MY NOTE TAKING NERD “Giving You The Edge”

What My Note Taking Nerd Learned From The Bill Glazer & Paul Hartunian

Speakers Business Seminar

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Great Meta-Note: Paul starts out by asking people to put aside anything they've learned or that they think they know about this area. Very powerful tactic, because it means that they can't train you as wrong.

Specific language: “If you've never learned anything about ‘x’, that’s the perfect place to be right now, because there is nothing that we have to put aside, nothing that you have to unlearn. If you have read any books or taken courses or experimented on your own with ‘x’ then for the next two days I want you to put that aside while you learn this complete method of ‘x’ because what I'm going to show you will often be contrary to what you’ve heard or learned before. But don't worry, because I'm going to give you proof with every contrary element that I bring up so that by the end of this week end you’re going to say to your self: "You know, what Sean said makes a lot more sense than what I learned before." For example, on the topic of long copy versus short copy I've read a lot of the same books that you've read, I’ve done a lot of the same courses that you’ve dons and I know what they'resaying. They're saying, “Keep it short, people won't pay attention, make sure you have professional graphics.” What I'm going to tell you is contrary to that but by the time I'm done, you will have no doubt that that conventional wisdom is completely wrong and what I've told you is a much better approach.

Paul is adamant that you should not start preparing your talk by asking "what should I talk about?" Instead, you should begin by asking your self, "What are my products or services that I’m selling.” So you should always start by asking yourself, what am I offering for sale. What am I offering that at the end of this talk, my audience will feel compelled to buy?"

Paul’s speaking agreement is included in the course, but he says he doesn't believe in charging speaking fees so long as he has the ability to sell people from the front of the room. Speaking fees can be a barrier. Speaking for a percentage is always a much better deal if you can get it.

Great distinction: don't think about what you're selling the audience. Instead think about what you're offering the audience or what the audience wants to buy from you. Get away from the idea that you must be constantly pitching.

Paul's outline of a talk:

Number 1: start with a grabber.Number 2: tell them what you're going to talk about.Number 3: set down the rules and guidelines for the duration of your talk.Number 4: set down your credentials and your proof. People want to know who you are and why they should listen to you.Number 5: you're going to have a transition.Number 6: you are going to tell your story. Check that you're going to tell a story. Number 7: you're going to have another transition.

Number 8: you're going to close.

Think of this as just telling the audience what they'll be buying. Of course they've already

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decided they want more of you.

It's an old point, but always worth repeating: your audience does not care about you; your audience only cares about what you can do for them.

So when you're putting together a talk the most important words that come out of your mouth are the first words that you say. The second most important words that come out of your mouth are the last words that you say. Most people royally fuck up the first words that they say. Be sure you don't get caught in this trap. So how do you fuck up the opening? There are a few ways that are very common. For example, taking the time to thank your hosts and the organizers and helpers etc. You should certainly take the time to thank these people but not as the first thing that you do.

Mistake number 2: asking if everybody can hear you okay. Don't give people a chance to be a pain in the ass unless you really need to.

Mistake 3: starting out by saying something like "you'll have to forgive me…" Don't start by making excuses.

So, instead of making these mistakes, you need a grabber or a headline, something that immediately catches the attention of your audience and makes them decide to pay close attention to you.

Meta Note: you can very easily take a taped tele-seminar, taped copy of your talk and put a disclaimer at the start. So say "The following is a copy of a presentation that I did for a group of chiropractors. Even though you probably aren’t a chiropractor, the same principles apply to every business. Just replace the word chiropractor with your business and you will get a slew of marketing insights."

Use this statement "…and I'm going to prove it to you. I'm a fanatic for proof." And of course, make sure that you have some good proof to back it up. When you say something like that right off the bat it engages people's interest and it makes you seem much more confident and credible.

Some great phrases to use: "You'll probably notice that I'm talking fairly quickly and if you find that I'm talking too quickly, you’ll have to listen faster” and “I've got a lot of information that I want to give you over the next blank minutes, I want to fill you with information over the next blank minutes, so I'm going to be speaking quickly and not taking questions." Phrases like those are very powerful.

When you're giving a pre-prepared talk that's designed to sell, you very rarely want to encourage people in the audience to answer questions or give them control of the mic. The last thing that you want to is to give up control. You don't know what they're going to say.

Obviously this is very different in a high paid seminar environment if people are shelling out lots of money and you are "lifting the curtain," then you want to encourage the interaction, but from the strictly selling standpoint, you want to limit it.

