every year face-to-face, belly-to-belly,
eyeball-to-eyeball with them—and that’s helped us more than we
can measure.
Nowadays, we intimately know what our customers are

looking for, what’s most important to them, and what to say
to them—and they don’t realize it. When they come to our
seminars, they don’t see that our questions are designed so we can
to get to know them even better, for our mutual benefit. We ask
them what they’re buying at the moment, and who they’re buying
from—all in an informal way, like we’re just curious.
But we’re taking mental notes that we later transfer to paper.

Our staff brainstorms constantly on the information our best
customers have provided about the kinds of things they’re
buying the most from our competitors. We’re constantly asking
ourselves, “What do they want that they’re not getting?” We’ve
learned that if you expect to get more people to give you more
money right now, you have to intimately understand who your
best customers are, and what they want the most.
So if you really want to maximize your profits, devote plenty

of time to thinking this through. I suggest that you get up an hour
earlier every day, like I do, and start trying to get inside the heads
of your best customers. Forget all the rest. A deep understanding
of your best customers is where your true power lies as a
marketer. Ask yourself, “What’s the #1 reason why my best
customers are buying from me right now?” Then make a list of all
the ideas that pop into your head. Write as fast as you can, and
follow it up with other pertinent questions, like:
• What are they searching for the most?
• Why are they really buying what they’re buying?
• What’s the #1 one benefit they receive by giving me their

money?
• What makes them excited about what they buy from my

competitors?
The better you understand all that, the more power

you’ll have to attract other people just like them. Realize that
your first answers to these questions won’t always be the right
answers, but they’ll lead you to better answers. Sometimes it
takes many months and years of thinking this through on a
regular basis before you understand your customers better than
they understand themselves.
Once you do start getting good answers to your questions,

explore deeper. Another good question might be, “What are they
not getting from me and my competitors?” Here’s the best
question of this type I’ve ever heard; it’s a fun question for
brainstorming, and it goes like this. “In a perfect world, if I
had god-like superpowers and I could give my customers
anything that they wanted, what would it be?”
Ask yourself that, then start writing down all kinds of goofy,
crazy ideas. It’s a wild and crazy question to start with, so the
answers you come up with are going to be a wild and crazy, too.
Yet they’ll help you think things through, so you can then find
or develop products and services that come as close as
possible to giving people the main benefits on your list.
RILE THREE: How to Get More People to Give You More Money Right Away 23
Make it fun. Keep thinking this through at a deep level. This
exercise serves you well, because the more you can do to
understand your customers, the more power you’ll have to get
more people to give you more money. Those people will include
the best customers you have now, but you’ll also end up attracting
new customers similar to them—and your profits will increase
dramatically.
GOLDEN RULE FOUR:
The Cashflow Increaser, and

How to Use It
Want to create a raging river of cash that keeps flowing and
never stops? The secret is to discipline yourself to keep
plowing money back into the things that have already made
you the most money. Don’t let the apparent simplicity of this
statement fool you; this really can unleash an astonishing positive
cashflow that gives you a major competitive advantage in your
marketplace.
We’ve used this powerful secret to turn our business into a

money machine. Right from the beginning, we disciplined
ourselves to put 30% of every dollar that we earned into new
customer acquisition promotions, advertising, and similar
marketing. We actually kept two checkbooks, and made
rigorous efforts to keep those accounts separate. Now, I had a
good friend of mine who was inspired by our phenomenal
success using the power of direct-response marketing; I told him
a few of the main things to do, and he too had phenomenal
success right out of the gate.
But he didn’t hold back a marketing budget like he should

have. Thousands of dollars came pouring in very fast—and what
did he do? He leased an office building, bought new computer
equipment, and spent it on infrastructure... and then he had no
money left over for marketing. He quickly lost his momentum
and went out of business. Well, here we are still in business
25
two decades later, because we didn’t make that mistake. We
continued forcing ourselves to plow more money into the things
that caused the money to flow to begin with.
Discipline is all about doing the things you know you

should be doing. It’s not easy, which is why there are so few
people who practice it in all aspects of their life and business. But
putting aside 30% of your income is an easy way to make sure
you always have plenty of money to attract new customers and
resell to your existing ones (which is all marketing really is.) This
simple secret has generated millions of dollars of sales and
profits for us.
We maintain a constant front-end marketing campaign

that brings us a steady flow of new customers, and then we
keep going back to our existing customers to do more business
with them. That’s all there is to it. Most small business people
just don’t understand that their best customers are insatiable.
They’ll continue to buy products and services as long as you
continue to offer them, as long as those products or services are
related to what they’ve bought from you the first time. But most
small business people lose out on huge sums of money that could
be theirs because they assume that their existing customers don’t
want to hear from them very often.
You can’t make that mistake. Your best customers will

continue to buy more from you if you provide them the
opportunity. The reason they’re more likely to buy from you (as
opposed to your competitors) is because they already know you.
They like you, they trust you, and they feel safer spending their
money with you than with someone they don’t have an existing
relationship with.
So what are they insatiable for? Variations on a theme,
really. They’re looking for the same things they bought from
you the first time... only different. Now, that statement is
confusing to many people, but it’s not as contradictory as it
sounds. You see, something about your new product or service
has to be new, while underneath, it’s very similar to what they
bought from you before. In fact, it should include the same
basic benefits.
Test as many new ideas as you possibly can, in order to

find what works the best. Then try to determine why that’s
working the best, all the while continuing to ask yourself, “How
can I give my customers more of what they want the most?” I
have a huge sign on the wall of the room where I do all of my
creative work, and it simply says, “Sell them more of what they
want the most.” It sounds like comment sense, right? And yet as
Mark Twain said, “Common sense ain’t so common.”
Remember: while people are always looking for something

new, if it’s too new they won’t be comfortable enough to spend
money on it. They’re looking for things that have a veneer of
newness, while offering the same general benefits they enjoyed
before. Once you know what those benefits are (whether real or
perceived) just keep finding or developing “new” items that offer
the same benefits. When you find something that really works
and produces massive profits, try to incorporate it into as
many of your future products and services as possible.
This requires constant testing and tweaking as you search for

what works the best. It means keeping your finger on the pulse
of your daily sales and profits, remaining extremely aware of
where your biggest profits are coming from. That’s critical, so
you can continue to give your customers more of what you know
RILE FOUR: The Cashflow Increaser, and How to Use It 27

they want the most. You know what that is not by what they’re
saying—they may not be able to articulate it themselves—but
by where they’re spending their money.
Let your bestsellers guide you, and your business will

evolve into a well-oiled money machine that cranks out a
steady flow of dollars.
GOLDEN RULE FIVE:
The Fastest, Easiest, and SAFEST

Marketing System Ever
In this chapter, we’ll take a look at the fastest, easiest, and
above all safest marketing system I know of that still guarantees
the most sales and profits possible. This three-step marketing
system is so easy a child can understand it... and yet none of
your competitors seem to know about it. Here it is:
1. Generate the highest quality leads possible.
2. Get those leads to request more information.
3. Follow up relentlessly with personalized sales material

that pre-sells them.
Those are the only three steps. Now: read them again
carefully. Do they seem simple? Indeed they are. But don’t
assume that they’re too simple, because these three steps have
generated a huge fortune for my own company, and for many
others. The good news is that they’re safe. When you
implement them correctly, they’re very low-risk indeed. It’s a
proven moneymaking system. Best of all, when you do this the
right way, your competitors simply can’t compete with you.
Maybe that seems like a tall order for three simple steps—so let
me show you just how simple it can be.
As I write this, we have two active front-end campaigns that
29
utilize this three-step marketing system. First, we send a direct
mail package to the best prospects in our market, offering them
what we call a “free Discovery Package.” In Step #2, a
percentage of the people who get our direct mail package request
our free Discovery Package, and we send it to them. In Step #3,
we follow up with all kinds of additional sales material that
encourages them to call our sales representatives to get all their
questions answered.
When those people do call, they’re already pre-sold and

ready to buy—because the huge free Discovery Package we
sent them does a phenomenal job of selling. Both our
campaigns start with a small booklet (in one of the promotions
the booklet is 24 pages long, and in the other it’s 48 pages), along
with an order form that lets them send for the Discovery Package.
The Discovery Package itself includes a two-hour audio program,
a 50-page portfolio (a sales letter in disguise), an eight-page
question-and-answer summary (which answers all their biggest
objections), and an application form (which is really an order
form) for the initial service we’re offering.
This simple three-step system is generating millions of

dollars a year for us, so obviously it’s not too simple. The heart
and soul of our free Discovery Package is that two-hour audio
program, where they can listen to us as we go over the 15
reasons why our service is exactly what they’re looking for, and
can therefore help them find everything they’re searching for the
most. Through that audio program and the associated written
copy, we prove to them beyond any doubt that the service we’re
offering is worth far more in perceived value than the money
we’re asking them for. Then they can call us and let our sales
reps answer any other questions they have. That’s all there is to
it.
That’s how we ensure the best prospective buyers in the
market come to us pre-sold. You have to create the same
advantage for your own business, and you have to be willing to
spend a little money in order to do that correctly. The only thing
that matters here is ROI—return on investment, which boils
down to how much you spend vs. how much you make in the
long run. That’s the only thing that’s important.
As an example of how we use this three-step marketing

system: 52 times a year we send out direct mail packages that
contain the 24-page book in one campaign, and the 48-page book
in the other. Those books are just sales letters disguised as
booklets... and we disguise them that way because while
people love to buy, they hate to be sold. What’s the difference
between buying and being sold? Simply this: the customer must
feel that it’s their choice to come to us.
In this context, a booklet looks friendlier.
RILE FIVE: The Fastest, Easiest, and SAFEST Marketing System Ever 31
GOLDEN RULE SIX:
The Awesome Power of

Operation Money Suck
When used correctly, this one Ruthless Marketing secret
alone will double or quadruple your profits in no time flat—
and you can use it to make more money in less time than you ever
thought possible.
Here’s the secret of “Operation Money Suck”: you invest all

your time, energy, and focus on every legal and ethical way
you can conceive of that will allow you to extract the
maximum amount of money possible from your marketplace.
Your goal is to be the dominant player in your market, to take the
biggest slice of the pie for yourself.
You’re surrounded by competitors who are aggressively

going after the same people you’re trying to sell to; if you don’t
get the prospect’s disposable income, then your competitors will.
So you’ve got to get those people to come to you with their
money, which means you have to be aggressive, ruthless.
Properly handled, your marketplace is your meal ticket for life.
Therefore, from a metaphoric perspective only, you have to view
your competitors as the enemy. Many of them can be your
friends on your own time—but not when it comes to your overall
marketing strategy and methods. That’s one of the primary points
underlying our entire Ruthless Marketing series.
As I outlined in the Introduction, Ruthless Marketing has
33
nothing to do with ripping people off. Now, if you look at the
dictionary definition of ruthless, you’ll see that in some ways,
it’s a pretty evil word. But we don’t mean it that way; Ruthless
Marketing simply involves being extremely aggressive in all
of your marketing activities, so that you can maximize your
market share. You have to approach your marketing from the
perspective that all that money could and should be yours. You
have to realize at a gut level that your best customers really are
insatiable, and that they’ll continue to buy—if you give them
the chance.
The harsh truth is that no matter how much they like and
trust you, if you’re not trying to resell them on a regular basis,
your customers will buy what they need from someone... so
they might as well buy from you. That has to be your mindset,
your mantra. As a marketer, your job is to extract the most money
you can from your marketplace. There’s no reason to be ashamed
of that; it just means you’re doing your job well, that you’re
doing as much repeat business as possible while also doing
everything you can to attract new customers.
Ironically, the best way to succeed as a Ruthless Marketer is

to appear altruistic in the eyes of the marketplace. That’s another
of those apparent contradictions so common to Ruthless
Marketing. It’s not about ripping people off; it’s about helping
them get more of what they want the most, and striving to
give them what nobody else does. There are always needs that
are going unmet in your marketplace. It’s up to you to figure out
what they are. Your breakthrough ideas may not come to you for
months or even years, but they’ll never come to you unless you
take the time to think deeply about this on a regular basis. Your
entire marketing strategy should be based on attracting more
people like your best customers, and then doing as much
repeat business as possible with them for the longest possible
period of time.
Here’s a quick story about how we once lost millions of

dollars here at M.O.R.E., Inc. Everybody loves to hear our “rags
to riches” story about how we turned $300 into over $10 million
within our first five years, and how we went on to make over
$100 million in our first 19 years...but they don’t necessarily
like to hear about how we’ve lost money. Yet I think such
stories are important, because they illustrate how we made some
serious mistakes in our early years. In fact, during our first
decade, we lost an untold amount of money that could have
been ours if we’d just applied the basic principles of
Operation Money Suck.
Back then, we were still making the same huge mistake that
so many other small business people make: our marketing
emphasis was on acquiring new customers. We fully realized the
importance of “replenishing the pond” by bringing in a constant
flow of new customers... but we didn’t follow through very
well. Sure, we had follow-up products and services we tried to
sell them, but we weren’t aggressive enough in pushing those
items—which cost us millions in earning potential. We didn’t
realize then the majority of our profits had to come from
repeat business.
We’ve turned that around now. We now proceed on the

belief that new customer acquisition is not the be-all and end-all
of marketing, but rather a necessary evil, as I pointed out in an
earlier chapter. Yes, you need to generate a steady stream of
new customers, but the process should be mostly automatic,
so you can invest most of your time and energy on
maximizing profits through Operation Money Suck.
RILE SIX: The Awesome Power of Operation Money Suck 35

Let me reemphasize the fact that your existing customers are
insatiable. They always have unmet needs, so you have to keep
going back to the well.
I’ve mentioned that our new customer acquisition

marketing system operates 52 weeks a year, systematically
bringing in a steady flow of new customers. We also offer 12-20
major promotions annually to existing customers. Now, when
you use direct response marketing methods, as we do, all you
need is a percentage of those customers to buy from you on a
regular basis, and you can make big profits every single
month, year after year. Long-term ROI is all that really
matters. All you have to do is make sure your overall customer
base continues to grow, and you keep offering that growing
customer base additional products and services related to the
ones they’ve already purchased.
Here’s the basic formula operating here, and I recommend

that you think about it very carefully: In order to make the
largest amount of money possible, all you have to do is resell
enough items, enough times, to enough people, for enough
profit each time. Commit that to memory. Write it on a 3 x 5
card you keep on you at all times. Hang it up on your wall. Think
it through. Visualize it. Internalize it. Really understand what that
formula is all about. It’s as simple as it sounds.
Now, admittedly, within that simplistic formula there are

many variables that make it exciting. Don’t be overwhelmed by
that. Whenever you get confused, just return to that formula, and
you’ll see how simple it is. You must have an intimate
knowledge of the real reasons why people buy the products
and services you sell. Here’s an example. My primary business
sells low-cost moneymaking business opportunities to people
looking for ways to make extra money. There are millions of
people in this market. If you ask, “What do these people want?”
the superficial answers you’ll get will be, “To supplement their
incomes. To make more money by working fewer hours. To
ensure a steady cashflow.” All that makes sense... but those
answers are wrong.
What the people in our market really want is a way to get

rich quick. They want to be multi-millionaires. They’re looking
for an opportunity that will make them financially independent
for life. They want to live in big houses, drive fancy cars, and
take exotic vacations. They want to show off in front of their
friends and neighbors. They want to be able to tell all the
naysayers in their lives, “See? I told you so.” They want to donate
money to their favorite charities, churches, and communities, and
they want to do all kinds of wonderful things for their families
and loved ones.
We had to find that out the hard way.
I’ll never forget our very first $5,000 seminar. We were

nervous, because until then we’d stuck to low-cost seminars that
sold for hundreds of dollars. Now we were going for the gold.
The hotel ballroom was packed. It was a Friday night, and the
seminar was set to continue until Sunday. We knew we had to
kick it off successfully, so one of our speakers said, “Look: let’s
not tell them they can get rich overnight. Let’s go down there and
say, ‘Just focus on making $50,000 your first year, and then try to
double it your second year. Keep doubling every year, and
eventually you’ll make millions.’”
So that’s what we did. I opened the seminar by saying,

“How many of you want to make $50,000 in your first year in

business?” It got so quiet you could have heard a pin drop. The
silence was extremely uncomfortable—and it looked like people
were getting ready to bolt for the door. So, doing my best to think
on my feet, I blurted, “Now, how many people here want to
make millions of dollars?”
This time they all jumped up and started yelling and

screaming, and that’s how we kicked off a wildly successful
seminar. They loved hearing that second question, because that
was what they really wanted. Since our customers are clearly
looking for the ability to get rich, we make sure that every single
moneymaking opportunity we promote to them has the
potential to make them super-rich. If it doesn’t, then they just
won’t buy it—because that’s the hidden benefit they’re actually
searching for.
Now, the truth is that many of them would be perfectly

happy with an extra $2,000-$3,000 a month. Even so, that’s not
what their heart desires. The hidden benefit is that they all want
to get rich; they want their “caviar dreams” to be real. That’s
what you have to sell as part of your Operation Money Suck.
What do your customers secretly desire? What’s the #1 benefit
they’re looking for? In a perfect world, if they could have
anything they really wanted, what would it be?
You’re never going to know the answer until you think

deeply about what causes them to buy. Continue to ask yourself
those questions. Look at your bestselling products and services.
Befriend your customers. Pay attention to what they do. Get to
know them. Question them. Find out what products and services
your competitors are offering that they like the most, and then ask
yourself, “What is it about those things that makes their sales
and profits shoot through the roof?” Then try to incorporate
as many of those elements into your own new products and
services as you can.
That’s Operation Money Suck in a nutshell—and every day

is Operation Money Suck Day. See it as a game. Have fun with
it. Play to win—and you can make more money in less time than
you ever thought possible.

