Home: Authors: kent s

Scarcity is one of the marketing world’s favorite tactics; you see it used in all types of media, from radio and TV to print and direct mail. An offer that uses scarcity quickly makes it clear that there’s either a limited quantity of the product or service, or it’s only available for a limited time.

Any good biz opp system should be automated—that is, it ought to do everything for you. I’ve already talked about this somewhat in Chapter 12, but it’s well worth repeating here.

Emotion, especially pain, is one of the very best ways to rouse your prospects and get them to buy your products. While it would be nice to pretend otherwise, most of the people in the world aren’t like you.

Time is a crucial element in any business opportunity. By failing to allocate your time properly, you’ll waste time on things that don’t matter, dooming your business from the very start.

Here’s a great question: who would you be if no one told you who you should be, or what you could or couldn’t do?

All smart marketers practice offer risk reversal, because they know it helps bond the customer to them. At its most basic, risk reversal is a promise that you’ll be there for them after the sale, and that if something goes wrong, they can return your product and get their money back.

It’s been said that when opportunity knocks, we often don’t recognize it because it’s disguised as hard work. Nowhere is that more true than in the process of uncovering and investigating a new business opportunity.

Like any other aspect of human interaction, the business world has its share of myths. One myth in particular seems to pervade it at all levels, from the rarified heights of people like Warren Buffet, Bill Gates, and Donald Trump right on down to the little Mom and Pop stores that are barely scraping by. Many of us call it “The Myth of the Entrepreneurial Hero.”

In a sense, the concept of having other people do the work that you can’t economically do brings this book full-circle. I first mentioned delegation and outsourcing near the end of Chapter 1, as a component of working on your business, rather than in it; and here, at the end of the book’s last chapter, I’ve returned to take a closer look at the concept.

You know what just amazes me? All the excuses people have for not being financially successful. If they’re not blaming someone else for their troubles, they’re blaming the environment: their general circumstances, the economic downturn, the alignment of the stars, even the weather.