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So we are into the "setting the rules" stage. Of course, you don't say to them "here are the rules." No, that would set up an antagonistic frame. Instead, you open by saying "just a few things before we get started to help me give you the most during this talk. Please turn off your cell phones and please hold any questions until the end. I'll be happy to stay for as long as it takes to answer each and every one of your questions, but I only have 90 minutes here and I want to pack it as full of information for you as I can, that you can take away and immediately put to use." This right from the start solves the problem of audience control and questions. At seminars and events Paul likes to separate himself from the product table when he's answering questions. He wants anybody with questions to be well away from the stampede of people buying.

So Paul likes to have some audiovisual component, but he cautions not to leave it up for too long. So, when using PowerPoints or transparencies, only have them up for a few seconds. The last thing that you want is for people to take their attention from you and give it to the visual component. They are good because they give the audience a little taste of what's coming, a small outline and they act as reminders to you of what to talk about. So even or especially when doing a tele-seminar, you can have a visual presentation for yourself to keep track and keep yourself on topic.

If you're at an event, the time to take down your slide is when most people have stopped writing. Don't leave it up until all of the stragglers have finished but give the majority time to take down the note.

Paul’s process for putting a talk together is roughly 4 steps. First, random idea generation. Just go through and put onto paper or screen every idea for the talk. Step two, give each idea a number that lets you know at what part of the talk it will be useful. In other words, which of the seven steps of a talk does this idea belong in. This is also the time to scrap any ideas that don't fit and go through and see if you've forgotten anything. Step three, take the time to sequence them properly for your talk and it make notes for any visuals, transparencies or PowerPoint slides that will be brought up at each point and then practice it once or twice, is the fourth and final step.

As a general rule don't ask the audience questions that you expect them to answer because if it takes a while and you're standing there, you look like an idiot, and you've lost the audience. If you feel the need to ask a question, make it a rhetorical question.

When you're putting together a talk 3 is the magic number. You want to talk to them about three things. So, in the opening step of telling them what you're going to tell them, you say something like this: "I'm going to do three things with you today. Number one, I'm going to tell you about blank in ways that you've never heard before. Number two, I'm going to tell you about some of the myths about blank that are probably costing you money.Number three, and then put in whatever number three is."

While it's true that you can't give too much proof, what you can do is take too much timegiving it. Ideally you want to give enough proof to make yourself credible and then say something like, "I got a giant stack here of the same type of things I’ve been showing you.

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If you'd like to look at it after my talk, you're more than welcome to, but for now I have to move on so that I can give you the most information in this time.”

So now we're going to look at transitions. These are vitally important to keep your talk flowing naturally. A transition that Paul uses of is this "... and you're welcome to come up after and look at this proof. So why aren't you doing this? Why aren't you in the top 2% of earners who also take the most vacation time? I'll tell you why you're not. You're not blank, because you've been led to believe certain things about blank that never were true." And then you can move into some of the myths.

The general tone of the transition is "I've shown you what's possible. So why aren't you taking advantage of it? I'll tell you why...." Notice that this is peaking interest as well as letting them off the hook. If it's not their fault, it's somebody else's fault, and now they can do something about it.

So you transition into your first story. Remember it's very important here that you're not just telling a story. Every word and every thing you say is driving them to the conclusion that they want more of what you're offering. Everything you say is pushing them further and further down that grease slide down that marketing and sales fall until the only thing that makes sense to them is to buy from you.

So after the story you need another transition before the close. The transition that Paul uses is giving 2 examples of how using the information that he has can help every area of your life. So not only will it make you more money, but it will save your family in times of disaster. It will let you do great good and it will let you one-up your neighbors. Then he says, "I'm running out of time here, so I want to leave you with some information about how you can run your own blank."

Contrast is very powerful in any talk that you're giving. Whenever you can contrast the incredibly lucky person who is giving you money with the poor schlep who wasn't smart enough to give you money and show how much the schlep’s life sucks and how great the client’s life is, that's a very powerful thing to do.

There is a fine distinction between bragging and proving. You can show them checks or talk about some of the great things that you do, but it must always be in the context of proving to them that what you do really works and that they can do it, otherwise, it's just bragging which they'll resent.