GOLDEN RULE SEVEN:
Turn Your Business Into a

Money Machine
It will take some time and work to set this up in the
beginning, but once you know the secret and put in the effort, you
can just flick the switch of your brand new cash machine and
watch the money come rolling in, almost effortlessly.
Here’s the secret in a nutshell: you get rich using the

power of leverage to create marketing systems that work for
you automatically. Once you’ve invested the set-up time, work,
and skill to develop them, they can stay in motion with very little
effort on your part. All you have to do to make you a ton of
money with these systems is test carefully, let reliable people
run them, and watch the numbers closely. This really is the
next best thing to having your own money machine that cranks
out an endless flow of dollar bills, simply by attracting the largest
possible number of the best-qualified prospects in your market,
getting them to do business with you the first time, and then
reselling to them again and again.
As you know, the definition of marketing is simple: it’s

all the things you do to attract and retain customers. You can
set up systems to do all the attraction and retention for you. There
are two basic types of marketing systems: front-end and back-
end. The first attracts all the new customers you want. The second
resells them automatically. Once you build these systems, you
can sit back and do little or nothing.
41
These marketing systems can be very simple, or quite complex.
Let me start by giving you an example of just how simple they
can be.
I started my first business in December of 1985. It was a

carpet cleaning business that consisted of me (a young man with
only three months of experience in cleaning carpets), a beat up
van (that I bought on credit for $1,000), and some old, broken-
down carpet cleaning equipment (that I got on credit from a
janitorial supply house). That was it. I didn’t have any money
for traditional advertising, like running ads in newspapers or on
the radio or on TV, so the only way I knew to get sales was to
go knock on doors and offer to give people free bids for carpet
and upholstery cleaning.
So I went up and down Main Street in the small town of

Newton, Kansas (population 19,000) and offered people bids. I
knocked on thousands of doors. I printed up dirt-cheap flyers and
put them on car windshields. Then, whenever I would do a carpet
cleaning job, I would go around and talk to that person’s
neighbors on both sides of the street, to let them know I was
cleaning their neighbor’s carpet and to offer them a bid also. I
made hundreds of follow-up phone calls. I was willing to work
within a 50-mile radius of Newton. That was my entire
marketing plan.
Prior to starting in the carpet cleaning business, I had been in

sales for a couple of years, so I knew how to talk to people. I
booked an average of 15 jobs a week, which earned me a
meager living. But I was always looking for other ways to bring
in business, especially because carpet cleaning is seasonal. In the
wintertime, it was almost impossible to get people to let me clean
their carpets; I had to knock on even more doors and talk to even
more people to get less work.
I stumbled onto my first marketing system during my second

year in business. It was so simple! It started when I went to a
home show and paid a few hundred dollars for a booth. I put a
little table up there, and my wife Eileen and I, along with my
stepson Chris, gave everyone who walked by a flyer advertising
our business. Because we wanted to do a “show special,” we
also set up a shoebox with a slot cut in the top, along with a
stack of forms people could fill out for a chance to win some
free cleaning. Whenever someone came by the booth, we simply
said, “Please register to win three rooms of carpet cleaning or a
chair absolutely free!” Little did we know that we had stumbled
onto something big. Those who weren’t interested just said “No”
and walked on; only the truly serious, people who honestly
needed some cleaning done, bothered to stop and fill out the
form. In other words, our prospects qualified themselves.
Right after the show was over, we chose a winner—but

we also had several dozen leads left over. So I called them back,
reminded them that they had registered for our contest and that,
while they hadn’t won the grand prize, I could offer a consolation
prize of a certain amount of cleaning for a reduced price. Well,
people love to win; and we already knew they were serious about
wanting their carpets or upholstery cleaned. When they found out
they had won a “consolation prize,” most were excited, and I
quickly converted one out of every three leads to an
immediate sale. A few said they weren’t interested, and many of
the rest said they weren’t interested right now but told me to call
them back later.
For almost three weeks after the show, I was booked solid. I
had all the carpet and upholstery cleaning I could handle, and I
RULE SEVEN: Turn Your Business Into a Money Machine 43

was shocked at how easy it was to book all that work. Those
were the easiest sales I’d ever made in my entire life, because
prior to that, my closing ratio was about 1 out of 10 or 15. In
other words, at best I got one out of every 10 carpet- and
upholstery-cleaning jobs I tried for—and many of those weren’t
even immediate jobs. Suddenly my conversion rate had
jumped to one in three. My first thought was, “Where are some
other home shows I can set up in?” But there were very few; so
my next thought led me to my first real marketing system.
I love Mexican food, and one of my favorite Mexican food

restaurants was a little place in Newton called Lupe’s. The way
they served it was a little unusual: you had to stand in line at the
counter waiting for your food, and when you got it, you could eat
in or take it to go. Well, I ate lunch there 3-4 times a week; and
one day I was standing in line thinking about how I could
duplicate the phenomenal success I’d enjoyed at the home show.
Suddenly, I had an inspiration: I wonder if they’ll let me put a
contest box of some kind on their counter, because I’m a
regular customer? So I boldly asked them if I could do that, and
they said, “No problem!” They appreciated my repeat business,
and were willing to do me a favor in return.
It worked out well for me, because people who were bored
with waiting in line would see my contest box, and if they were
interested in carpet or upholstery cleaning, they would register.
Every Friday afternoon I would pick up all the leads for that
week, select a winner, and then I’d call up the remaining leads
and offer them my consolation prize. The first few times I did it, I
was as shocked and amazed as I had been right after the home
show—because again, my conversion rate was the same as
before, about one in three, and most of those jobs were
immediate. The consolation prize was simple: if they purchased
cleaning from me, I offered to add an additional room of carpet
cleaning or free Scotchgarding, Scotchgard being protective
coating for carpets or furniture. Once I discovered this
marketing system, my life was transformed. Now the only
doors I knocked on were those of my client’s immediate
neighbors, and the only phone calls I made were on Saturdays
(except for customer service issues or word-of-mouth referrals). I
was working less and making more money! Only later did I
realize the dynamics that made this marketing system so
profitable. It’s simple, really: again, the only people who
registered to win my contest were those who were ready and
wanted to have their carpets and upholstery cleaned.
No longer was I marketing to everyone without any

regard to their needs or self-qualifications. No longer did I
close fewer than ten percent of my “leads.” Now, I could spend a
few hours every Saturday making a few dozen phone calls to the
people who entered my contest, and I’d be booked up solid for
the entire week. I never knew it could be that simple.
I didn’t even call that a marketing system at the time,

because frankly, back then I couldn’t even define what marketing
was. I just knew that I needed more new customers; and then
once I got customers, all I had to do was call them back every few
months to see if they needed additional work, or if they were still
happy. That was all I knew. After I invented my contest box
system, I was still calling up my old customers on a regular
basis, but now I had all the new customers I could handle.
This is an ideal example of a front-end marketing system, and
after I realized how easy it could be to get new customers, I
vowed to never do without some sort of similar system again.
You have to do something to get the highest possible

percentage of the best-qualified prospective buyers to take some
form of action—to raise their hands and say, “Yes, I’m
interested.” In this case, the action I wanted them to take was to
enter my contest. Your new customer acquisition should be
something specifically applicable to your kind of business. Just
make sure it’s something valuable to the prospect. Your job as a
marketer is to get qualified prospects to take one small step that
leads to a bigger step, ultimately leading them to keep doing
business with you for years.
Of course, my simple shoebox marketing system evolved

significantly over the next 20 years. By the time I started dating
Eileen in the late 1980s, I had become heavily involved in
sending away for many different moneymaking plans and
programs that were centered around direct response marketing
(we called it mail order marketing back then). When Eileen saw
all these programs I’d been sending off for, she asked me why I
was so excited about mail-order marketing, and I told her it was a
chance to make sales to people from coast-to-coast. We could
live right there in our little hometown of Newton, and do
business with people all over the nation.
Eileen fell in love with the idea of making money with mail
order too, and we started working out a way to turn it into our
primary business. In September 1988, we started our first mail-
order company with only $300. We spent that $300 on a small
ad in two national magazines I subscribed to. That ad told the
readers about a special product we had invented, and then told
them to call and listen to an amazing recorded message that
would reveal the details. The three-minute message was
recorded on our answering machine, connected to the extra
phone line at the farmhouse we were renting one mile outside
of the little town of Goessel, Kansas.
People who listened to the ad could request more
information by leaving their name and address; then we
shipped them the relevant information. That consisted of sales
materials that sold them on our product. Once they purchased that
initial product, we made them additional offers related to that first
product. Again, without realizing it, we had created a new,
self-qualifying customer acquisition marketing system.
That little marketing system ultimately brought in

160,000 new customers and generated a total revenue of over
$10 million dollars in our first five years. We continued to learn
everything we could about building marketing systems, and
thanks to the help of Russ von Hoelscher, we soon we began
using direct mail. Once we did, our income just exploded!
Millions of dollars came pouring in during the late 1980s and
early 1990s. Since then, we’ve spent two decades doing
everything possible to master every aspect of building powerful
marketing systems that attract and retain large numbers of the
best customers in our market. We’ve tested thousands of different
things over the years, and continue to look for ways to make our
marketing systems even better.
All our marketing systems have this one thing in common:

Our front-end offers an initial information package for little
or no money. We do everything we can to make it as irresistible
as we can. Once people send for that package, we put them
through a series of follow-up mailings and let our sales reps go to
work answering all their biggest questions, and otherwise doing
everything possible to convince them that what we have for them
is worth far more than the money we’re asking in return. When
someone buys a product or service from us, they end up on
our customer mailing list, and then we make them at least 12
new offers every year as part of our back-end.

That’s how simple it is—and it really does work like a
money machine. The secret to making it work that way is to have
a consistent promotion in the marketplace all year long generating
new leads, which are then converted into sales; then we make
additional sales with our back-end marketing systems.
These marketing systems are fun to build, and they can

last for years—which is a good thing, because it often takes
several months or even years to build all the steps of a particular
system. Once it’s in place, it gives you a tremendous amount
of power because you’re making money automatically
(especially if you’re letting someone else run it for you). You’ve
made it easy for the very best buyers in your market to do
business with you repeatedly. Even better, once you have a
proven marketing system that automatically generates substantial
sales, it’s very easy to make minor adjustments to spin off new
marketing systems that sell a wide variety of related products and
services. In other words, your ROI for that initial investment
of time and effort is high, because you spend very little of
both in adapting the system to the next product/service, and
the next, and the next—just days instead of months.
This really is the next best thing to turning your business

into a money machine. It does take some time, effort, work, and
energy in the very beginning in order to learn how to build a
marketing system—but once you get that system in place, you
can flip the switch and watch the money roll in almost
effortlessly.
GOLDEN RULE EIGHT:
Seven Steps to Writing

Killer Sales Letters
In this chapter, I’ll provide seven secrets to writing sales
letters that grab the prospect’s attention, causing them to line up
with money in hand, eager to trade it for what you have to offer.
Does that idea appeal to you? I thought it might. This formula is
simple, straightforward, and powerful. Here’s what you have
to do:
Step One: Start with the big promise.
Step Two: Paint the picture.
Step Three: Give them proof.
Step Four: Tell them why it’s unique.
Step Five: Close your argument by telling them why they

must act now.
Step Six: Make them a very special offer if they respond

now.
Step Seven: End with a reminder of your promise and a

strong call to action.
That’s the basic blueprint of a great sales letter, from start to

finish. Although there are other formulas, this seven-step
49
formula will empower you to write a letter that can
potentially make you hundreds of thousands or even millions
of dollars. No kidding: one sales letter can make you millions.
I’m living proof. I’ve written and co-written a number of sales
letters that have generated $1 million or more, and if I can do it,
then you can do it.
Admittedly, formulas like this one are shortcuts... but why

not start with a shortcut to riches? Sure, you can and probably
eventually will spend years or decades mastering the art and
science of direct response marketing; but that doesn’t mean you
can’t earn while you learn. By following these steps, and doing
a few related things, you can make huge sums of money now. I
advise you to think deeply about each of these steps, both
individually and collectively. So let’s go over them in more detail.
STEP ONE: Start with a big promise. Brainstorm as many

as you possibly can. When you finally can’t come up with any
more, go back and review your list until you find the biggest
and best promise. That’s the one to use.
STEP TWO: Paint the picture. Use vivid language to

make it real in the minds of your prospects. You have to get
them to see what you’re seeing. Selling is always a transfer of
emotion, so the more intensely you believe in something and the
better you paint the picture of what you believe, the more real it
becomes to your marketplace.
STEP THREE: Give them proof. You have to back up all

your claims. Although selling is an emotional activity, people
need to justify their decision with solid facts.
STEP FOUR: Tell them why it’s unique. There must
always be something unique about you, your company, and your
products or services; you have to differentiate or die. If you can’t
think of anything unique about your business or what you sell,
then it’s up to you to create that uniqueness. So find or develop
the points of differentiation important to your prospective
buyers. The more unique your product/service is in ways that are
important to the marketplace, the more selling power you’ll
have—and the more people will be ready, willing, and able to
give their money to you.
STEP FIVE: Close your argument by telling them why

they must act now. People need good reasons not to postpone a
decision to spend money. Remember, all your competitors (both
indirect and direct) are trying hard to win the hearts, minds, and
business of the same prospects you’re after. You’re just one of a
crowd, which is why you must do everything possible to be heard
above the crowd. You have to create a sense of urgency,
providing clear and compelling reasons why they must buy
now. If there are no such reasons, again, you have to create
them—and make them sound credible. The more good reasons
you give people to take action immediately, the more money
you’ll make.
STEP SIX: Make them a special offer if they respond

now. This feeds into Step Five by becoming one of their biggest
reasons for responding immediately. Offer all kinds of free
bonus gifts that are exciting and valuable to them, and
emphasize that those things are only available for a limited
time. That will increase their sense of urgency.
STEP SEVEN: End with a reminder of your promises.

Wrap it up with a complete summary of the offer, simplifying it
as much as possible. Make the strongest possible call to action,
RULE EIGHT: Seven Steps to Writing Killer Sales Letters 51

doing everything you can to persuade them to give you their
money now.
It sounds like a lot of work, doesn’t it? It can be; yet a good
sales letter can make you tens of thousands, hundreds of
thousands, or even millions of dollars. Doesn’t that kind of ROI
make it worth the investment? Isn’t it worthwhile to spend a few
weeks or months writing the most powerful and persuasive sales
letter possible if you can make megabucks with it? Of course it is!
And don’t assume that this methodology works only with
direct mail, because this formula can also be used on a
website, or in an audio or video presentation. Don’t get hung
up on the medium.
Here’s another tip. Part of the secret of creating a wildly

profitable sales letter is to create long lists of as many different
ideas as you can, think them all through, then write as much copy
as you can before boiling it down to your best ideas. Now, these
best ideas will continue to evolve; so while you’re working on
the first draft, don’t worry about trying to format your sales letter.
Write as much as you can as fast and furiously as you can. Put
your entire focus on communicating to the prospect why it’s
in their best interest to give you their money. Boil it all down
later, after you’ve got it all on paper.
This is the secret of the world’s highest paid copywriters.

Some direct response copywriters charge as much as $20,000-
$30,000 to write one sales letter, and then they get as much as a
5% royalty on all the sales. Does that sound hard to believe?
Maybe, but it’s true. Smart marketers are more than happy to pay
these copywriters enormous sums, because they know that a good
sales letter can make them a fortune.
How do those copywriters do it? Just as I’ve already told
you: they write as much as they can and then boil it all down.
Some of my most effective sales letters started out as much as
100-200 pages long before being boiled down to as little as 12-24
pages. Yes, I have written hundreds of pages of copy and then
just taken little bits and pieces of the very best of the best and
used them in my final sales letters. Think about that. When you
study powerful sales copy, please don’t think that it didn’t take a
lot of time and work to achieve. It’s our job to make it look easy!
The very first sales letter I ever wrote that made over $1
million took me over three months to write back in 1990.
Some days I worked for 30 minutes; some days I worked for
three hours, but I worked on it every single day of that three
months. Then we mailed that sales letter to our customer base,
and generated a fortune very quickly. Was it worth three months
of my life? Absolutely! Today I can do a sales letter like that
one in three weeks, and is some cases as little as one week. So
even though it may take you a while to do your first few, you’ll
get better.
Like all marketing, writing top-notch copy that can

make you rich is a skill you can learn. The formulas involved—
like the seven-step formula I’ve just given you—are very
important. Remember this: whatever produces millions of dollars
for one person or company can make you a fortune, too. This
formula has produced millions of dollars for us, which is how we
know it can make millions of dollars for you.
Your goal, when you develop all of your sales materials, is

to get people excited. Get their attention, and fan the fires of their
desires. Make them want what you have to offer, and prove to
them that what you have can give them what they want the

very most. I heartily encourage you to learn the skill of writing
effective sales materials. It’s fun, it’s creative, it’s challenging,
and it’s extremely rewarding. Oh, it can be frustrating at times;
there’s no question about that. It can take you years to learn how
to do the most effective job—but don’t let that stop you.
Here’s how I learned this skill. I’ve mentioned that my

wife and I started our first direct response marketing business
back in September 1988, with two small space ads that cost us
$300. It took me one whole weekend to write the tiny ad we ran
in two national publications. I labored mightily over it. Why?
Because it was the last $300 we had. I spent the whole weekend
with an assortment of ads that I’d seen in the same publications
we were planning to run ours in. I’d saved dozens of back issues
of that magazine, so I cut out the ads I liked the most, spread
them out in front of me, studied them thoroughly, and consulted
them repeatedly as I wrote. I spent the whole weekend trying to
incorporate the best themes and elements expressed in those ads
into my own.
I can do that same ad in five minutes now. I’m not saying

that to brag; it’s just reality, because I’ve been doing this every
day since 1988. But because we only had $300 to spend and
needed to make a profit back then, and because I was new at the
game, I took a whole weekend to write that ad—and then I spent
the next eight weeks writing the sales letter that went out to all
the people who responded to that ad. That’s how long it took
for those magazines to run our ad. I also spent that time working
on an order form and developing the product itself, so I didn’t
work solely on the sales letter. But I did work on it very, very
carefully. Again, I took all the sales letters I’d saved that
persuaded me to buy similar products, and I incorporated he best
ideas I saw into my sales letters.
That was my formula back then: I tried to model my copy on
the best of the best of everything I saw other people doing.
Thanks to the fact that I worked so hard on it, and to the fact that
we had the right idea at the right time, our $300 investment was
soon bringing in an average of $16,000 a month. Then we met
Russ Von Hoelscher—and within nine months, our total
revenue shot from $16,000 a month to almost $100,000 a
week. That demonstrates the power of working with a marketing
expert who knows what he’s doing. Russ had over two decades of
experience when he started working with us in the spring of 1989.
He knew exactly what to do, and how to do it. The best of his
knowledge and skills he transferred to us.
The one thing he did that made Eileen and me more money
than anything else was that he taught us how to write better ads
and sales letters.
Although I had written that tiny ad that got us started before

we met Russ (along with the initial sales materials that sold our
product)—I desperately wanted to learn how to write truly
effective sales copy. So Eileen and I would pay Russ to come to
our home occasionally and work with us for an entire weekend.
He would fly in on a Friday night, and then spend the weekend
helping us develop our products, services, and associated sales
materials before flying back to California on Sunday. Russ wrote
all his copy longhand. We always made sure that we had a big
stack of legal pads and plenty of pens and Scotch tape on hand,
because he would often cut out certain pages and tape them
together. When he left on Sunday, he’d leave behind a huge
pile of legal pads that he had written sales copy on.
During the course of that weekend, we’d sit around talking

about all kinds of ideas for products and services that we could

sell to our customers and prospects. At some point, Russ would
get really excited and start writing as fast as he could; Eileen and
I would sit there, shut up, and watch him create copy. When he
stopped, we’d pour a fresh round of coffee, eat some donuts, and
start talking about other ideas—and then Russ would do it again.
He’d get all excited, he’d say, “Wait a minute!” and off he’d go.
Sometimes he’d write for 10 minutes; sometimes he’d write for
half an hour or even 45 minutes, occasionally asking us a
question or two.
During those times, I carefully watched how he

transferred all his excitement and enthusiasm for the project
to paper. The following week, I’d take that huge stack of legal
pads he left behind over to our typist, and she’d type them up.
Then we’d do some minor editing to turn them into sales letters
before sending those letters out to our customers, and then watch
the money come in. It was the most amazing thing I’d ever done.
It changed my life forever.
I desperately wanted to acquire those skills Russ had—

the ability to get so excited about a product or service that I
could write a sales letter that also got my prospects and
current customers so excited they were eager to send me
money. It was such a powerful, overwhelming experience to
watch a true marketing master take the ideas that we came up
with and transfer them onto legal pads, which were then
transformed into checks and money orders via a little typing,
some minor editing, and the U.S. Postal Service. I wanted that
power for myself, and was determined to get it!
Thanks to the many conversations I had with Russ, I knew

that this was a skill that could make us multimillionaires—if I
could develop it on my own. So I worked at it every day for
months. Within a year of the first time Russ came to our
home, I was able to create (with some help from Russ) our
first sales letter that generated over $1 million. I was hooked
for life, and who wouldn’t be? Think about how powerful it is to
be able to take the ideas you come up with, and then use an
advertising medium to literally turn them into money. Think how
powerful it is to be able to so inspire people that they pull out
their wallets, purses, and credit cards and give you their money in
exchange for your words. It’s the most powerful feeling in the
world. It’s addictive—and it’s a skill that you can master.
I thank God that I had the opportunity to watch a master like

Russ in action. So many people don’t. He made it look easy to
convert our brainstorms into persuasive sales letters—and in fact,
it pretty much was easy for him. But remember: he had over 20
years of experience at the time. Anyone who masters a skill can
make it look easy; but in reality, it only becomes easy after you
go through a very sharp, high learning curve. Still, don’t be
afraid to go through that learning process, because learning how to
write a good sales letter really can make you millions of dollars.
I’ll admit that it can be very challenging and frustrating at

times. Even though I’ve been doing this now for over 20 years, I
still get frustrated. I still run into challenges and roadblocks.
Anybody who tells you they don’t is lying to you, no matter how
experienced they are. Don’t believe them for a minute. Sure,
they’d love to convince you otherwise, because if you come to
believe they have some special ability you don’t have, they can
convince you that it’s best to give in and ask them to do the work
for you. The truth is that the skills they’ve learned to master
have been acquired over a long period of time. You can
develop the same skills.

Remember that there are formulas to help you do so. Start
with the seven-step formula I’ve given you here. This really is
a powerful one. Just dive in and get started, and proceed point
by point. Don’t get hung up on trying to make your letter perfect
from the word go; in fact, the best advice any marketer can give
you is to write as much as you can as fast as you can during that
first draft, not worrying about spelling, punctuation, or paragraph
breaks during the initial creative process.
You have to keep the writing process completely separate

from the editing and the rewriting process. During the writing
process, your filters are wide open; anything is possible. You’re
totally focused on the prospective buyer or customer, trying to do
everything possible to persuade them that what you have is worth
much more than you’re asking for in return. Your total focus is on
them: on how you can provide the benefits they want most, and
on how your product, service, opportunity, or self is completely
different and so much better than any other available choice.
Lay out all the reasons why they must take action right now,
and why it’s in their best interest not to delay. Do all you can to
make them feel special and appreciated, as if your offer is
unique to them and, at most, only a small group of others. The
more you can do this with your filters wide open, without thinking
too critically and focusing on yourself and your needs, the better.
How can you serve the customer in the highest possible way? How
can you give them what you know they want the very most?
Later, after you’ve done everything possible to state your

case in as many different ways as possible, stop and cool down.
Come back with a relaxed mind, so you can carefully analyze
everything you’ve written. Try to determine which ideas are
better than the others, and start boiling it all down. I told you
earlier that some of my best sales letters started out as hundreds
of pages of copy; well, this was the exact formula I was using. I
focused tightly on these seven steps. After I wrote those hundreds
of pages, I reduced the copy to the best of the best. In some cases,
I was able to hand off some of my copy to another experienced
copywriter, who helped me with the final process.
While all this requires a lot of work, it can be a labor of

love—something for you to get extremely excited about. The
first time you write sales copy that results in huge profits,
you’ll be hooked for life. It’s highly addictive because it’s fun,
exciting, creative, challenging, and rewarding. Just one sales
letter can literally make you millions of dollars if the market is
big enough, if the perceived benefits are big enough, and if
you’ve done an effective job of convincing your prospects to buy.
Given the potential profits, mastering the skills of writing
powerful letters, websites, ads, and other sales material is
worth the all the time and effort you’ll put into it.
The world’s most powerful people all share the common

denominator of having the ability to influence large numbers of
people. That’s the power that you’ll have when you learn how
to write truly effectively sales copy.

GOLDEN RULE NINE:
The Awesome Power of Direct

Response Marketing
One of the reasons why my wife Eileen and I made millions
of dollars from the very beginning was because we studied every
single aspect of direct response marketing we could find, and I
learned how to write sales copy that went out into our
marketplace and came back with cash and checks and money
orders. Back then, we didn’t even accept credit card orders—
and yet we still generated tens of millions of dollars in sales.
In the previous chapter, I outlined my favorite formula for

writing effective sales letters and related direct response
marketing copy. In all, it took me eight long years before I started
getting really good at it—and even so, we still managed to bring
in millions of dollars with the copy I wrote. At first, Russ von
Hoelscher looked over all my sales letters and improved
them; but I was determined to master this skill on my own. I
desperately wanted to learn how to write words that caused
thousands of people to pull out their wallets and send their money
to us. So I wrote all the initial ads that we used to launch our
direct response marketing business.
When it came time to develop our own full-page ad, I

worked for weeks on the copy before I gave it to Russ to review.
He rewrote parts of it and created a brilliant headline, which was
probably what made the ad so successful. That one ad alone
went on to generate hundreds of thousands of dollars in pure
profits for us.
61
I’ll never forget what Russ asked me: “Why didn’t you just
let me write that ad for you?” I answered him, “Because I
wanted to learn how to do it myself.” I knew from the
beginning that that was the secret to making millions of
dollars—and it can work for you as well as it worked for me.
In the last chapter, I also told you about the privilege and the
pleasure I enjoyed of watching Russ write some of our sales
copy—and how that sold me on the concept like nothing else
could. Those simple, busy weekends were worth far more to us
than the $2,500 each we originally paid Russ, and I believe that
Russ too has since earned far more than that from our weekends
spent together back in the tail end of the 1980s. Watching the
copywriting process firsthand inspired me; and once I wrote my
first million-dollar letter, I was hooked for life.
I want to re-emphasize that my skills didn’t emerge full-

blown. It took me years of hard work and constant practice before I
felt I was good enough to write all the sales letters for our new
customer acquisition programs, because new customers are so
much more difficult to sell to than existing ones. I started writing
copy on a daily basis back in the late 1980s, and here I am well
over two decades later, and I still write copy every day. This has
made us millionaires—and it has the power to do the same for you.
The best part is that you can earn while you learn.
Frankly, you don’t have to be a brilliant writer to create effective
direct response sales copy for your best customers. They already
like you, trust you, and want to do more business with you. So
just write to them; that’s the best way to learn.
Put your heart into learning this special type of alchemy,

because that’s precisely what it is. It allows you to transform
ordinary paper and ink into gold, leaving you financially set
for life.
GOLDEN RULE TEN:
The Self-Qualifying Widget

Every great marketing system must include some kind of
“widget,” as I like to think of it, that your prospects can send for
on the front end. This is crucial because it gets them to raise
their hands and qualify themselves; and in so doing, it breaks
the ice and warms them up for the sale. As any salesman can
tell you, cold calling sucks. So right from the beginning, you
must do something to take away the prospect’s fear, to loosen
them up and get them ready to buy. This is your widget’s job.
Here’s a powerful example of how one company uses this

concept. A chain of 23 furniture stores on the East Coast gets
prospects to send for and answer a 20-question questionnaire they
call their Decorating Personality Profile. In response, the
company sends them a little personality profile based on their
answers. This Profile breaks the ice with the prospects and
prepares them for the next step. It makes the process fun for
them, giving them a reason to take action and qualify themselves
as interested parties (because those who aren’t interested won’t
fill out the survey). This begins the relationship-building process
that leads to the initial sale. The company then stays in touch with
those people and does everything possible to get them to take the
next step.
As you can see, your widget doesn’t have to be

complicated. Here at M.O.R.E., Inc. we offer all kinds of low-
and no-cost widgets that make it easy for our best prospects to
take that initial step. For instance, with our current front-end
63
promotion, the prospects are asked to send for a free Discovery
Package that includes a detailed 50-page portfolio, eight-page
Q&A summary, and a two-hour audio program describing the
special products and services we have to offer. On top of all that,
they get a free gift. Our Discovery Package is our widget.
Thousands of people request it every month, and in the end we
generate millions of dollars in sales from those people.
The widget must be altruistic in nature, although

admittedly it’s intended to attract people to spend money with
you. But there’s no obligation. It has to be cheap or free,
something your best prospects will find appealing and
valuable. The whole point is to make it painless for folks to send
for your initial package, so you can build your mailing list and
start developing what, ideally, will turn into a long-term, mutually
beneficial relationship. Remember how simple that furniture
chain’s Decorating Personality Profile is—and that’s earning the,
a cool two million in profits every year.
Once you’ve distributed your widget and your prospects

have responded positively, all you have to do is aggressively
follow up with them. Do everything possible to get them to take
the next step. Now, remember: that step is almost always the
hardest, so don’t make the mistake that so many other small
businesses make, and try to get them to take too big a step. Small
steps offer less risk. Using a little widget to get people on your
list is the best kind of small step, because where’s the risk?
At most, they may lose a few bucks if they’re unhappy; and

even then, you can make it up to them by implementing a
simple, no-questions-asked guarantee. If they’re happy, great!
They’ve qualified themselves by inviting you in. You can then
stay in close touch with them, making all kinds of additional
offers in an attempt to get them to take that all-important
big step.
This could lead to millions in sales and profits,

immediately separating you from your competitors who are
not using this powerful technique.
RULE TEN: The Self-Qualifying Widget 65

GOLDEN RULE ELEVEN:
Why You Absolutely, Positively Do

NOT Want Happy Customers
As you can tell from title, this Golden Rule goes directly
against the grain of almost everything you’ve ever been
taught about marketing—and yet it will be worth a fortune
to you once you know it well and can deploy it successfully.
You have to understand a couple of universal facts about humans
in order to understand how and why this works, namely: 1)
People buy in a vacuum; and 2) Happy people don’t pay the
rent. Every psychologist knows the latter, and builds his or her
practice on it.
Many of our clients ask us, “What’s the fastest, simplest, and
easiest way to make millions of dollars?” Or, “What products and
services can I sell to make me millions?” We always tell them,
“Don’t focus on the products and services. Focus on the
markets.” In a nutshell, a market represents any group of people
with something in common that causes them to buy certain types
of products and services.
So if you want to make millions, look for huge markets full

of people with enormous problems. Then learn as much as you
can about those problems, and find or develop products or
services that solve them. To put it bluntly, you’re looking for a
very unhappy group of people who are in physical or
emotional pain, so you can alleviate their pain in return for
their money. You can see how this secret gives you the potential
67
to make a mint.
You also want customers who are insatiable—people

who will repeatedly buy from you for years. The last thing you
want are customers who are fully satiated, because then there’s
no need for them to come back and do more business with you.
Again, some markets are better than others—but still, you’d be
surprised at the huge numbers of insatiable customers in many
markets. The marketplace I’ve spent over two decades serving is
just such a marketplace. The business opportunity market is
made up of millions of people who are unhappy and just
can’t sate their desires.
These folks continually seek new ways to make money—

and many become addicted to the process. Because there are
millions of people in this market, our company has worked very
hard for over two decades to understand these people in the most
intimate possible way. As a result, we’ve been able to generate
tens of millions of dollars in direct response marketing sales.
There are plenty of other markets filled with insatiable

people who continually purchase and repurchase products and
services that they hope will fulfill their desires. Think about
where you can find such a market. Where do huge numbers of
people have major problems that are causing them some form
of physical or emotional pain, pain that they’re actively trying
to alleviate? Then focus on finding and developing products and
services that can help them.
This one simple idea can literally be worth millions of

dollars to you.
GOLDEN RULE TWELVE:
Ten Easy Things You Can Do Right

Now to Quadruple Your Profits
Sometimes it takes very little to produce a surge of profits,
and in this chapter, I’ll discuss ten easy ways to do so. Don’t let
the ease or simplicity of these strategies fool you. Together, all
ten can easily quadruple your profits, and smart marketing
covers them all.
1. Give people what they want the most.
2. Develop products and services that appeal to a specific

market.
3. Make sure those items have the largest profit margin

possible.
4. Develop marketing systems that identify the right

prospects and communicate the right message to them.
5. Reach and sell to those people as fast as possible for the

largest profit.
6. Profitably resell to them as often as possible.
7. Create sales messages that build strong bonds with your

customers.
8. Position yourself so you seem unique.
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9. Create marketing strategies that allow you to control the
selling process.
10. Make specific offers to your customers on an on-going

basis, compelling them to come to you instead of
waiting for them to come on their own.
All marketing should cover these key areas. Let’s go over

them in more detail.
Step 1: Give People What They Want
People buy what they want, not necessarily what they

need. If folks only bought what they needed, then we’d all be
living in mobile homes and driving beat-up used cars.
Obviously, that’s not the case. Your job is to give people what
they want—and you have to think about that constantly. Keep
asking yourself that, keep trying to answer, and your answers
will improve with time.
Write down the answers you come up with and think them
through. Study your biggest and most successful competitors
to determine what sells best for them, and ask yourself why.
What are they doing to give the people in your market what they
want? How can you do a better job?
It can take a while to really understand what people truly

want. The reason is simple enough: as I told you in the last
chapter, most people buy in an emotional vacuum, which
means they can’t always tell you what drives them. Therefore,
you have to learn to read between the lines, which requires you
to become very familiar with your customers and prospects.
Spend time with them, analyze the bestsellers in the marketplace,
and continue to ask yourself over and over, “What is the attractor
factor behind those products and services that causes the sales to
spike? What are the people in my market really searching for
when they purchase them? What are they looking for that they’re
not getting? Where are the gaps?” Keep digging deeper.
Remember, your job is to give people what they want the

most but aren’t getting anywhere else. The more time you
spend thinking all this through, the better your answers will be—
and then you’ll be able to find and develop the products and
services that put you well ahead of your competitors.
Many of your competitors are committing what I call

marketing incest, merely following the follower—a case of the
blind leading the blind. They’re all performing the same
marketing activities and copying each other point by point.
There’s nothing innovative, bold, or revolutionary in their product
lines or sales copy, because they refuse to ask themselves the
difficult questions I’ve outlined above. So when you do ask and
answer those difficult questions, and do so long enough, your
answers will lead you to the development of cutting-edge
products and services that the market will go crazy over—the
subject of our next step.
Step 2: Develop Appealing Products and Services
The key to this step is the word “develop.” It means that

you must constantly be at work. Success requires a consistent
evolutionary process of trying to improve your offerings to make
them better and more attractive to the specific market you serve.
You should work on product development every day, even if
only for a few minutes here and there. Keep a legal pad or
notebook with you, or maintain a computer file that you regularly
RULE TWELVE — Ten Easy Things You Can Do Right Now to Quadruple Your Profits 71
update. Document new ideas as they occur, and keep asking
yourself the kind of high-quality questions that lead to high-
quality answers.
Step 3: Maximize Your Profit Margins
Often you can add valuable services to the products you

sell, and those services can be where all the real profits lie—
because they give you a competitive edge. Another very powerful
idea that you can use to increase your profit margins is to develop
a variety of informational products and services as part of your
overall mix. Information is extremely valuable—and yet the
profit margins are phenomenal. Because of that, you can charge
super-high prices that your best prospects and customers are more
than happy to pay, thereby generating the largest profits possible.
Step 4: Get the Right Messages to the Right People
No matter how hard you market, you won’t make a dime

if you don’t create marketing systems that efficiently and
automatically communicate the right messages to the right
people. A good marketing system simplifies this process, so the
very best prospects will take some initial, self-identifying action
that allows you to focus your efforts on them. It then takes
additional steps to get them to re-buy from you for years—
and in some cases, decades. When you systematize your
marketing this way and keep tweaking it toward perfection, it can
work like a well-oiled machine 24/7/365. You’ll never have to
pay it overtime, either, and it works on holidays and weekends.
Step 5: Reach and Sell to Your Prospects as Fast

as Possible
Speed is essential, because good direct response marketing
can be very expensive. This huge expense isn’t a problem if you’re
applying Step 5 effectively. It’s very important that you reach
and sell to the very best buyers in your market as fast as you
can to achieve the largest possible profit right away. This
creates the positive cash flow you need to build your business.
Step 6: Resell to Your Customers As Often As

Possible
Remember, the key to making millions of dollars is getting a

large group of people to re-buy enough of your most profitable
products/services enough times. It’s as simple as that. You must
develop a plan for reselling to them as often as possible,
offering as many additional related products and services as
you possibly can. To do that, you’ve got to really focus on Step #7.
Step 7: Build Strong Bonds with Your Customers
Your ultimate goal must be to develop long-term

relationships with your customers that make it easy for them
to choose you and your offers above every other choice they
have. This requires a lot of thinking on your part, especially
about how to position yourself and your company, and what you
sell that separates you from all the competitors who are also
doing everything they can to attract the people you’re after. To
accomplish this, you have to focus on the next step.
Step 8: Position Yourself So That You Seem Unique
If you asked 100 marketing experts to define what marketing

is, you’d get 100 different answers. And yet all those experts
would agree that good marketing is all about differentiation. You
RULE TWELVE: Ten Easy Things You Can Do Right Now to Quadruple Your Profits 73
have to separate yourself from every other choice your
prospects have; and to do that, you must seem unique. Notice
the word “seem” here. Many people get nervous when they hear
about this principle, and the first thing they say is, “But there’s
nothing unique about me or my products or my company.” That
may very well be true, in which case it’s up to you to create that
uniqueness. Again, in order to do that, you have to know
what’s most important to your prospects. Then you can
develop offers and marketing messages they find attractive.
That becomes your point of differentiation that leads the very best
prospects to you and keeps them coming back.
Step 9: Create Offensive Marketing Strategies
You want to control the selling process as much as you can,

especially on the front end, so start thinking offensively (in the
sporting sense). Follow up with back-end systems designed to
persuade your very best customers to come back and do more
business with you. Don’t just wait for them to come and find
you, or for them to come back once they do. Go out and get
them! How do you accomplish that? You use the final step on
our list.
Step 10. Make Specific Offers to Your Customers

on an On-Going Basis
This final step takes your prospects and customers by the

hand and (gently) compels them to come to you. In direct
response marketing, we don’t really sell products and services;
we sell offers. And what is an offer? Obviously, the core is the
product or service you’re selling, but it also consists of special
prices, bonuses, guarantees, other services they can purchase
for a special price, special sales, and anything else you can use
to induce them to take action and buy from you now instead
of later.
You have to understand that all of your prospects and

customers will do everything they can to put off making a
buying decision for as long as possible. They know the value of
their money, so they’re trying to hold onto it as long as they can.
To get them to spend their money with you, you have to make
them very attractive offers. So start piling it on. Do
everything possible to build a tremendous amount of value, until
the money you’re asking them to give you in exchange seems
small by comparison.
To see a good offer in action, watch infomercials: those