Remember while building your talk that the purpose is to create this marketing funnel or this path where they have to buy from you or where it just makes so much sense to buy from you. This doesn't mean start by crafting the close first. What it means is craft everything, every piece of your stories, your transitions, your proof to make buying from

you the only logical choice. Paul says that you may find you will find elements for your close while crafting your stories. He is of the belief that you will get a better close if you spend most of your time on everything else and then work any elements from there into your close. Obviously again keeping in mind that every part of your talk is leading to the close.

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It's well worth your time to transcribe your talk and go through it on a point-by-point basis and ask yourself, “does this relate to the audience or does it relate to me.” Remember it's not about you, it's about giving them hope.

Paul recommends having parts of your talk that you can jettison if necessary, but never from your close. So know what you can omit from your talk in case your time is limited for what ever reason and be sure that it's not going to majorly affect the complete message, which is of course you’re brilliant if you give me money.

Access to you is a great and powerful selling bonus. One of the ways that you can optimize and leverage this is through teleconferences and teleseminars that are only available to your clients or people who are using your product or service. Then you can tell them to get any questions they have to you and spend that teleconference answering them. For 90 minutes per month, you can give people access to you, and hence have a much more powerful selling position.

The Ron Legrand position: I’ve been accused of selling and I'm proud of that because if I chose not to sell there would be a lot less millionaires in this country because I chose not to sell. If it didn't sell, people wouldn't buy and then they wouldn't get this fantastic information.

Ron recommends getting your talk down cold, so you've got your 90 minute talk, and then going through it and taking out fifteen minutes. He says find the 15 minutes of stuff that needs to be very least and get rid of it because when you're actually doing the talking you will use up that extra time and the last thing you want to do is to go over or to take time out of your close. Bill adds that, if you do have extra time that gives you the ability to embellish your close or to spend more time on your close, so it's really a win-win situation. This kind of fits in with Paul’s point about knowing what material you can jettison if need be.

Be very careful and very confident in your close. The last thing that you want to do is to give the impression that you're not confident or comfortable or don't believe in what you're selling sell. So make sure that your close flows along the same as the rest of your talk.

Ron brings up a very simple but powerful point. If you get people to decide that they want to spend money with you, to buy from you, then the amount is almost irrelevant. 90% of the work is in convincing them to open their wallets. Once they've decided that then the amount is very much a formality. If they will pay $200 they will probably pay $500 as well. Price is a much more flexible than most people give it credit for.

It's very important to have triggers for yourself to remind you what you need to say in what order. Nobody who is sane would go on stage and try to do a 60 or 90 minute talkwithout certain triggers to ensure they don't leave anything out.

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the next bit of this course

Remember there are only three things that seminar promoters are looking for in a speaker:

Number 1: They can entertain the audience Number 2: they won't piss off the audience.Number 3: they can sell. Number 3 is obviously the most important of these. Nothing else really matters.

You don't need a video, a brochure, a publicity package etc. Keep those 3 things in mind when approaching promoters and that's all you have to keep in mind.

So Paul is going over some of the pieces of his speaking agreement. The first point that he makes is that it's very important to have this in writing and have it with you so that you can politely and tactfully but firmly, point out the written agreement on the day of the event if the promoter is asking for changes.

Some things to consider:

Number 1: Paul insists on having a break before and after his talk; before, so that he can set up, and after so that people can buy an immediately.Number 2: Paul absolutely refuses to speak after any happy hour.Number 3: the agreement should explicitly state the length of the talk.Number 4: Paul likes to have in his agreement that he can be in the room watching the previous speaker, the person who is leading into him so that there will be no hijacking. When possible, he likes to know who is speaking on what topic beforehand so that he can make any adjustments necessary

You want to be informed if there is any important topics in the industry that you're speaking to if there is anything significant that’s happened to somebody in the room, if there are any topic that they would like you to avoid etc. The more prepared you are, the more information you have about your audience, the better you can tailor your talk to them.

The above points didn't come from his speaking agreement, they came from thepreprogram questionnaire that he has the promoter fill out.

If you're speaking at an event you want to structure it so that the promoter is handling all of the sales and processing for 2 reasons: Number 1, they eat the 3% to credit card charge and number 2, it's far less likely that the people who bought from you will lodge a refund complaint against the event then they will against you personally.

This is important: make sure your agreement with the promoter states that they will process all of the credit card charges within 24 hours and immediately notify your office of any cards that did not go through. The reason for this is because you want to have

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exceptional customer service, you want to send out your product as soon as possible and if a credit card didn't go through, it's much harder to get authorization once they've already got your product.