30-minute TV shows that sell a variety of products and
services. They do the best jobs of making powerful offers; they
just keep stacking it up, don’t they? “You’ll get this and this and
this, plus if you take action today you’ll get this and this and this,
too. But wait, there’s more! The next 100 callers get free
shipping, and we’ll super-size your order! And all for $19.99!”
uuuuu
Good offers can be structured in many different ways, but

they all have one thing in common: they do everything possible
to persuade prospects and customers to take action right
away, not later. So think deeply about all ten of these individual
steps and how you can implement them in your marketing plan,
because they’re all very important parts of the process. Now,
don’t be overwhelmed by this; it can take a lot of time and work
to develop it all. Start by getting on the other side of the cash
register, examining the situation from the perspective of the
RULE TWELVE: Ten Easy Things You Can Do Right Now to Quadruple Your Profits 75
marketer you are, not just as a consumer.
As you become a more serious student of marketing, you’ll

see common denominators used over and over by a wide variety
of companies, which will help you identify the “secrets” behind
their success. The good news is that you have a lot of sharp
marketers to study and learn from; even better, the strategies
and methods they’re using are very transferable. In other
words, you can use those same means to achieve your own
profitable ends.
So put your thinking cap on, think all this through—and

you can quickly quadruple your profits, and then go on to
generate more money than you ever dreamed possible.
GOLDEN RULE THIRTEEN:
The Golden Key

There’s one “golden key” solution to nearly every business
problem you’ll ever face—and yet most of your competitors seem
totally blind to it. The secret’s not a secret at all, or at least you’d
think not. It’s simply this: More sales will solve almost any
business problem.
Obvious, isn’t it? Just make more sales, and more profits
will follow. So why do so many businesses lose sight of this one
basic reality? Maybe they’re just so busy expecting everything to
be difficult and complex that they’ve somehow forgotten
Business 101. Don’t ever let that happen to you.
Here’s a key idea for you to focus on and commit to

memory: Nobody ever went out of business because their sales
and profits were too high. There might have been a few extreme
exceptions, but they’re very much the exceptions. Usually, the
opposite occurs. The number one reason why small businesses
fail is because they don’t bring in enough sales to cover their
overhead expenses and pay their owners a substantial income.
The owners end up working too many hours for too little pay; that
wears them down, eventually they can’t take it anymore, and
ultimately they go out of business.
A positive cash flow, on the other hand, makes up for a

multitude of sins. That’s why it’s the golden key to growing
your business and paying you what you’re worth. So how do
you accomplish it? Simply through better marketing. The
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late, great business guru Peter Drucker once said, “Everything
in your business is an expense except for two things:
innovation and marketing.” Innovation and marketing go
hand-in-hand. Marketing, of course, is all the things you do to
attract and retain the largest possible group of the best possible
customers within your marketplace, and then get them to spend
as much money as possible.
So how do you do that? Simple. You devote your life to

studying everything you can about all aspects of marketing. It
sounds like an extraordinary amount of work, and indeed it is.
And yet it can also be a labor of love, and I mean that most
sincerely. I know from personal experience that you can
derive a tremendous amount of satisfaction from this learning
process. It can be just as fun to implement what you’ve learned
and see the proceeds roll in. Whoever said “money can’t buy
happiness” was right in some ways, but the pursuit of money can
buy happiness. Marketing is all about the pursuit of money.
Part of that pursuit involves honing your understanding

of marketplace psychology. Learn everything you can about
what makes your customers and prospects tick. What’s most
important to them? What are they searching for the most that
causes them to do business with companies like yours? What are
they finding the least? Where are the marketplace gaps that need
to be filled, and how can you create irresistible offers that make it
virtually impossible for them to not give you their money?
That’s one of the greatest questions that drives me on a daily

basis: how can I create the most irresistible offers possible,
ones that my best prospects and customers simply cannot
refuse? This question keeps me up at night. Am I crazy? No! I’m
passionately in love with marketing. It’s the ultimate challenge.
The best marketers I know are like mad scientists, totally
obsessed with finding new means of attracting and retaining the
very best repeat buyers in their market. They see it as a
magnificent game in which you keep score with money, not
work in the way that most people think of work. It’s
challenging, yes, but it’s also creative, rewarding, stimulating,
exciting, and purposeful. It enriches their lives—and the lives of
their employees, suppliers, joint venture partners and, last but not
least, their loved ones.
Don’t let the old “love of money is the root of all evil”
attitude stop you. I agree with that, but it’s not what I’m saying
here. I’m telling you to fall in love with the game of
marketing, not the money itself. The money will follow if you
can effectively maintain and increase your sales. Just strive to
be the very best in your marketplace. How can you rise above
your competitors? How can you make them green with envy?
What can you do to be #1 one in your market? What can you do
to steal the best customers away from your competitors? How can
you build such strong bonds of trust with your customers that
they’d feel guilty if they took their business elsewhere?
The process of inventing answers to these questions

represents a good part of what makes this golden key attitude so
challenging and stimulating. So when I say that the secret to
bringing in massive sales and profits is to devote your life to
mastering marketing, I’m not talking about a ton of backbreaking,
mind-numbing work. I’m talking about something that gives
you energy instead of taking it away. Ultimately, it’s very
rewarding in ways beyond the financial.
Just remember: in a normal free-market economy, nobody

goes out of business because their sales and profits are too high.
RULE THIRTEEN: The Golden Key 79

In fact, those are the companies that become the marketplace
leaders everybody else tries to emulate. Your job is to become
such a leader, to strive to be the very best, to attract and
retain superior customers and keep doing the most business
possible with them for the longest period of time. If you make
that your number one priority, you’ll gain a huge amount of
market power and personal satisfaction— and you’ll solve almost
every business problem you’re faced with.
GOLDEN RULE FOURTEEN:
Touch Their Hearts Before You

Grab for Their Wallets
Every politician understands and uses this secret, and you can
begin cashing in with it immediately. You have to realize and
remind yourself that you can’t move people into action before
you first move them with emotion; the heart comes before the
head, so that’s where you’ll need to direct your primary selling
message. It’s just another means of aggressively going after the
money in your market in the most effective way possible.
Yes, this is a Ruthless Marketing principle; but again,

Ruthless Marketing isn’t about ripping people off or cheating
them in any way. You have to honestly offer them good value
for their dollar. But to get them to buy, you have to penetrate
the shell of cynicism they’ve erected to protect themselves and
their money. They’ve been preyed upon too often to immediately
believe what you tell them. So take that into account, and accept
the fact that all selling is emotional, not mental. People buy for
emotional reasons first, and then back those reasons with logic.
When you take those two factors as your basic premise, it’s
easy to see why it’s so important to win their hearts before you
can win their wallets. But for some reason, most small business
people just don’t realize how skeptical, cynical, and apathetic
even the best prospects are. The market is over-crowded and
over-hyped, folks. There are too many competitors trying to get
their money, and there’s not enough to go around. So marketers
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start hyping it up with bigger and bolder promises... and prospects
start to tune out all advertising messages. Suddenly, it takes much
more effort to win someone’s business. Once you realize that
emotion is the easiest way to reach them, you can begin to
build your case as to why they should give you their money on
a regular basis.
Assume that all prospects expect your sales materials and

salespeople to hype up your products and services, and that they
believe very little (if anything) of what you’re saying. Even if
they do believe you at some level or in some details, you still
have to begin from the standpoint that they don’t.
I call this principle “starting with a negative premise to

gain a positive result.” You just presume your market’s best
prospects and customers don’t trust you one bit—that they think
you’re lying, and that even you don’t believe your own promises.
This is a real dilemma for marketers, because big, bold
promises are the heart and soul of almost every advertisement.
Your entire marketing message has to be that way, so that what
you’re promoting is perceived as new and exciting. A strong
element of hype is unavoidable if you’re to pierce through the
thick walls of sales resistance—that combination of cynicism,
doubt, and apathy designed to keep you out.
On one hand, bold hype is what it takes to get people’s

attention. On the other hand, as soon as people feel you’re
misleading them or over-hyping your promises, their doubts and
fears will take over—and doubtful people don’t buy. So how do
you gain their trust while simultaneously hyping your
products and services enough to get their attention? It’s a
delicate balancing act, and you can’t achieve it by aiming at
their wallets first. This is probably the biggest challenge that
most marketers face on a daily basis.
Here at M.O.R.E., Inc., our primary business is selling

business opportunities—and we’ve been doing pretty well at it for
over 20 years now. There are literally millions of people in the
United States alone who are searching for powerful ways to make
as much money as they can while spending as little time on the
endeavor as possible. They’ve got full lives to lead as it is; so
those things that work best for them are proven opportunities
that let them work less and earn more. What they’re really
after is the one opportunity that’s going to set them up financially
for life, just like one roll of the dice might pay off big in Las
Vegas or Atlantic City.
The problem is, the opportunity market is over-saturated,

with thousands of competitors offering a wide variety of low-cost
solutions. So all our competitors are hyping it up more and more
to get the attention of this huge market. That’s our response,
too—because we realize that while our prospects are always
looking for something revolutionary and cutting-edge, we’ve
still got to penetrate their shell of advertising indifference and
somehow be heard above all the other shouts.
Our very best prospects are on all the mailing lists, so

they’re always finding letters, postcards and flyers from
individuals and companies selling low-cost business and
moneymaking opportunities in their mailboxes, real and virtual.
Every competitor is hyping it up more than the next, because
they know prospects are more likely to respond to things that
sound exciting and different. And yet, those same people are
also extremely cynical, having built up a tremendous amount of
sales resistance that causes them to mistrust people who actively
seek their business.
RULE FOURTEEN: Touch Their Hearts Before You Grab for Their Wallets 83
That why we’ve developed this particular principle. We try
to touch their hearts before we grab their wallets. We try to move
them with emotional messages that convince them that what
we have for them truly does live up to its claims. We show
them they can trust us; that we’re different from and better than
all those competitors they’ve had poor experiences with in the
past, the people who stimulated their sales resistance in the first
place. We’ve succeeded in making tens of millions of dollars in
our attempts to do so.
Our marketing does two things: 1) We look for the biggest

and boldest promises and claims we can legally and ethically
make—things that pierce through that initial sales resistance and
separate us from all our competitors. 2) We go to work like a
team of highly paid defense attorneys busily proving that their
client is not guilty of the crimes for which they’ve been charged.
We strive to create a preponderance of evidence that prove
the business opportunities we offer are even better than we
claim they are. We do everything we can think of to take away
the doubts and fears our average prospect has.
To do this, we create offers with built-in risk reversal

that stacks the benefits in their favor, not ours. And we simply
assume they don’t believe a damned thing we say. That’s our
foundational premise. We assume they’ve been lied to, cheated,
ripped off, and abused by other promoters, because that’s all too
common. It makes our job harder, and we have to be constantly
above reproach. That’s why we create the most iron-clad
guarantees we can: to eliminate every bit of risk, thereby
winning their trust as we prove to them, rather than just say,
that we’re everything we claim we are—and more.
Are we 100% effective at this? Hardly. We still lose more
sales than we gain, and yet that’s perfectly fine because all we
care about is our ROI—how much money we’re making overall
vs. how much money we’re spending on our marketing. With
that in mind, we’re willing to spend a lot of money on the
follow-up marketing necessary to win the hearts and minds of
the people we’re trying to sell to. We do that to provide them
with a wide range of truthful, rock-solid reasons why our business
opportunity is the one they’ve been searching for all their lives,
and therefore the only logical choice they can make.
We strive to do everything possible to let them know we’re

the real McCoy; that they can trust us and that we’ll be there for
them every step of the way; so that when they do decide to get
started with one of our business opportunities, they have zero
risk. If for any reason, or even no reason, they’re not 100%
satisfied with every aspect of our business opportunity, they
can ask for and quickly receive their money back in full.
This isn’t just a Ruthless Marketing principle. As I

mentioned earlier, every good politician knows you have to win
the hearts of your constituents before you win their votes. So a
good politician makes a huge number of promises that people
want to hear, adjusting those promises based on the group he’s in
front of at any given time. They know it’s an emotional game—
and they know they have to back up their promises with the
most logical plan of attack possible (because, of course, most
people don’t trust politicians any more than they trust salespeople
or marketers).
Again, to do your job of winning the hearts and minds of the

most people in your marketplace, you have to start with the
premise that those people are extremely apathetic and
skeptical. They have an incredible amount of built-in sales
RULE FOURTEEN: Touch Their Hearts Before You Grab for Their Wallets 85
resistance that causes them to distrust everything you say. When
you start with that premise, you can immediately apply
strategies designed help to break down those walls of
skepticism. Over time, you can thereby build a large customer
base of people who will keep doing business with you for years—
even decades.
GOLDEN RULE FIFTEEN:
Make Your Customers Chase

YOU!
How would you like for people to happily, even gratefully,
stand in line to give you most of their disposable income? That
might seem like an impossible dream, but you can arrange it. All
you have to do is get your prospects to chase you, rather than vice
versa. In the marketing field, whoever’s being chased has all
the power in the relationship. The chasers have an air of
desperation about them; we’ve all seen it. Well, desperation is a
position of weakness, never an attractor factor.
In order to get people to chase you, you have to make

yourself chaseable. That is, you have to arrange some
combination of factors that they find very attractive about you,
your company, and your products or services. There are plenty of
things you can do to accomplish that, and in this chapter, I’m
going to give you three overall strategies to work with. As
you’ll see, all three tie together quite neatly.
The first strategy is Two-Step Marketing, where your

goal is to separate out the people who best fit your offer. Step
#1 is to send out a marketing message; it can be through direct
mail, the Internet, TV, radio, whatever. The medium isn’t as
important as the strategy itself. You just start with a low-cost or
no-cost offer to the marketplace you serve, one that your best
prospects will find attractive. This causes them to raise their
hands, self-qualifying themselves by saying, “I’d like to learn
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more.” In Step #2, you follow up with that smaller group of
prospects who have identified themselves.
With this approach, you’re essentially asking people to take

some type of action to prove to you that they seriously want the
benefits provided by your product, service, or company. This
approach works like magic, because it lets you focus your
advertising budget on your follow-up marketing activities within
that smaller group of better prospects. It also makes those
people feel as if they sought you out, even though you made
the initial offer. Selling is an emotional game, and in their
excitement, the best prospects will forget that you attracted them
with your sales copy in the first place.
Therefore, they perceive that they’re choosing you rather

than you choosing them. That’s essential to the selling process,
because once they start chasing you, you have a real
advantage over them. Think about all the times when you’ve
been high-pressured by some salesperson. It made you want to
run away, didn’t it? Well, forcing someone to run away from you
is hardly advantageous to the marketer. It smacks of desperation.
Remember: people love to buy things, but they hate to be sold.
What’s the difference? Very simple. When someone buys
something from you, the perception in their mind is that
they’ve chosen you, rather than you pressuring them. This
makes all the difference in the world, allowing them to exercise
the power of choice. They want to buy things they choose rather
than having someone chase after them, begging them to buy.
The more you understand the dynamics of Two-Step

Marketing, the more you’ll see that it’s a superior strategy. It lets
you build a mailing list of the finest, best-qualified prospects,
people who are most likely to end up becoming your very best
customers and clients. It lets you do a more effective job of
building relationships with that self-qualified minority, because it
lets you spend more money on each person—which makes it
easier to convince them that your product is worth far more than
the asking price.
The second strategy is to become an expert in your

market. Authority is one of the six basic factors of influencing
people. Most of us are raised to respect authority. We listen to
what the authorities say; their opinions matter more to us than
anyone else’s. So you have to become an authority, and
expert, in order to take advantage of that tendency. This is a
great way to separate yourself from your competitors, since it
helps you convince your prospects that you can give them what
they want the most. The good news is, it’s easy to become an
expert. The hard part is convincing yourself that you have to.
Once you get past that, the process can be fun, fulfilling—and
extremely profitable.
When your prospects perceive you as an authority, they’ll

not only gravitate toward you, they’ll spend more money with
you more quickly, and will continue to do so. Your prospects are
more confused and frustrated than ever, given the overcrowded,
over-hyped world we live in. For them, the good news is that they
have more choices than ever before; the bad news is that all of
those choices have left them feeling overwhelmed.
What do people do when they feel all this pressure? They

look for the fastest, easiest way to relieve their emotional pain.
One of those ways is to find an expert. They place great value
on the opinions of anyone they perceive as a true authority—
which is why they’re willing to give their money to those who
rise above the crowd and take bold actions proving their
RULE FIFTEEN: Make Your Customers Chase You! 89

expertise. Experts in every field have loyal fans who chase after
them every day. Some even have to hire people to keep their
admirers away from them.
By and large, perception is reality; and when you’re

perceived as an expert, you have tremendous influence over the
hearts and minds of your best prospects. That will drive people to
seek you out and want do business with you. Now you can build
more profit margins into your products and services, and
people will be more than happy to pay those premium prices,
because they have faith that they’re dealing with an authority.
This helps eliminate the emotional pain that comes from their
marketplace confusion. By becoming an expert, you’re not just
helping yourself—you’re helping your market, too!
This confusion is a growing trend, by the way. The

marketplace will continue to become more saturated, and the
average consumer will continue to face more and more choices on
how to spend their money. This will cause more people to seek
out experts.
So how do you become an expert? I’ve already told you that

the decision to do so is the hardest part. Make that decision today.
Convince yourself that you need to shift the balance of power in
the marketing equation so people are chasing after you. Once
you’ve convinced yourself of this vital necessity, all you have
to do is implement my third strategy to accomplish it.
That strategy is to become an information marketer.

Now, information marketing is a broad topic that covers many
exciting subjects, and I only have enough room here to show you
the tip of the iceberg. But in every case, the process involves
developing information-based products and services that
provide a tangible value to your market. These can be books or
reports, audio programs, seminars, workshops, DVD programs,
consulting services, coaching programs—the ways you can
deliver information are nearly endless, and there are many subtle
variations. It’s best to use a powerful combination of all these and
more. For example, you can hold special events for your best
clients, customers and prospects, teaching them the things they
need to know the most.
Just don’t get hung up on the format. I’ve been selling

information since 1988, and the field changes constantly. It’s
honestly the most exciting, rewarding, challenging, and profitable
kind of business to be in. Information marketing can be used in
all kinds of traditional businesses to help attract and retain the
very best prospective buyers. It’s an easy format for establishing
your credibility as an authority in your field—which you are,
aren’t you?
Here at M.O.R.E., Inc., we offer many different ways to help

you cash-in on information marketing. We specialize in low-cost
programs and opportunities, so you can get moving for a relatively
small investment. Or if you prefer, you can Google “information
marketing” on the Internet. I guarantee that you’ll be amazed by
the number of results. This is a truly exciting and lucrative way
to make money. It can provide huge extra profits for your existing
business, or it can become your main profit center.
Those are the three basic strategies you should use to

get people to chase after you, and I hope you can see how
well all three tie together. Now, let me give you a few stories
of how other very smart marketers are using these strategies to
attract prospects.

The first is a well-known marketing expert who claims he
charges $5,000 an hour for one-on-one consulting. Now, I’ve
known about him for decades now, and I’ve even paid him
thousands of dollars over the years for his products; but I’ve
never been willing to pay him $5,000 an hour or anywhere close
to that, and I’m not sure anybody really has. I feel sorry for
anyone who does; to me, that would be ridiculous! And yet he
claims to charge $5,000 an hour; and by doing so, he can take
the position that he’s the world’s most expensive marketing
consultant—which is not a bad position to find yourself in.
When he has a seminar, he can charge people thousands

of dollars to attend, because essentially he’s positioned himself
as somebody who’s worth thousands of dollars an hour. If
you’re able to spend a few days with him (in a room filled with
hundreds of other people!) you may feel you’ve received more
than your money’s worth, because you know his claims. He’s also
positioned himself as the marketing consultant who refuses to fly.
So if you want to buy some of his time, you’re going to have to
fly to Los Angeles to meet with him—because he’s not going to
fly to you.
There are plenty of marketing consultants out there, and the

irony is that many of them do a poor job of marketing and are
struggling to survive. That seems odd and even funny to me,
because here they are, claiming they can help people increase
their sales and profits—and yet their own sales and profits are
barely enough to keep them afloat. This gentleman in LA
doesn’t have that problem; he’s made millions of dollars and
positioned himself as a real expert. Of course, he’s also
developed hundreds of different products over the years: books,
reports, and all kinds of recorded seminars that you can purchase
for a fraction of his normal “$5,000/hour” fee.
He’s got huge numbers of people chasing after him. That’s
why whenever he holds a seminar, hundreds of people pay
thousands of dollars each to attend. Is he really that much
smarter than the rest of us? Probably not. He’s smart enough
to position himself as the expert in the field, but he’s definitely
not worth that much when there are thousands of other marketing
consultants who know just as much as or more than he does, and
who will work very hard for you for a fraction of that price.
But again, perception is reality. When people discover (by

reading his own sales literature!) that he charges $5,000 an hour,
they think to themselves, “Jeez, he really must be worth it,” and
then they send away for one of his low-cost packages. Next they
find out that they can attend a 2-3 day seminar where they can get
dozens of hours of his expert time, and they flock to his seminars.
He has a loyal following. Whether he’s smarter than all of the
other marketing consultants or not, his most loyal clients
swear by him and pay him a fortune.
The next example comes from the late, great Gary C. Halbert,
who was infamous for showing up at his own marketing seminars
with hats and T-shirts that said “Clients Suck!” Think about how
rude and offensive that is. People were paying thousands to attend
his marketing seminars, only to be hit with that on arrival. But
Gary could get away with it. He was an obnoxious loose
cannon—and all his loyal clients were convinced that he was a
genius. Well, we all know that we let people we think of as
geniuses get away with things other people can’t.
Authorities also have certain liberties the rest of us don’t

have (which is another reason why you should position
yourself as an expert). Gary would get up in front of dozens or
hundreds of people at his seminars wearing the message “Clients

Suck!”, and proceed to tell them that he was so sick of helping all
his clients make so much money, and how they never followed
his advice even though he helped them make millions, and he had
to fight them every step of the way. He kept saying he was never
going to take on another client again... so people worked very
hard to convince him to take them on.
The more he ranted and raved about all the millions of

dollars that he made for people despite their refusal to follow his
advice to the letter, the more people wanted to become his clients.
He did a marvelous job of positioning himself as a genuine
expert and brilliant marketer—which he was. Once people
were convinced of that, they were willing to put up with his
outrageous antics.
Another super-successful consultant started out as anything

but. But back in his early days, when he was barely able to pay
his bills, he’d routinely tell new prospects that his calendar was
booked solid for weeks... even when it wasn’t. He was desperate
for money, but he never, ever let that desperation show. When
he’d get someone on the phone who wanted to purchase his
consulting services, he’d tell them, “Oh, I’m sorry. I’m booked up
solid for the next three weeks straight. I might have an opening
after that. Let me look... oh yes, I do have an opening on Tuesday
the 27th at 3 PM. Will that work?” Even though it was all a
marketing tactic, his prospects perceived that he was in high
demand, and it made them want him even more.
One more example: there’s a semi-famous copywriter who

successfully promoted a very detailed information marketing
course covering everything you have to know in order to create
your own highly profitable ads and sales letters. He’d worked
with some of the top consultants and other experts in the field,
and had written copy for all their best clients, so he had a proven
track record and a reputation as something of a whiz kid. Well,
his program was huge—hundreds of pages thick—and included
numerous audio recordings where he freely shared the tips, tricks
and strategies he used.
At a cost of several hundred dollars, his information product

was a steal, given all the time-tested secrets he shared. So lots of
people purchased it... and when they saw just how
complicated it all was, many turned right around and paid
him thousands of dollars to write ads and sales letters for
them. You may think that sounds ironic, but this fellow knew
precisely what he was doing. He provided so much detail that it
overwhelmed most people. It ended up being easier to hire him to
use his methods than to try to emulate him.
Each of the preceding examples represents a case in which

consultants combined Two Step Marketing and information
marketing to position themselves as experts, in such a way as to
get the very best prospects to chase after them. But don’t think
that this will work only for people like them; these methods
are universal, and can work in any type of business. These
strategies are limited only by your imagination.
Here’s an example of a traditional business that uses this

strategy to rake in huge profits. There’s a gentleman on the West
Coast who sells sheds and other small prefab buildings. You’ve
seen companies like his in your area. People buy these structures
because the quality of the construction is fairly high, while the
prices can be quite low. So they’re popular businesses, and he has
a considerable amount of competition. But he’s using the power
of all three of the strategies I’ve outlined in this chapter to rise
above his competitors and prove to buyers that they should

choose his company over all the others. He’d had already been in
business for a few years when he discovered the power of
information marketing. He sent out several announcements to his
customers, saying he was sponsoring a contest in which he would
compile the best stories of how his customers were using his
prefabricated buildings.
Because it was fun and creative, and because people wanted

to win the contest, dozens wrote in about how happy they were
with the building that they’d bought from his company, and how
they were using it to save money instead of wasting it on storage
fees, and in general discussed the creative ways they’d found to
use his products to enhance their lives. He compiled the stories
into a nice little booklet that he then offered through Two-Step
Marketing absolutely free, entitling it something like “57 Ways
That My Small Buildings Can Help Improve Your Life.”
Because his customers were trying to win that contest, they

put a lot of effort into those stories, and the stories oozed
credibility. There were also pictures throughout the booklet of the
structures that the customers had purchased, and of the customers
themselves. He offered it absolutely free through radio ads, TV
ads, and in the newspaper and direct mail, and it made him a
fortune. How? Because the people who took action to receive
that booklet were already prime candidates for the products
his company produced. People loved reading the stories and
looking at all the pictures, and it became an extremely powerful
sales tool he used to convince people beyond any doubt that his
company was the best choice. They then chased him because they
felt his products could improve their lives, just like they had
improved the lives of those 57 satisfied customers.
Those are just a few examples of how you can reverse the
power in the mercantile equation so that people chase you instead
of you chasing them. The very best prospective buyers in your
market love to buy things, and they’re already searching for the
benefits your products, services, and company offer—but they
still hate to be sold. They want to make the decision to seek
you out, so the more you let them do that, the better off you
are. It doesn’t matter that you made the first move; they could
have ignored it. Instead, they sought you out. You never chased
them. This lets you charge more money for your products and
make more sales faster. In the process, you’ll build a loyal
following who will continue to do business with you, and only
you, for years.
So think very deeply about the ideas I’ve outlined in this

chapter, and begin to use this powerful strategy to reverse the
power in the marketing relationship. Get all your best prospects
and customers to chase after you instead of you chasing after
them. When you do that correctly, people will be happy to give
you their disposable income.

GOLDEN RULE SIXTEEN:
How to Develop
Hot New Promotions That
Drive People Crazy
There’s an old saying that goes, “Quantity has a quality all
its own.” Indeed, in my experience, quantity leads to quality.
The secret to coming up with the best ideas is to come up with
lots of ideas. Go wild; don’t hold back! Set a time every morning
for brainstorming as many ideas as you can. Make it enjoyable to
crank out huge quantities of ideas, and you’ll be amazed at the
little gems that emerge from this process.
Quantity leads to quality. Remember that. It’s only four

words, and it’s catchy. but it’s also extremely wise, because
implementing just a handful of well-executed ideas culled
from your brainstorming sessions can make you rich. I know
this is true because I’ve done it, and I’ve seen other people do it.
By getting into the habit of coming up with as many ideas as you
can, you’ll ultimately discover and develop strategies that can set
you up financially for life. With that in mind, here are some
tips, tricks, and strategies you can use to develop ideas that
have the power to make you enormous sums of money:
1. Have fun.
2. Be creative.
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3. See the idea-generating process as a challenging game.
4. Develop a group of brainstorming partners to help you

create more ideas.
5. Get into the habit of coming up with as many ideas as

you can.
6. Strive to master your marketplace.
Once you’ve come up with a slew of ideas, you then have to

separate the very best from the rest. And what are the best
ideas? They’re the ones that stand the greatest chance of
making you the most money the fastest, for the longest period
of time. In order to come up with these winning ideas in your
process of spinning ideas, you have to practice empathy—the
most important characteristic of any marketer. From a
marketing context, empathy simply means developing a
deeper understanding of the very best prospects in your
market, considering things like:
• Why do they buy what you sell?
• What they are looking for the most?
• What are their biggest fears, failures, and frustrations?
• What problems are keeping them up at night?
• What are their biggest unfulfilled desires?
• What items have they gone the craziest over in the past,
and why?
• Why do your best customers keep doing business with
you?
• What are they looking for that they’re not finding?
• What benefits excitement them the most?
• What are your most successful competitors doing right?
• What are your most successful competitors doing wrong?
• What ideas are working phenomenally well for others in

your marketplace?
Here’s my favorite question of all: If you had god-like

superpowers and could give your prospects anything they
wanted, what would it be, and how would you deliver it? That
question unlocks your creativity part of your mind; and it’s a
truism that whenever you ask better questions, you get better
answers. The key to coming up with a lot of good ideas is to
constantly brainstorm, constantly drilling deeper and coming up
with even more ideas.
The reason I love the “god-like superpowers” question is

that you don’t have god-like superpowers, and you know it—yet
by pretending you do, you can stretch the boundaries of
what’s possible. Sometimes you come up with the wackiest
answers... and often they’re totally unworkable. But sometimes,
those answers lead to breakthrough ideas that you might never
have invented if you hadn’t asked the question to begin with.
A great marketer is a cashflow artist; and it’s ideas that

start the money moving. This requires a lot of hard thinking,
as you’ve probably figured out by now. But don’t let that stop
you. If you can make it a game you play to win, then it
RULE SIXTEEN: How to Develop Hot New Promotions That Drive People Crazy 101
becomes a labor of love. When you develop your first ideas
that make the cash register ring, you’ll be hooked for life. It’s
rewarding both emotionally and financially. Keep asking
yourself better questions, so you’ll come up with better
answers. I guarantee that 95% of your competitors will never
dig deeper than they already do; so when you do, you’ll end up
light years ahead of them.
When that happens, a lot of the money they’d otherwise

earn will go to you. Doesn’t that excite you? I hope so! Having
an abundance of money might not make you happy, but it’ll
usually make you smile. It’s something you can get passionate
about, and it’s something that will put the joy back in your
business. Therefore, I encourage you to try it.
Here’s a simple brainstorming process you can use to make

the game even more exciting and profitable. First, spend a few
days answering the questions on the list I outlined a few pages
back. Write down everything you can think of; your goal is to
create the longest list possible. Don’t worry about duplicating
items. When you can’t add another thing, start editing the list.
You’ll end up with a list of assumptions about your marketplace
that becomes one column of a three-column chart. The next
column lists products and services you can offer your
prospects that address those assumptions. For example: one of
my assumptions is that my customers hate buying something and
then not having any contact with my company after the purchase.
They want us to stay in touch, and want to know what we’re
doing to help them further. Many of my competitors just
disappear after the sale, and the customers feel used, manipulated,
and cheated. We strive to create follow-up services that help us
keep in touch with our customers after the sale, to prove they
made the right decision to purchase from us. We also
undertake other relationship-building activities to help them
suffer less from buyer’s remorse, and realize that we really are
different from the competitors who take their money and run.
In the third column, include any ideas you can think of

that are counter to the assumption, or any special problems or
challenges you have with that assumption. Let’s go back to the
assumption that our customers are reluctant to buy things from us
because they assume we won’t stay in touch with them. This can
cause buyer’s remorse and make them question their decision. In
Column 2 (the product/service ideas column), we create specific
solutions that make it easy for us to stay in touch with them and
help them realize that they made the right decision by purchasing
our product or service. We also remind them of what we’re doing
to give them more of what they want. In Column 3, we might
record things something like how expensive it is to stay in
touch with our customers, and how we’re trying to limit our
fixed overhead.
By the way, we prefer to use the word “challenge” instead of

“problem.” According to a definition I’ve got hanging on my
wall, a challenge is “difficulty in a job that is stimulating to the
one engaged in it.” It’s hard, but that’s why you love it. Most
people perceive problems as things to run away from—
whereas they run toward challenges. So try to reframe all
your problems as challenges. The reason why the third column
is so important is because, just like the first two columns, it’s a
tool that helps you come up with ideas that you might never have
considered otherwise.
This three-column chart is a simple way for you to

develop your most creative breakthroughs, and point the way
toward products and services that the people in your market
RULE SIXTEEN: How to Develop Hot New Promotions That Drive People Crazy 103
will go crazy over. It’s a tool that lets you do your very best
thinking, so consider using it to quickly find and develop your
very best ideas—the ones that get more people to gladly give you
more money on a regular basis.
GOLDEN RULE SEVENTEEN:
Your Company’s Most Important

Hidden Asset
If you’ve been in business for any time at all, you possess a
certain hidden asset that can make you rich. The best thing is, this
hidden asset is also hidden from all your competitors. Once you
understand and take advantage of its true value, you’ll enjoy an
instant and unfair advantage in your marketplace. The secret is
simply this: your mailing list is everything. The more promotions
you run to your existing customers, and the better your relationship
with them is, the more value will accrue to your mailing list.
America’s first billionaire, Andrew Carnegie, once said:

“You can take away all my factories, all my machinery, all my
equipment, all of my real estate, and leave me with my very best
people—and I’ll have it all back in no time flat.” I love that
quote, because I firmly believe in the value of good people.
However, I want to add one more distinction. I say: “Take away
everything from me, but leave me my best people and my mailing
list and I’ll have it all back in no time flat.” That’s because a
good mailing list is your meal ticket for life. It can produce
enormous lifetime sales and profits.
It’s so much easier to sell to your existing customers than

it is to sell to people who’ve never done business with you
before. Your existing customers already know that you deliver. So
the first key to implementing this strategy is to understand just
how valuable your mailing list is. It’s everything. Keep
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developing new products and services that give them more of
what they want the most—and keep building your mailing list.
I’m shocked at the number of small businesses that don’t

stay in touch with their best customers on a regular basis.
What shocks me even more are all the small businesses that are
constantly chasing after new customers and paying very little
attention to their existing customers. Their attitude is that their
existing customers know where they are, and when they need
more of what they sell, they’ll come back automatically. That’s a
huge mistake... because you can’t be sure it will happen.
Think of the best restaurant you’ve ever visited. If you’re

like me, you probably frequent several restaurants that have been
very successful for years—even decades. I love using this
restaurant analogy, because everyone has a favorite restaurant or
two; and it’s easy to see that the secret to having a profitable
restaurant is getting the customers to return repeatedly. Once they
become loyal customers, they tell their friends and family,
generating even more business. That’s the secret of success for
every restaurant.
But that’s also the secret of success for every business. No

matter what business you’re in, getting customers to come
back and do business with you repeatedly, for as long as
possible, is the key to success. In order to do that you have to
invite them to come back and do more business with you. You
can’t just wait for them to come to you. It’s easy enough to be
proactive. All you have to do is keep your mailing list in some
type of a spreadsheet or similar program, then contact those
people on a regular basis. Develop new products, services, and
offers that give them more of what you know is most
important to them. Show them you really do care. Every
business claims they care about their customers, but what are you
doing to prove it?
That’s how most of your customers feel: what have you

done for me lately? Just like the Janet Jackson song from the
1990s. So stay in touch with them, make them additional offers,
hold special events just for them, and inform them of items you
think might be of interest to them. It’s all about relationship
building. The first key to building a good relationship is to show
people you really care about them. That can be very easy to do if
you have the systems and processes in place that let you do it.
Once you’ve put your mailing list into a spreadsheet

program, segment that list by separating out your best
customers. You define the best customers based on the
amount of money they’ve spent with you. People tell you how
serious they are by the actions they take. That’s why those who
spend the most money should immediately be separated from the
rest of your customers.
Then constantly think of new things you can do

specifically for them, to catch and hold their interest, and use
direct mail to stay in touch with them. You can also have
someone call them on the telephone, or use social media to
solidify those bonds. Do all you can to make them feel important
and special, and keep offering them new products and services
you feel they’ll be interested in. Customers go where they’re
invited and stay where they’re appreciated. Remember that!
Write it down and burn it into your brain.
If doing all this was simple and easy, then everybody would
be doing it—and you know they’re not. Most businesses aren’t
paying close enough attention to their old customers, because at
RULE SEVENTEEN: Your Company’s Most Important Hidden Asset 107

first glance it seems easier to chase new customers than to put
energy into solidifying existing relationships. Yet when their old
customers see those “new customers only” promotions, they
become resentful. They start thinking, “What am I, a walking
wallet? I should be getting a special offer too. You should be doing
something special for me. What have you done for me lately?”
Some business people can see the obvious, though, and

many of them ask me, “What can I offer my existing customers?”
The answer is something of a riddle: you offer them the same
things, only different. Here’s what I mean: you want to give
them more of what they bought in the past, but with unique
twists. The new items have to be similar enough that they provide
the same basic benefits and advantages that caused your
customers to buy in the first place, but they must be unique
enough that your existing customers get excited all over again.
If something is too new, many people will be put off and

hold back because of fear. But if it’s too similar to what you’re
selling, they’ll say to themselves, “I’ve seen this before,” and
they’ll be bored and apathetic. Bored people don’t buy.
So there’s your riddle—and you can spend years trying to

invent ways to solve it. In fact, you should, because making
additional offers to existing customers is the fastest, simplest,
and above all easiest way to get more people to give you more
money. I find it shocking that a company’s mailing list almost
never shows up on their assets list; that’s why I call it a “hidden”
asset. Despite that, it’s THE most important asset you have.
Build and maintain strong relationships with people who

have done business with you before. Make it easy for them to
keep doing business with you, and you’ll leave your competitors
eating your dust. It’s as simple as that.
GOLDEN RULE EIGHTEEN:
A Gentle Reminder
One of the smartest things you can do is work through other
people. Find as many capable, competent, trustworthy people
you can, integrate them into your team, delegate to them, and
train them to run the day-to-day part of your business. That
way, you can focus on the areas that make you the most profits.
Do this. You’ll work less and make more money.
Too many business people are trying to wear all the hats
at once, so they do a lousy job of delegating. They believe that
hiring the best people is something that costs them money, never
thinking that that’s not, in fact, the case. The best people
make you far more money than they cost. As long as have the
right systems and processes in place and manage them properly,
you can transform your business into a virtual ATM that cranks
out more money even as you personally work less.
This is the lazy person’s secret to getting rich—and it’s

something you can implement in your business starting
right now.
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GOLDEN RULE NINETEEN:
The #1 Thing Your Prospects Are