If there is a continuity component to what you're selling, you may have to negotiate the split of that with the seminar promoter.

If you do a good closing percentage at the seminar, you may want to structure another joint venture with the seminar promoter to make an offer to those who didn't buy on the day. This can be important because it's unlikely that you will get the list of seminar attendees most promoters don't want to give that out.

Keep in mind, once you sell somebody in that room, they’re your customer, you get that name to put in your list and any other revenue generated doesn't have to be split.

Paul is adamant that payment plans are a bad decision. They are nothing but headaches and risk. Also if you have a payment plan, you still need to give the promoter his 50% of each sale up front, so it's even riskier when you're doing a profit split.

Bill disagrees with Paul's attitude on teaching during a talk. Bill says that he does like to teach during a talk, but he's very careful to "teach incomplete." This isn't so much a refutation of Paul's point but rather a different way to state it. Bill makes the same point. You can't give them an in depth, useful understanding of everything in 90 minutes. You can give them some ideas that they can use, but giving them enough to use completely will take much more time and effort, hence your product or service.

We're now going to look at Bill's formula to put together a talk that will let you sell from the platform. The notes for this in his booklet are in the "How to get rich in speaking” book.

Bills structure:

Number 1: you want to establish and maximize credibility. You can do this through an opening introduction by somebody else, you can do it within your talk and ideally you will be weaving it in all throughout your talk.

Number 2: you want to make a big promise. This is like Paul’s grabber.

Number 3: you want to give them more information than they can handle. The reason you want to do this is because you want their thinking to move towards "I need more." If you are repeating yourself and boring them even within a short talk, why would they feel need more? A good example of this is Bill's "Outrageous advertising that's outrageously effective" talk. In this talk he gives them 10 different types of direct response marketing. There's no way that they will remember all 10, so the logical conclusion is that they need more of him.

Number 4: you want to speak fast. Bill’s convinced that the faster you speak, the better your sales will be.

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Number 5: you need to deliver a great performance. For examples obviously look at Ron Legrand, Paul Hartunian, Dan Kennedy's million-dollar speech, Bill Glazer's. Look not attheir training material but at their carefully scripted 75 or 90-minute talks.

Number 6: you need to set up the sale with a clear need for your tools. You can do this by showing examples of things that are included in your system. Bill shows examples of flyers and advertisements.

Bill likes to use trial closes in his talks so after he's shown 9 or 10 advertising examples, he’ll ask "as anybody here seen anything that they could apply to their business?" Then he puts up his hand to signal them to do the same. This of course builds consistency but it also gives him a visual read of how much interest there is at that point in time.

You want to start your sale with success stories and testimonials. Throughout your talk, if you can sprinkle in some testimonials and success stories.

Remember a good testimonial can be an outcome base where they're talking about the great results they’ve had, but another good type of testimonial is one that overcomes objections. This is the "it was skeptical but..."

Just like in copywriting where you want to identify potential objections and overcome them in your copy, you want to do the same with your testimonials and stories in a talk.

Number 8: set up your sale with a lot of trial closes. For examples of this look at a Ted Thomas talk. Bill says that he won’t go into the close until he sees enough interest through his trial closes.

Number 9: set up the sale with a segway.

Number 10: present a package or packages. Remember Kennedy and his students are very much against cafeteria style selling. If people want to scratch their itch to buy, don't make it easy for them, don't sell them a $10 book when they would just as easily buy a $100 course or a $300 course. You can offer multiple packages but just be very careful that you don't give them a cheap option. Even your lowest priced package should be fairly hefty.

Number 11: you want to use an order form. Bill says that most people put far too little time in creating their order form (I'm guilty of this myself). The order form must be a compact salesperson for you. Make sure your total offer and risk reversal is repeated inyour order form.

Number 12: you want to build value far beyond the price. This doesn't just mean tacking on a high price tag to all of the components you're offering, it means actually taking the time to build the value in your presentation.

Number 13: include tools they need. This is the idea of not teaching them to fish, but just giving them the damn fish. Really build the idea that you're doing it for them. Remember, what people want is to wake up and have you hand them money. The closer you can get to

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this magic solution, the easier it will be to sell them.

Number 14: use premiums.

Number 15: use powerful guarantees and risk reversals.

Number 16: you want to give a precise direction. Tell them exactly what you want them to do and exactly what will happen when they do what you want them to. If you're speaking at an event, if you can help it, don't get positioned right before lunch or dinner, because it's a very important that they have time to buy your stuff and aren't being rushed to a meal or to something else.