Starving For... and Aren’t Getting
The people in your marketplace are absolutely starving
for a little genuine recognition. That sounds simple enough, but
don’t let that simplicity fool you; this is very important. We’re
living in an age when we’re all busier than ever, and most of us
feel unappreciated—especially when it comes to the companies
that want our money. In this overcrowded, over-hyped
marketplace, companies that make us feel special will always get
our money first. It’s easiest to win people’s money when you
win their hearts first.
So how do you win their hearts? Gain their trust and

make them feel important. Pretend everyone you meet has a
huge sign on his or her forehead flashing, “Make me feel
important!” over and over. Try this just for fun; and then realize
that your job as a marketer is to do just what the sign says. The
people who give you money on a regular basis (or the
prospects you want to chase after you) are crucial. Without
them, you wouldn’t have a business. So your job is to make them
feel as special as you possibly can.
Now, when it comes to spending money, people are

extremely selfish. They think only about themselves and what
you can do for them—and no wonder. These days, they’re
inundated with so many different possibilities for spending their
money. This is why they’ll always give more money to the
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companies that make them feel special and appreciated. This
simple idea works in business-to-business marketing and
consumer marketing both, and it’s responsible for billions of
dollars worth of annual sales.
My wife Eileen and I started our direct response marketing

business in September 1988. Thanks to the help, support, and
guidance of marketing consultants like Russ von Hoelscher, we
quickly generated millions of dollars. Our success made us
hungry to learn everything we could about direct response
marketing, to the point that we became obsessed with it. So we
hired a bunch of direct marketing consultants and paid them a
fortune to teach us their tips, tricks, and strategies. Several of
those consultants did a powerful job of winning our hearts by
making us feel very special. They went out of their way to
invite us to private, client-only events, and asked us to
participate in special meetings consisting of small groups of their
most elite clients.
Those are the consultants that we gave the most of our

money to. We paid over $100,000 to one famous direct-
response marketing consultant, in fact, because he did the
most effective job of making us feel appreciated. We joined his
small group of elite clients; and because he’s world-famous, we
felt privileged to do so. We learned a great deal from him, but we
gave him a small fortune in the process.
Looking back, I can easily see that although this fellow is

truly a brilliant marketer and great teacher, at least a half-dozen
other marketing consultants we hired over the years were just as
good as he was—yet we didn’t give them our money, because
they had no plan for doing special things that made us feel
valued, and important. That’s what people want more than
anything else. The good news is that there are plenty of things
you can do to make your best customers feel this way.
One of the small businesses I work with is the pet boutique

that my wife owns. Eileen does a wonderful job of marketing her
business. She hosts all kinds of special events for her
customers—an average of three per month. When she does, she
takes lots of pictures and puts them up on Facebook. She tells
stories about her best customers, and posts the very best pictures
on a bulletin board in the store. She makes her customers feel
appreciated, applying that simple process to all the events
she hosts.
This is something you can also do. Even if some of your best
clients or customers never attend your events, at least they’ll feel
appreciated when you repeatedly send them those invitations.
This separates you from all your competitors, because they
can “feel the love”—and they’ll reciprocate by doing more
business with you.
Write down this question: “What can I do this month to

make a small group of my best customers or clients feel special,
valued, and appreciated?” Read it, reread it, and think about it.
You don’t have to come up with an answer immediately; just
write the question down and contemplate it, and let the answers
start coming to you. Make this your focus, because remember:
the fastest, simplest, and easiest way to make extra profits in
your business is to get your best customers to do more
business with you.
Instead of putting all your resources into chasing after new

clients, put 70-80% of your marketing dollars, time, and
effort into the various ways you can make your best clients
RULE NINETEEN: The #1 Thing Your Prospects Are Starving For... and Aren’t Getting 113
feel appreciated. You can do all kinds of things that they
perceive are just for them, from limited sales to new product
development to special events—and they’ll respond by giving
you more of their money.
GOLDEN RULE TWENTY:
Why You Should NEVER

Sell By Price
You’ve probably seen hundreds of businesses claim to offer
the lowest prices in their marketplaces. Well, maybe they do—but
for most marketers, even making the claim is a huge mistake.
People who focus on price will never be loyal to you, because
the money is all they care about. They’ll jump from supplier to
supplier, the way hookers jump from bed to bed. You may hate
that analogy, but I believe it’s something you’ll never forget—
which is why I used it. It may not be PC, but it’s accurate and
memorable!
Price buyers just aren’t loyal, and you’re looking for

loyal customers who will stay with you for the longest possible
time and spend the maximum amount of money.
One of my best business friends is my printer, Steve

Harshbarger. I’ve given Steve millions of dollars worth of
printing business for almost 20 years, because he’s an extremely
honest man and I trust him. He’ll go out of his way to do
everything possible to serve his clients in every way he can. If
I had a huge problem at three o’clock in the morning, I have a
very small list of people that I would call for help—and Steve is
on that list. He’s become a friend as well as one of my most
important suppliers.
Steve earned my trust when I first met him, because he
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told me the truth about my concerns. He didn’t BS me, and that
really woke me up. I was used to salespeople who told me what
they thought I wanted to hear; but when I asked Steve if he
offered the lowest prices in the business back in the early 1990s,
he said, “Sometimes yes, sometimes no.” Then he explained to
me why that was.
If it was the kind of job that worked best on his equipment,

he told me, he could definitely give me the best price; but if it
was something that wouldn’t be economical on his equipment,
then I could get a better price elsewhere. He just flat-out told me,
“Remember, T.J., you can have any one or maybe two of three
things: the best price, the highest quality, or the fastest
service. But you can never have all three.” I never forgot that,
and you shouldn’t either. That was a valuable lesson; it woke me
up like a cold slap of truth. He’s been getting my business ever
since then.
Now, low prices are important to your best customers too;

but what people are really searching for is the highest value
for the lowest price. So it’s up to you to do all you can to educate
them on why your products and services are worth far more
money than you’re asking them for in return. Do all you can to
build as much value into your products and services as
possible. You can’t do that and be the low-cost provider.
I started my first business, a carpet and upholstery

cleaning company, in December 1985. I was dead broke at the
time, and literally homeless. I had just broken up with a young
woman I was living with, and had moved out of her house. I was
sleeping on the couches and floors of a handful of my friends.
Otherwise, I was living out of the backseat of my car. I was
cleaning carpets at the time to get by, and then a friend of mine
said, “Hey, T.J., let’s start our own carpet cleaning business!”
Even though he was dead broke, just like I was, we did it.
And because we were so poor, our equipment was in terrible
shape. The van we bought for $1,000 (by putting $100 down and
paying $100 a week until it was paid off) was a wreck. The only
way we knew to get jobs was to offer super-low prices. Over
the next few months, we knocked on thousands of doors and
practically begged people to let us come clean their carpets and
upholstery for next to nothing. Our entire marketing strategy was
built around doing the job for the lowest possible price.
We attracted quite a few customers, and slowly built up a

reputation thanks to word-of-mouth and the fact that we did high-
quality work. Yet, because we were charging such low prices, we
never had enough money to buy better equipment or do the more
expensive kinds of marketing that would have been more
effective. We were prisoners of our low pricing strategies.
Although we did develop a lot of great customers who had

us back repeatedly to clean their carpets and upholstery, there
were many prospects who took one look at our beat-up van and
equipment (and us!) and said, “No thank you.” We were turned
away by many more people than we actually attracted
because we were the lowest-cost provider, and people equate
low prices with things that are cheap and tawdry. People don’t
want cheap, tawdry things; what they want are valuable things
for dirt-cheap prices. That’s not just a play on words; there’s a
genuine difference there. So when I say price buyers are like
hookers, please understand that it’s only a metaphor!
All of my very best clients for my first business were

wonderful people, and we gave them top-notch work; but we
RULE TWENTY: Why You Should NEVER Sell By Price 117

never had enough profits to build the business. We were stuck
with being that low-cost provider, which is one reason to avoid the
strategy. Another reason to avoid it is that eventually, someone
will come along and offer even lower prices than you—and then,
if you want to compete with them, you start a race to the bottom.
Either way, it’s a zero-sum game. You never have enough profits
to build your business as it could and should be built. In order to
do that, you have to charge premium prices. Along with these
premium prices, you have to deliver premium services—and
you have to educate your customers in every way as to why the
extra money you’re asking them to give you is worth it.
Now, fast-forward two decades. My current company is a

premium-priced provider. Out of our thousands of competitors
from coast-to-coast, we charge some of the highest prices in the
industry. In order to start doing that, we had to break out of
our comfort zone. It was very uncomfortable at first to charge
five or ten times more money than our competitors were
charging. Yet, we took that risk—and once we broke through
and made the transition, we made more money than we’d
ever made before.
We’ve discovered some major advantages along the way.

First, when you charge higher prices, you get higher quality
customers. The people who spend the most money with you will
give you the fewest customer service hassles, and tend to be
delightful people to do business with. You should charge more
money for that reason alone: you’ll attract a better quality of
customer. Also, you require fewer sales to make more profits.
In other words, you can make big profits from bad numbers.
What do I mean by that? Simply this: when the majority of your
products and services sell for small amounts of money and razor-
thin profits, then you need a high percentage of response to make
any money. Conversely, higher ticket items mean that you
require fewer responses to profit.
This also means you’ll need fewer customers to make those

profits. You can serve those fewer customers in a much better
way than if you were a low-cost provider and were forced to
serve a larger number of customers.
Charging higher prices is a risk. I’ll never forget how

scared we were when we held our first $5,000 seminar in 1996.
Prior to that we’d done over three dozen low-cost seminars; so we
went from charging hundreds of dollars to charging several
thousand. It was frightening, and yet we took the plunge. We
surrounded ourselves with a team of great joint venture business
partners who helped us pull off that event, and we focused tightly
on the audience. We did everything possible to make their
experience truly life-changing. Our goal was to make it so that
at the end of the event they said, “Wow! That was worth far more
than $5,000.” We channeled all our fear and insecurities into
doing everything possible to give the customer the most
valuable experience we possibly could.
That’s another thing the extra profits you generate when you
charge premium prices allow you to do. They give you the
freedom and flexibility to serve your customers at a higher
level, which you just can’t do when you’re selling for low prices.
So: never aim for the low price. If you must focus on
price, utilize premium pricing instead. Use this secret well, and
you’ll end up with a smaller, more select group of customers who
will spend large amounts of money with you over long periods of
time, making you the envy of your competitors.
RULE TWENTY: Why You Should NEVER Sell By Price 119

GOLDEN RULE TWENTY ONE:
How to Make Money Over and

Over on the Same Promotions
As you know, the big secret to making massive profits is to
get your best customers to buy from you as often as possible for
the maximum profit per transaction. Do that with a large enough
group and you’ll get rich. It’s that simple. Reselling to your
existing customers is key to maximum profitability.
As I’ve emphasized more than once in this book, the best

way to do that is to just keep giving your customers the same
stuff you gave them before, but with a new twist added each time.
If your products and services are perceived as old hat, your
customers will be bored—and bored people never buy.
Whatever’s current creates currency.
On the other hand, if a product or service is too new and

different, they won’t buy then, either. Many will be afraid to do
so. Therefore, you have to deliver products and services that
seem innovative and exciting, but nonetheless contain familiar
themes your customers are already comfortable with. If you’re
selling ketchup, don’t suddenly try to sell them mustard. Sell them
a new variety of ketchup. Even then, don’t make it too different! A
slightly spicier red ketchup will sell better than even the tastiest
green or purple ketchup (this has been proven). What you need,
then, is basically old wine in new bottles. Most people are
searching for variations on a theme, not a completely new theme.
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They proved their interest by giving you their money in the
first place. People vote with their pocketbooks, so take a close
look at the products, services and promotions that have worked
the very best for you, and realize that somewhere within those
items are the things that your best customers (and prospects just
like them) value the most. It’s up to you to determine what those
common denominators are, and then to add those to the items you
develop in the future.
The newness will attract your customer’s attention, while

the old and familiar will hold that attention by making them
feel comfortable with your new offers. When you learn how to
apply this secret properly, you can keep offering your best clients
and customers the same basic types of products and services
again and again—which means all the prep work is easier. You
can reuse a lot of the same sales material, simply tailoring it
to the new offerings. You gain enormous leverage because your
“new” products and services are really your “old” products and
services with new twists.
Here’s a real-world example: the most recent Ford Mustangs

(as of 2012) look a great deal like the original Mustangs from the
mid-to-late 1960s. In the ‘70s and ‘80s they changed the model a
little too much—they got away from the familiar, and their sales
took a hit. Now the newer models resemble the original models
again, though with a modern look and feel. That’s a great
example of giving people things they’re familiar with while
modifying them enough for the new to show.
One of our most successful recent promotions here at

M.O.R.E., Inc. has been a series of advertising and management
services. We’re on our ninth edition of this promotion—and it’s
simply a riff on best of the best of everything we’ve developed for
the previous versions. All the hard work, thousands of person-
hours of time, has already been invested; now we’re reaping
the harvest with the ninth version. It required some investment
of time and effort, but not nearly as much as the previous editions.
It looks and feels different from the previous versions, but it’s
essentially the same service with a few great additions.
Think of this as the marketing principle of evolution.

You’re constantly looking for ways to make your best products and
services appear new, different, and special, so you keep tweaking
them, constantly adding new elements. That way, you can keep
using the sales materials you’ve used in the past, with slight (but
vital) modifications to make them look and feel different.
On the other hand, when you do find a revolutionary

product or service that’s totally different from anything else
in the marketplace, that doesn’t mean you have to ignore it.
Just inject a familiar element, or compare it with something
people in your marketplace are already familiar with. Right now,
we’re promoting a revolutionary new healthcare service
called telemedicine. This is a concierge service that gives people
direct access to a team of medical doctors in their own state who
are on call 24 hours a day to help them with their medical needs.
For as little as pennies a day, tens of millions of people can now
pick up their cell phones and get direct access to a team of board-
certified medical doctors. This is a service that we believe will
revolutionize the healthcare industry—and generate billions
of dollars in pure profits every month.
The brilliant company that developed this breakthrough is

using the power of network marketing to reward average people
who introduce their service to prime prospects. Because it’s
brand-new, this opportunity offers real consumer excitement.
RULE TWENTY ONE: How to Make Money Over and Over on the Same Promotions 123
The millions of people in the business opportunity market that we
serve are always looking for something new and exciting—but
again, if it’s unproven they get scared, and like bored people,
scared people don’t buy. Therefore, we have to prove to them
that although this idea is revolutionary, it still incorporates
ingredients that have already been proven profitable.
We do this by comparing the telemedicine concierge

service with the concept of prepaid legal services, which hit the
market in 1983. Prepaid legal services, which provide customers
direct access to a team of legal advisers for a monthly fee, use a
very similar business model—one that’s made thousands of
distributers wealthy. That’s all the proof our clients require for
them to see that telemedicine has the potential to make them all
the money they’ll ever want or need. Even though telemedicine is
a completely different field, the phenomenal success story of
prepaid legal services—which are delivered in a similar way—
helps to educate and persuade our prospects. In fact, telemedicine
might even prove more profitable than prepaid legal services. Most
of us need access to a lawyer just a few times in our lives, but
you might need medical help at any time—and healthcare is
much more important to most of us than legal aid.
That makes it easier to sell this revolutionary offer. We’ve

wrapped it around something that already has a rock-solid
track record. This helps to ease the prospect’s concerns, making
them feel comfortable with the service, despite the fact that it’s
entirely new. So: when developing new products to offer to your
clients, think about all the ways you can prove them similar to
things your clients are already comfortable with right now.
Keep giving them more of what you know they want the
most, and you’ll make more money with less work.
GOLDEN RULE TWENTY TWO:
How to Get the Best Prospects

to Start Giving You More Money
Right Now
This one secret alone can move you into the top position
in your marketplace, and thereby change the way you’ve
always thought about your business.
Here’s the secret: You must position yourself as the top

expert in your market. I’ve already talked about this necessity
as part of a three-part marketing plan in an earlier chapter, but
this is one of those strategies I just can’t overemphasize. Given
the choice, people prefer to give their money to an expert, so why
not become one? That should be reason enough, but here are
some other reasons you should never hesitate to blow your own
horn. First of all, nobody’s going to do it for you (unless you pay
them to). This means that you have to sell yourself before you
sell your product or service. In order to sell yourself, you
must position yourself as an expert.
Second, the average consumer has more choices today than

ever before. They’re confused and frustrated by the endless
decisions they’re faced with regarding whom to do business with.
All those people are yelling at them to try their products and
services, so naturally, when faced with a new buying decision,
they’ll look for the best qualified, most knowledgeable experts
they can find—and will always give their business to those
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people first. That’s why you have to be one of those people.
Many of your prospects are extremely fearful, skeptical, and

cynical. They’re afraid of making the wrong decision, of losing
their money. The thing that people want the most is certainty—
the feeling that everything’s going to be okay, that they’ll get
precisely what they were promised in exchange for their cash.
When they perceive you as an expert, they have a higher degree
of certainty and will give you their money faster.
This is an excellent way to separate yourself from all

your competitors. An expert has the authority that people are
looking for; most of us respond very well to authority figures.
We’re trained to do so since birth. So declare yourself an expert.
When enough people are convinced that you are an expert, then
other people who have little or nothing to gain financially will
declare you an expert too. But it all starts with you.
In a bit, I’ll give you a few simple strategies you can use to
immediately position yourself as the expert in your field; but first,
I’m going to let you in on the #1 reason why more small business
people don’t do this. Just as we’re conditioned from a very young
age to listen to authority, we’re conditioned not to talk too highly
of ourselves. We’re trained to never stick our necks out or pat
ourselves on the back. Otherwise, people call us vain,
egotistical, braggarts, showoffs. It’s extremely painful for most
people to even begin to declare themselves experts, because they
feel phony doing so.
However, the fact is that any time you know more about
a particular topic than your prospects (especially in regard to
the products and services you sell) then you are an expert.
That’s one of the things we’ve always told our sales
representatives here at M.O.R.E, Inc. If you just study our sales
materials, then you’ll know much more than most of the
prospects, because they won’t take the time to study them.
The first step toward declaring yourself as an expert is to

convince yourself that you are an expert. If you feel like you’re
being fake or phony, then spend a significant amount of time
studying not just your products and services, but your market in
general. You’ll soon gain tremendous confidence on the subject.
The second step is to stick your neck out, overcoming the
social conditioning that demands you do otherwise. Learn to
do so for the sake of the business. People want to do business
with experts, so give them what they want.
Your competitors, whether they’re consciously doing so or

not, are making every effort to assure your shared prospects that
they can deliver all the results and promises they claim for their
line of products and services. You must do the same for your own
line. A major part of selling is a transference of belief and
emotion; in other words, the more convinced you are that you’re
an expert and the more you express confidence in yourself, then
the more confidence other people will have in you. They’ll be
less hesitant about giving you their money.
It’s easier to do this than you might imagine, and it’s a lot of
fun. My favorite method is to develop information products. If
you Google “information marketing” on the ‘Net, you’ll find a
wealth of information about this powerful form of selling.
Developing information products is exciting, it’s creative, it’s
challenging, it’s rewarding, and it’s extremely profitable.
Information products can encompass a wide variety of print,
audio, video, and Internet-based products and services.
RULE TWENTY TWO: How to Get the Best Prospects to Start Giving You More Money 127
Developing an information product is as easy as grabbing a
dirt-cheap digital recorder or even an old-fashioned audiocassette
recorder, jotting down a handful of notes about the main benefits
and features of your product or service, and then speaking freely
into the recorder. Do your very best job of explaining all the
reasons why what you’re offering gives people much more
value than the amount of money you’re asking for in
exchange, and why you have all of the qualifications to help
them—and why you and your company can help them better than
anyone else trying to get their business. Just talk.
Those recordings can be given away to prospects as a way of

generating leads, or they can be sold for a small amount to people
who want and need the main benefits you can provide them. If
your recordings lack power or you’re self-conscious about them,
then simply have them transcribed, and give the printed
transcripts to a writer who can edit them, smooth out the writing,
and make it easier to read. You can write, you can record, you
can get in front of a video camera, or you can go in front of a
live event. Whatever you do, teach your prospects why the items
you offer are worth far more in terms of real-world benefits than
the money you’re asking them to give you in exchange.
Your information products educate people on why you,

your company, or your products and services are the best
choice. They help establish you as the most credible authority.
They help you build a relationship with your best prospects and
customers. They can be icebreakers, letting people get to know
you a little bit better—which is the first stage in getting people to
like and trust you.
You can develop an almost endless variety of information

products to use as part of your overall marketing process. If
you’re a writer, start writing. If you’re a better speaker, start
speaking. Again, there are plenty of talented writers who can turn
your recording transcripts into readable information products.
Other specialists can take the audio you record and edit out the
bad areas so people only hear the parts where you’re speaking in
the most authoritative, powerful way. That can be done with
video, too. Finally, there’s also a tremendous energy to be found
in live events. Partly this is because you’re taking all of the focus
off yourself and putting it onto your prospects
The more of these information products you develop, the

more of an expert you’ll become. And it’s easy—highly
addicting, even. That’s why I’ve developed hundreds of different
audio and video products, and why we’ve done hundreds of
events of all kinds. It’s why I’ve published so many books and
reports. I just love it! It’s such a creative way to make money,
because when you’re 100% focused on giving your prospects
the greatest information you possibly can, providing them all
the benefits that are most important to them, then you really
are serving them in the highest possible way. You’re not just
writing, recording, and filming yourself so that you can show off
how great you are. It’s the exact opposite of being egotistical,
because your entire focus is on helping others.
Educate your prospects and customers on all the reasons why

they should be giving you more of their money on a regular basis,
and solidify those relationships so they’ll continue to do so. If you
do it right, they’ll come to you presold, ready to give you even
more of their money right away, with the least amount of sales
resistance. When you’re actively involved in information
marketing, and keep developing a wide range of products, services
and events designed to convince, persuade, and educate, then the
very best buyers in your market will seek you out. This is the
RULE TWENTY TWO: How to Get the Best Prospects to Start Giving You More Money 129
ultimate sales resistance breaker, even for new buyers.
You already know that the secret to getting rich in your

business is to get more people to do more business with you, for
more profit, more often, with greater efficiency. There’s no better
strategy for that than information marketing. Get on the Internet
and do your due diligence. Learn everything you can about this
powerful form of salesmanship, start creating your first
information products, and you’ll quickly move into the top
position in your marketplace.
GOLDEN RULE TWENTY THREE:
Spot and Exploit the Hidden Gaps

in Your Market
What is a gap in the marketplace? It’s a need or desire
that’s not being properly fulfilled. Every market has gaps, but
you’ll only find them through relentless searching. Once you do
discover a powerful need or desire, fill it in a different and better
way than your competition’s doing—if they’re filling it at all.
Either way, start hammering wedges into the gap, and you’ll
have a huge competitive advantage.
You have to start by asking yourself, “What are the best

prospects in my marketplace really searching for? What benefits
are most important to them? Why do they buy the products or
services we sell? What’s the biggest emotional reason? What is
the driving force behind their repeat purchases? What are the
needs and desires that are not being fulfilled, and how can we fill
them in the most powerful and profitable way?” Questions like
that will lead to preliminary answers, which will lead, in turn,
to better questions and better answers.
One reason why there are hidden gaps in your market is

because many of your competitors are simply following the
follower. They’re all doing the same things. Nobody is really
standing out by doing something bold or different. Another
reason is simply because you and your competitors aren’t
thinking deeply enough about all this. You’re looking at surface
answers instead of the real answers. You have to realize that the
131
best answers to your questions will evolve over a period of time.
The more you think about them, the better your answers will be.
So get behind your prospect’s eyeballs. Become them.

Talk to as many of them as you possibly can, asking them frankly
about what they’re searching for the most. What competitors are
they buying from now? What products or services have they liked
the most in the past? Which ones have they disliked or hated?
Which of your competitors do the best jobs, and which ones do
the worse?
If you ask enough of your prospects and customers these

questions over a long enough period of time, you’re going to see
common denominators, and skate right past the surface answers.
That’s where people usually stop; they never dig deeper, never
thinking about this in a prolonged way. They stop asking
themselves these questions—and they shouldn’t. You can’t find
gaps in the marketplace if you stop searching for them. Keep
digging for those gold nuggets that people want and respond to
the most, the things that get them the most excited, so that
they’ll stand in line with money in hand and practically beg you
to take it. That’s the power of finding and exploiting these gaps.
In addition to getting to know your customers better,

gather as much information as possible on your competitors.
Which are the ones to beat? Who’s making the best sales and
profits? What are they doing right—and conversely, what are they
doing wrong? How can you take advantage of both? Those are
questions that sometimes take years to answer, because they
require a thorough study of the marketplace.
In order to do that, you have to step back and look at the

big picture. You can’t be caught up in the day-to-day part of your
business and answer those really deep questions effectively. If
you’re too involved in working in your business, you’re too
close to the forest to see through the trees. You have to let other
people run the day-to-day affairs—and then you have to grill
those people relentlessly. Because they’re involved on the front
lines, they have direct contact and communication with your best
clients and customers, and they know things that they don’t even
know they know.
You have to brainstorm with your best staff members on

a regular basis to dig deeper inside the heads and hearts of
your best customers. Doing this helps you develop an intimate
understanding of exactly what those people are searching for the
most, so you can develop products or services that fulfill those
emotional needs and desires. This will better serve them,
whereupon you can begin attracting more people who are just
like them but haven’t done business with you yet.
Reaching this point may require years of commitment

and dedication to understanding the hearts and minds of the
people you sell to. Who are they, and what are their greatest
commonalities? What are they searching for the most? What
causes them to re-buy the kind of products or services you sell?
What do they love? What do they hate? What are their biggest
fears, failures, and frustrations? What are their biggest problems
and challenges? What solutions and results are they searching for
the most? What’s most important to them, above everything else,
in relationship to what you sell? Those are questions that need
to keep playing in your brain like an endless loop recording.
So make it your mission to uncover the hidden gaps in the

marketplace, and then pry them open in ways that your
competitors haven’t. When you make that a primary focus,
you’ll have a huge advantage over your competitors.
RULE TWENTY THREE: Spot and Exploit the Hidden Gaps in Your Market 133
GOLDEN RULE TWENTY FOUR:
The Alchemical Connection

Copywriters are true alchemists. We transform ordinary
paper, ink, and digital information into something worth far
more than gold. We create actual wealth. We will it into
existence with our knowledge and skill. We suck the money out
of the marketplace and into our bank accounts. Does that sound
exciting? I hope so! Visualize it. See it. That should excite you.
If your marketplace is big enough, there are millions or

even tens or hundreds of millions of dollars out there waiting
for you right now. All you have to do is find a way to convince a
small percentage of the millions of people in your market that the
products or services you’re offering are worth far more than the
money you’re asking for them to give you in exchange. Again,
it’s not easy—but it is simple, so whenever you get frustrated or
confused, just remember that.
If you start with a big enough group of people who have a

strong enough desire for the types of products and services you
sell, and if what you’re offering them can give them more of what
they’re searching for the most, and you can find a way to do it
profitably, then the question is not, “Will I get rich?” the only
question is “How rich will I get, and how long will it take me?”
You philosopher’s stone is copywriting: good, honest direct
response copywriting where the words you write (or otherwise
communicate to your audience) fan the fires of their desires,
exciting them enough to give you more of their money. This is a
skill that you can develop, given sufficient time and practice.
135
If you remember your history lessons in school, the original
alchemists back in the Middle Ages were looking for a way to
turn lead into gold. Little did they know that the only way to do
that is in a nuclear reactor! The early alchemists were actually the
first chemists. Well, as a direct response marketing copywriter,
you’re doing something similar, except your “base materials” are
paper, ink, and imagination. Words are power—in fact, they’re
the only magic you’ll ever be able to tap into in this lifetime.
Study everything about copywriting that you possibly can.

Make a decision that you’re going to develop this skill—and
realize above all that this is a skill, and that you can learn it.
The very best copywriters have the ability to write a profitable
sales letter in as little as a few days. Imagine that kind of power.
Imagine being able to inspire thousands of people to pull out their
credit cards and authorize you to charge whatever amount of
money you’re asking for, because they read your copy and they’re
convinced they can’t live without your product or service.
That’s the power that the world’s greatest DRM

copywriters wield. The words we write, or dictate into a
recording machine, or that we speak on an audio or visual
presentation, have a fantastic ability to influence the people
within our marketplace to transfer money from their bank
accounts into ours.
This is a skill that can make you rich, which means it’s
worth learning how to do. It may take you a lot of time and
sacrifice to truly master the skill, but it’s worth all the time and
effort—because once you’ve mastered it, it can make you a
millionaire in no time flat. I say that with the voice of authority,
because it’s done exactly that for me.
GOLDEN RULE TWENTY FIVE:
Take Enormous Risks — and Play

It Safe at the Same Time
With this Golden Rule, you can lose money on nine out of
ten of your new ideas—and still end up making a fortune. The
secret is to test everything first, carefully but aggressively. All it
takes is one winner every once in a while to not only recoup your
losses on the items that didn’t pan out, but also to run up profits
in the millions. Again, I know this is true because it’s one of the
ways I’ve built my own fortune.
Let me make it very clear from the beginning that you

will never find your greatest winners without aggressive
testing. That’s all there is to it, unless you just stumble onto
something special—and since when is marketing a lottery? Even
if you do stumble onto something profitable, you’re going to
need to know how to follow it up successfully, or you’re just
another one-hit wonder.
Thanks to the power of direct response marketing, you

can test your most aggressive ideas for products, services, and
promotions for very small sums. Think of yourself as a
wildcatter oilman drilling wells wherever your research takes
you. Inevitably, most will be dry holes. But all it takes is one
strike to pay for all the failures—and then some. Same here. If
you test very carefully, inexpensively sampling your marketplace
before you roll something out big-time, you’re never going to
lose it all on one roll of the dice. But once you’ve found
137
something and proven it does work, if your marketplace is big
enough, you could potentially make millions once you roll
your promotion out in a big, bold way.
So many people are worried about losing money that

they never take the risks necessary to make money. With this
principle, you have to set out with a willingness to lose money,
which is alien to those people’s mindset. Your goal is to try all
kinds of combinations of your best ideas as fast as possible for a
low cost each time. It’s quick, dirty, and cheap. Then you study
the numbers to see if any of those tests proved out, at least well
enough that you can make a decent profit when you do roll it out.
Just start with the very best plans you have, and think them
through in the deepest possible way before you begin testing. The
very best plans are those combinations of products, services,
and promotions that have made you the most money in the
past, or which have worked the best for other people. Once
you’ve made those plans, make small, aggressive tests of what
you perceive as the best variants of these plans. Use your biggest,
boldest tactics, the ones you’re the most afraid of. If something
doesn’t scare you a little, you probably shouldn’t do it. It’s got to
be revolutionary, and you have to be willing to spend money
to make money.
You don’t have to worry about losing much money if

you’re testing small. If you’re using direct mail, just mail a few
thousand packages to your best customers. If the offer bombs,
then you’re out no more than several thousand dollars. If you test
10 of those ideas, obviously you’re out several tens of thousands
of dollars. But let’s say you get a positive response from Idea
#11, and you invest another $20,000 into rolling it out big—
and it’s a phenomenal hit that earns you $1,000,000 in a few
months. All of a sudden, you’re not down $50,000; you’re up
$950,000. Better yet, the promotion will probably go on to make
you even more money; and even after it peters out, you can reuse
its very best elements in future tests and promotions.
Can you see how simple this is? Yet most people just don’t
understand this concept! Most marketers are afraid to test new
ideas because they’re scared of losing money. I’m telling you
to do the exact opposite of what those people do. Now, you
don’t want to spend money frivolously or break the company on a
loony idea, because that’s just stupid. But you can hedge your
bets and still make a mint if you test small but aggressively, to
a limited list of your very best customers. Those people already
like you, trust you, and want to do more business with you.
Because of that, they’ll buy products and services that nobody
else will buy. So really, you’re likely to recover your expenses
even if something is otherwise a flop. Of course, if even they
don’t buy the item, run away from the idea as fast as you can!
Once you’ve tested a group of ideas to this small group, take

the very best promotions—the ones that made you lots more
money than you spent—and roll those ideas out to the rest of
your customer base. If a particular idea still makes you big
profits, begin promoting the offer to people who have never done
business with you before as part of your new customer
acquisition program.
In this way, your best customers become a risk-free

testing ground. Keep testing your new promotions to that select
list of your best customers, and you’ll rarely have to worry about
losing a single penny. I’ve been doing this for over two decades
now; during that time, we’ve made hundreds of individual test
offers to our best customers, and we’ve lost money on only a
RULE TWENTY FIVE: Take Enormous Risks—and Play It Safe at the Same Time 139
handful. That’s a few small losses versus hundreds of gains,
plus a few cases where we at least broke even.
Because our primary marketing method is direct mail, one of

our formulas is very simple: we use Two-Step Marketing (which
I’ve outlined previously) and try to achieve $1 million a month in
sales. We seek to get a 5% response on our initial offer, and
then a 5% conversion on follow-up, with an average sale of
$2,500. We call this a 5 and 5. To achieve our million-dollar
monthly goal, we have to send out 40,000 direct mail pieces
every week.
Basically, we have to generate 2,000 leads every week from

those 40,000 pieces of mail. Out of those 2,000 leads, we want
to convert 5%—100 leads—to sales at an average of $2,500
each. That comes to $250,000 per week; four times that is our
monthly million. Simple enough, right? It all boils down to
converting just one-quarter of one percent of all our prospects
to sales.
Now comes the burning question: “What assumptions must

prove true for the promotion to achieve this goal?” We know we
can mail 40,000 direct mail pieces a week to our market;
that’s a certainty. Our market is enormous, and we have the best
possible sources of mailing lists. These consist of people who
haven’t yet done business with us, but who have proven that
they’re serious about making more money by inquiring about or
purchasing a low-cost business opportunity from one of our
competitors.
That takes care of Step #1 of our plan. Step #2 is asking

ourselves, “What do we have to do to get 5% of those people
to respond to our initial offer?” and then implementing our
best answers. In Step #3, we ask, “What do we have to do to
get 5% of those people to give us an average of $2,500 for the
initial combination of products and services we’re trying to
sell them?” All those questions have to be answered to the best
of our ability before we begin testing.
So it starts with a series of assumptions that we make

about our prospects; some would call this a business or
marketing plan. We then attempt to prove that those
assumptions are true in every way. We’ve been doing this for
over two decades now, so it gets easier and easier; we know
which products, services, and promotions have made us the most
money in the past, so we have plenty of historical references to
work from. In addition, we constantly keep an eye on the
market to see what’s making the most money for other
companies. We itemize that data, studying it to see which of our
competitors’ ideas we can incorporate into our own marketing
plans. Then we prepare the best possible strategy based on
that research.
I spend a lot of time brainstorming all this with my key

staff members, including my marketing director, my general
manager, my sales manager, and his sales team. We throw our
best ideas on the table and go back and forth, talking about all the
various ways we can, first, develop promotions that will cause
5% of our prospects to respond to our initial step; and, second,
create something so powerful that at least 5% of those people will
willingly pay $2,500 for our initial product or service. This
formula generates ideas that we might not otherwise have
considered if we didn’t use the formula.
Ultimately, we have to ask ourselves, “What’s it going to

take every week to get 100 brand new customers to give us
RULE TWENTY FIVE: Take Enormous Risks—and Play It Safe at the Same Time 141
$2500 as fast as possible?” Since these people don’t know or
trust us, that’s a huge challenge. Of course, the definition of a
“challenge” is some difficulty in a job that’s stimulating to the
people engaged in it. So we try to make it fun, and look at it as
something to run towards, rather than a problem to run
away from.
Needless to say, none of this is easy. It takes a lot of work,

and we have to be very careful about the ideas we put into play.
But it’s worth the time and effort. Start with the very best plan
you can develop. Then test as many variations as possible as fast
and inexpensively as possible. Study your numbers, pick out
the biggest winners, and roll out only with those. If you do
that, you can lose money on 90-95% your ideas, and still make
millions of dollars.
Clearly, this is one of the most powerful marketing

principles ever. You don’t have to worry about losing money
when you take a chance, because you’re not gambling
everything at once. This helps you separate the diamonds from
all that mud and stone you encounter as you mine for success, and
you also get the occasional ruby or emerald, or even a garnet or
two—the ideas that do fairly well but don’t hit the ball out of the
park. All that’s part of the success process, too.
Remember: all it takes is one big winner out of a whole stack

of “losers” to succeed in the long run. Not only does this let you
take enormous risks and still play it safe at the same time, you
can lose money on most efforts and still rollout to mega-
wealth. Think of the enormous power this gives you, and
implement this strategy at once!
GOLDEN RULE TWENTY SIX:
Four Easy Pieces

It takes just four easy steps to build a marketing system that
automatically generates huge, never-ending profits—an endless
flow of automatic cash. The goal of every good marketing system
you develop should be to:
1. Pinpoint the type of prospect most likely to become your

best customer;
2. Develop a sales message designed to attract only that

type of person;
3. Create a series of steps to attract and convert many of

those people; and
4. Implement a series of steps to resell to those people

again and again.
That’s it: just four steps, each requiring specific thoughts and
actions. All your effort is directed toward building the marketing
system, and then hiring other people to maintain it and keep it
running smoothly. When you do this the correct way, these
four steps build a marketing system that generates massive
amounts of cash. It’s the next best thing to a free ATM that
cranks out all of the money you want and need.
Let’s look closer at STEP #1. Who is most likely to become

your very best customer? Whenever I meet one of my best
existing customers at an event, I ask them, “Where do I find
143
another thousand people just like you?” I say it as a joke and they
laugh and I laugh—but the truth is, it’s not a joke to me at all. I
really do want to find another 1,000, 10,000, or better yet,
100,000 people just like them. And so do you! If you already
have an established customer base of people who know you,
like you, and trust you based on the business you’ve done
with them before, your first question must always be, “How
do I find more of those people?”
Start by determining the common denominators those

people share. We’ve been over these questions before: What
things are most important to them? What are they searching for
the most? What causes them to buy your products and services?
Why have they done so much business with you in the past? Why
have they done business with your biggest competitors? What are
they searching for the most that they’re finding the least? What
causes them to re-buy as much as they do? These are questions
that lead to answers that lead to better questions that lead to
better answers. So start digging deeper.
You’ve got to be willing to endure some real confusion and

frustration to get behind the eyeballs of these people, and figure
out what makes them tick. What’s most important to them? What
frustrates them? What are their biggest problems and challenges?
What are their greatest fears, failures and frustrations? How can
you be the golden solution to all their biggest problems? These
are also great questions to ask—and again, realize that the first
answers you get won’t be the best. You have to keep asking and
answering to dig as deeply as possible, so you can come up
with your biggest breakthrough answers.
The first step, then, continues for as long as you serve that
particular marketplace. You’re going to keep asking the above
questions and more: who is most likely to become your very
best customer, and what can you give them that none of your
competitors can? What can you do that will blow them away?
What can you do that will shock them? What’s bold and different
and provides extreme value to them? Take your very best
answers and use them to implement Step #2.
STEP #2 is to develop the very best sales message you

can. Try to focus on your perfect customer and develop
promotions around them, knowing that you want to attract and
retain the maximum number of people who are just like them.
You can pick a real person, or create a composite that you then
give a name to. Obviously, your very best sales messages are
those that have the most appeal to them, things that will cut
through their built-up sales resistance and the clutter of noise
from other marketers.
In order to do Step #2 well, you have to know and

understand your marketplace in the most intimate sort of
way. In order to do that, you have to become an avid student of
your marketplace, including your competitors and all the
products, services, and promotions that are making them the most
money. This also requires a deep analysis of the people you’re
trying to sell to.
STEP #3 is to create a series of steps that attract the

largest number of those people and get the highest possible
percentage to buy from you right now. This requires a system
of steps because the average prospect is extremely skeptical. On
one hand, they sincerely desire the main benefits your product/
service line provides; but on the other, you have to win their
trust before they buy. If you’re selling a combination of
products and services for $5,000, for example, it’s very hard to
RULE TWENTY SIX: Four Easy Pieces 145

make a sale in one step. It usually requires a series of smaller
steps or sales before they trust you enough to give you $5,000.
Accomplishing this involves a process of winning their hearts,
and fully educating them on the extreme value of your
products and services.
If you don’t know how to build a multi-step marketing

system, my best advice is to get on the mailing lists of as many
companies as possible who are using powerful multi-step
marketing systems, and buy products and services from them.
Spending money to make more money has always been a
classic business strategy, and in this case it helps you develop
your marketing models by emulating the most aggressive
marketers in the field—those who are doing the best jobs at
building turnkey marketing systems that convert the largest
percentage of prospects to sales.
All you have to do is become one of their prospects. Inquire

about or purchase the first step of their marketing system, and
then hold out and don’t buy for as long as possible—ideally, until
they give up on you, which will take a while. Closely observe the
steps they use to try to make that initial big sale. This allows
you to legally, morally, and ethically spy on them. This works
not just for those you compete with directly, but also with indirect
competitors—because a good marketing system can be
adapted to any market. Once you’ve observed the marketing
systems of companies who have mastered the art and science of
marketing, you’ll have clues about how to develop your own.
STEP #4 is to create a system that makes it simple and

easy to resell to existing customers for the longest period of
time possible. All the money you want and need is out there
right now in your marketplace, inhabiting the wallets, purses,
and credit lines of potentially millions of people, assuming
you’ve chosen the right marketplace. Your goal must be to get
as many of those people as you can to re-buy from you often
enough for enough profit per transaction and with the
maximum amount of efficiency. That’s how you make millions:
simple but by no means easy, like so many other things in this
field. But it does eventually become easier when you get good at
building complete marketing systems that do all the selling and
reselling for you.
Here at M.O.R.E., Inc., we have a weekly staff meeting

where we discuss the status of our current promotions and plan
new ones. Often our current promotions are working out
smoothly, so there’s no news to present. We then brainstorm ideas
for new promotions we can initially test to our house list,
spending 60-90 minutes at it. Every month, we come up with
two or three ideas we can all get excited about; these we test
to our established customers. If those ideas prove phenomenally
successful, we can test them to the greater marketplace of people
who haven’t done business with us yet.
Our list of established customers (a.k.a. our house list)

represents the bread-and-butter of our business. It keeps our
doors open, keeps the profits flowing in, and acts as the ultimate
proving ground for new products, services, or offers. So our
weekly meetings are themselves part of our system for
developing new front-end customer acquisition promotions.
They encourage us to strategize and then implement the ideas and
methods that ultimately become an important part of our overall
marketing system.
Think deeply about all four of these steps. Each offers its
own set of unique challenges, and that’s definitely how you
RULE TWENTY SIX: Four Easy Pieces 147

should think of this. None of these issues are problems you run
from; they’re challenges you run toward, that you find
interesting and exciting, that engage you, that can be
enormously profitable. All this can be systematized to bring you
massive sales and profits on a consistent basis. Once you build
the marketing system, all you have to do is find the most capable
people you can to run it for you. Do that, and a fortune can come
pouring in without you having to lift a finger.
At that point, you’ll have the freedom and flexibility to

spend your time developing new marketing systems. You
become like one of those plate spinners you’ve seen on TV. A
good plate spinner can have as many as 10-15 plates spinning at
once; once they’re up and running, it takes very little effort to walk
up and down that line, maintaining their spin. That’s a good visual
analogy, I think, of how you can have multiple marketing
systems that keep producing sales and profits and require very
little effort on your part to keep them rolling along.
GOLDEN RULE TWENTY SEVEN:
The Marketing Two-Step

In this chapter, I’ll tell you all about a little-known two-step
marketing approach that lets you create new products and
services that sell like hotcakes on a cold winter morning. It’s
simple enough: In Step #1, you make specific types of promises
in your front-end lead generation promotion; in Step #2, you
scramble to fill those promises on the back end.
Your initial promises must be:
1. Big
2. Bold
3. Revolutionary
4. Unique
5. Exciting
6. New or new-sounding
All those things must apply. And again, it all comes down to
knowing what’s most important to your best prospects and
customers. Now, the thing is, we talk a lot about the key to
success being as simple as giving people what they want. A
“want” is simply an unfulfilled desire, still seeking fulfillment.
In order for you to use this approach to developing profitable
149
products and services, you have to start by asking and
answering some very deep questions, such as: What are the five
things that are most important to the best prospects in my market,
and why? What are they searching for when they purchase and
repurchase the types of products and services you sell? What
benefits excite and interest them the most? What are their biggest
problems and challenges? What would it take to solve those
problems once and for all? Once you come up with a list of as
many answers as possible, the items on your list will lead you to
the most revolutionary products and services you can invent—
the kinds of things your best prospects will go crazy over.
If you’ve been in business for a while, another great question

for you to ask yourself is, “What products and services have
sold the very best for us in the past, and why?” Really get to the
heart of the matter. Your job is to dig deeper than any of your
competitors are digging, and to think about all this in a much more
serious way than they do. Spend more time and effort asking and
answering these very difficult questions. To the degree that you do
this, you’ll get your breakthrough answers that can lead to massive
profits—and that’s the key to implementing this strategy.
You must think like a politician who desperately wants to get

elected. In the first step, you make bold promises to the people
you want to vote for you, and in the second you actually do what
very few politicians ever do: you seek a way to carry out those
promises. This can be extremely challenging, requiring a
tremendous investment of time, work, energy, effort and money
to accomplish. Yet the payoff can be huge.
Your big, bold, exciting promises must be woven into the

very fabric of your lead generation sales materials, so they will
compel the very best prospects to take an initial action that will
lead to them taking a bigger action. In other words, you want
them buy from you the first time and then re-buy again and again.
Because those promises must be centered around things that
are important to them, you do have to dig much deeper than
most of your competitors are willing to do. You have to ask
yourself those hard questions that they refuse to ask.
Keep the rewards firmly in mind as you move forward.

In fact, fall in love with the game of marketing and innovation;
when you do that, you’ll gain a tremendous amount of
satisfaction and personal fulfillment, as well as money. To me,
asking and answering the questions I’ve just given you and then
developing the products and services that fulfill on my big
promises is the most exciting game on Earth. It’s creative,
challenging, and extremely rewarding, both personally and
financially. I hope you can catch that vision.
Let’s take a look at a few examples of how we’re using this

two-step approach at M.O.R.E., Inc. on a daily basis. We sell
business opportunities. We have literally thousands of
competitors who offer a wide variety of products, services, and
opportunities to our marketplace. The good news is that there’s
plenty of room in the marketplace, give the millions of
prospective buyers searching for a powerful and proven low-
cost way to become financially independent.
The bad news is that we do have thousands of

competitors, many of whom have advantages that we don’t. Some
outweigh us when it comes to resources; others are much smaller,
so they have very little in the way of infrastructure, and can make
excellent profits with poor percentages of response. Another
problem is that all these competitors are trying to outshout to each
other, and they’re all coming up with bigger and bolder promises.
RULE TWENTY SEVEN: The Marketing Two-Step 151

Each of our competitors tries to “out-promise” the others—and
some of the claims we compete against are insane.
In order to succeed in this highly competitive

marketplace, we’re forced to use Step #1 very aggressively
ourselves. We have to create the most revolutionary promises
possible in order to attract the interest of our market’s best
prospects. We have to offer moneymaking opportunities that seem
totally new, fresh, and exciting. We must back our promises
with as much proof as we can develop, so we can convince
people that what we have for them is real, and lives up to all
our promises.
That forces us to constantly push the envelope, testing as

many different ideas as possible as fast as we can to determine
which will be the best received in our market. It forces us to
keep using proven marketing models that have worked well
for us in the past. In other words, we continue to re-run
variations of the same promotions that have been successful
before. We constantly look for new ways to reinvent them; that’s
the ultimate shortcut to quickly developing promotions that seem
“new” and “different” and yet contain all the elements that have
generated the most profits for us in the past. After all, people
want a taste of the familiar along with the new.
In most cases, we can easily slot new products, services and

ideas into existing models, while still giving our prospects the
appearance of something revolutionary.
Every low-cost business opportunity we promote has

three common components:
• A product or service.
• A cutting-edge system designed to automatically sell the
product or service.
• The actual fulfillment of our marketing system and the

materials that make it simple and easy for customers to
use, or to prove to themselves that this opportunity is
everything that we promised it was and more.
Within those three common denominators are hundreds

of available choices. Over the years, we’ve tested so many
different ideas that we have a working model that allows us to
quickly and easily develop and then sell new moneymaking
opportunities.
Nowadays, in Step #1 we use lead generation sales

materials that make promises that are attractive to our
marketplace. Most of those sales materials are for an advertising
and management service we sell. Over the years, we’ve developed
many different advertising and management services, but they all
have the same basic features built into them. Therefore, we can
make the same basic promises in the first step; so we continue
to use the same basic sales materials year after year. We’re
constantly looking for products and services that will get our
customers super-excited, items that are bold and different that we
can then incorporate into our overall marketing model.
Our goal for many years has been to systematize all this,
so we can keep speeding up the process of testing ideas and
implementing the best results. Because we continue to add new
twists to the same promotions over and over again, we can
develop very elaborate and effective two-step marketing systems
that do an effective job with both steps. Reusing proven
marketing models offers you tremendous leverage; this is a

wonderful shortcut to greater profits.
Here’s what I mean: the first time you develop a complete

two-step marketing system, it may take you hundreds or even
thousands of person hours; but every time you reuse it, you
shorten that time dramatically. Eventually, it might take you
just a few dozen hours to develop and market a new product.
We’ve even had some rare promotions where we’ve started
marketing a new product in a day or two. It’s not easy to do, but
it’s possible if you have plenty of experience and resources
(especially in the form of earlier promotions) to draw upon. This
can be a tremendously effective 1-2 power punch.
So constantly look for the biggest, boldest promises you

can make to your best prospects. Dig as deep as you can into all
the biggest reasons why people buy what you sell. Remember,
good marketing is psychology and math; that’s all it is. The
psychology is where you get behind their eyeballs; you become
them, you learn to think like them, you get inside their heads and
hearts. You try to experience what they’re experiencing.
For example: because I know that many of my best prospects

and customers are constantly searching for new ways to make
money, I take entire days where I do nothing but go on the
Internet and look at hundreds of competitor websites,
pretending I’m a prospective buyer. I fill out their
questionnaires and surveys, I send for the free items they’re
offering, and I read all the hype they’re publishing. I examine
their wild and crazy promises, and I watch their videos.
After only a few hours of doing this, I’ll be so frustrated and

confused that it’s painful. I experience the emotional suffering
that my best customers are also experiencing, living my life
through their eyes. At that point, I’ll stop and meditate on
what I’ve seen. I’ll think it all through, and end up
understanding them in a much deeper way. I internalized the
problems that they go through in their quest for the very best
moneymaking opportunities.
There are two basic kinds of knowledge: knowing

something in your head, and knowing it in your heart. The
best way is to know it in your heart. When you can do that, you
become your best customer. You think as they think; you
experience the same problems and frustrations they
experience. If you do this enough, your understanding of the
people in your marketplace will become much deeper. Only then
can you really know what kinds of promises you have to make
to set yourself apart from your competitors.
There’s no way you can ever differentiate yourself from

your competitors unless and until you thoroughly understand
every aspect of your marketplace, including:
• Who your competitors are.
• The promises they’re making to try to attract the same

prospects as you.
• What they’re doing right.
• What they’re doing wrong.
• The common denominators all of them seem to be using.
That last point is essential, because the more you study

your market, the more you’ll see that many of your
competitors are simply following the follower. They’re all

making the same tired, worn-out promises. They refuse to do any
fresh, creative thinking.
Only when you pretend that you’re a prospective buyer

searching for the very best products and services in the
marketplace, surfing hundreds of websites and sending away for a
wide variety of information on every available choice you have,
only when you’ve talked to a lot of sales reps and followed up on
all those low-cost and no-cost information packages, only when
you’re seriously trying to put yourself in your customers’
place by weighing out all this evidence very carefully—only
then can you truly understand what you have to do to
separate yourself from your competition, and which promises
you have to make to cut through the clutter rampant in your
marketplace. You’ll also become very confused and frustrated
during this process—just like your prospects. So be forewarned!
There will be times when you’ll be pulling out your hair

(which is why I have very little nowadays!). You have to go in
with your eyes wide open, knowing that you’ll experience plenty
of confusion and frustration. But realize that it’s all part of the
price you must pay to develop your breakthrough ideas. Only by
subjecting yourself to a tremendous number of ideas can you
know which of your ideas are better than all the others, which
of your competitors do the best job of serving your prospects,
and which are making the biggest mistakes. And don’t just
limit yourself to your specific niche; be sure to evaluate the
general marketplace as well, those other companies selling
products or services that are completely unrelated to yours but
which serve the same basic marketplace. Try to determine what
they’re doing right or wrong, too.
On top of that, look at the very best marketers in every
market. Study those who seem to be doing the most effective
jobs at creating promises that persuade people to give them their
money. There are so many sharp marketers out there nowadays,
especially as the marketplace becomes overly competitive and
over-saturated. That forces the very best to rise to the top. The
more you study them, with the intention of learning everything
you can, the better off you’ll be in terms of inventing and
implementing revolutionary marketing concepts and methods—
because you’ll be able to fuse their ideas with yours to create
something altogether new.
Become a serious student of marketing. Study the

broader market, not just your niche, for ideas and methods
that you can use to cross-fertilize your own. The more you do
this, the more common denominators you’ll discover—common
denominators that other people can’t see. You’ll also be able to
spot those rare individuals and companies who are a cut above all
the others, and who are already using these methods and
strategies I’ve outlined here. Once you can see who your real
competitors are, and what they’re doing to succeed, you’ll
have a terrific edge over all your competitors.
So think deeply about this two-step approach to marketing.

On the surface, it seems simple, and even easy: just make big,
bold promises (Step #1), and then find every way you can to
develop products and services that fulfill on those promises (Step
#2). And while it is in fact simple, in the sense that all great
things are, it’s not necessarily easy. I recommend that you view
it as the ultimate challenge, the greatest game on Earth.
Actually learn to enjoy it, and you’ll become like the mad scientist
who works joyfully in the lab all day long, trying to discover that
revolutionary breakthrough that catapults you to the top of your
marketplace, making you massive sums of money for life!

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The Golden Rules

Select Secrets for Winning at

He Who Has the Gold...

Well, with this book, you’ve got an opportunity to learn

If you’ve deliberately purchased this book or received it as a

By now, you’ve probably wondering: Who is this guy,

We had our setbacks and difficulties along the way, sure

Intrigued? Then turn to Chapter 1, and let’s get started!

How to Make More Money by

But for those of us who haven’t quite made it there yet,

2. You can get customers to keep coming back to spend

3. You can get your customers to give you more money

But acquiring a new customer is like pedaling a bike up a

Now, of course you’ll have to conquer some hills before you

New customer acquisition is a necessary evil for your

You can see this easily in the restaurant business. Think of a

The same thing works for almost all businesses in every

If you’re not in a business where you have a product or

RILE ONE: How ro Make More Money by Doing Less Work 9

That brings me to my next point, which is the fact that there

And here’s another point to ponder: your best customers

Your customer base is your meal ticket for life, as long as

Create a mailing list of all of your best customers, and

Focus on the first two groups, spending more of your time

RILE ONE: How ro Make More Money by Doing Less Work 11

You might say, “Well, where am I going to come up with all

We strive to do 12-20 major promotions to our customer

If you focus on those two areas and maintain a new

Here’s another way to sell more products and services to

Eileen promotes her events through social media: she’s on

RILE ONE: How ro Make More Money by Doing Less Work 13

And because Eileen always sends out a notice to the local

Never underestimate the power of altruism. Sometimes

So if you’re worried about marketing too aggressively to

Make an effort to spend more time with your customers,

Write down those three main business-building methods

RILE ONE:How ro Make More Money by Doing Less Work 15

Why You Must Be Lazy to

Many small business owners try to do everything

First, you have to learn to focus. Second, you have to

CREATING NEW SALES MATERIAL. A significant

STRATEGIZING is our fourth crucial activity. I

By focusing on those four areas every day and letting

This simple practice has been worth millions of dollars in

That’s when I stepped in as President and CEO of our

RILE TWO: Why You Must Be Lazy to Make Real Money 19

That management team consists of Chris Lakey and my

Those highly talented people, as well as a select group of

Either write that down, or print it and hang it up on your wall

How to Get More People to Give

You see, people often buy for unconscious reasons they

Start by writing down a list of the things your best

Now, let’s be honest: the main reason we held that first

Nowadays, we intimately know what our customers are

But we’re taking mental notes that we later transfer to paper.

So if you really want to maximize your profits, devote plenty

• What are they searching for the most?

• Why are they really buying what they’re buying?

• What’s the #1 one benefit they receive by giving me their

• What makes them excited about what they buy from my