So it should be no surprise that Bill favors trying to create your business in such a way that eventually you are not required to speak to generate large amounts of income. He says if you are required to speak to generate income, you are merely high-priced manual labor. You want to set up your business so that it has leverage so that money comes in whether or not you are working.

When cultivated properly a client generated from speaking will spend 10 times as muchwith you as their initial transaction. This is true about 20% of the time. About 10% of customers from speaking will stay with you forever and continue giving you money forever. So long as you continue to create new products or service opportunities.

Glazers formula for success in speaking:

Number 1: recognize speaking for what it is; just another media. It's a good medium, but it's one of many that is designed to acquire customers. Number 2: speak to sell in order to acquire customers. Number 3: focus everything you do on sustaining the size and quality of your Membership.Number 4: develop paid and renewable products and services for your customer base. Number 5: as your customer base grows be prolific in creating or finding new products to offer.

In Glazer’s notes for this, he’s got a little write up of each of the back-end revenue streams, so I'll only take notes on any that seem particularly interesting.

Books can be useful if they're a part of a larger marketing strategy. Remember, don't have a book just to have a book. Tie into it generating asses-in-seats at speaking events, some personal consulting time, some coupons off for your more expensive products etc. If you use it like that, then it can be a powerful customer acquisition tool. Another use for your book is to pad packages. So if you're selling $1000 package, you can throw your book in to give it a little more bulk.

Interestingly, Glazer looks at the newsletter as the foundation of the Glazer-Kennedybusiness. He says it's the best way to develop and sustain a relationship with your customer base and a great way to nurture them to continually buy from you.

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In your newsletters, the less you sell, the more you enhance the relationship. So think carefully about how much and what you want to be selling in your newsletters. As usual,there is going to be a trade-off.

Another point on newsletters: off-line is infinitely more valuable than online. Glazer contends it's not worth doing a strictly online newsletter.

If you're doing a monthly teleseminar for fee, then it's very important that you send everybody a CD of the call because about 50% of the people won't make it and if you'retaking their money then they'd better feel like they’re getting the content.

Including Q &A will significantly help you sell the calls. So if you're charging money, give people the opportunity to ask you questions live. A lot of people will pay just to ask you questions.

If you're doing an extended teleconference or teleseminar training then make sure each module is independent of the others. The last thing that you want to do is create a 6-month program that people can't easily come into after the first month. This will dramatically decrease your total sales. By making each module completely independent, you can have people entering the program all the time. Even if you think you have to do a sequential referenced program, do some work, it's well worth it to create independent modules.

The alternate module here is to use canned teleseminars so that everybody is doing it in the same order. Much less powerful because you take out the live Q & A portion.

Consulting is another back end from speaking. When you're speaking the podium effect kicks in, and there will be a number of people who attribute expertise to you and who want to pay you to do consulting with them. You can either deliver this your self or have somebody else take care of the consulting. There are going to be problems with handoffs here, so it's best to be clear when going in, in my opinion.

There are a ton of different coaching and consulting formats and methods available. The important thing for this course is just to know that when you speak and when you speak well at events you will get the halo effect and the podium effect, so if you want, be ready to take advantage of those.

If you are going to buy a license to sell somebody else's product make sure the license also includes the proven marketing and sales letters that go along with that product. Glazer is not a fan of licensing his material; he is a fan of a getting licenses to sell other people's material.

One of the perks of a gold plus membership in the Glazer-Kennedy program is 50% off all events. This serves 2 purposes: One, it makes it a much easier sell for gold plus, because if they were planning on coming to even one event, in most cases this savings are greater than the gold plus membership; and number two, it can increase attendance at events. Bill warns not to give away events for free, as an inducement to join a level of a program. The only time he violates this is his $10,000 per year mastermind group, which gets to go to the super

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conference for free.

So Ron says it very first thing you need is the grabber. Next, you need to impress them. So first you have to get their attention with your elevator speech or your grabber or whatever you want to call it, then you need to give them a compelling reason to listen to you and to trust you. So you have to answer the "who the hell is this guy?" question.

Ron's list of things a good speech should contain:

Number 1: tell your story. You need to have a story. Work on your story until you've got one that works and then tell it over and over again. You're going to get sick of it quickly, the market won’t. If you don't have a story then people can relate to you. The worse your story is, the more painful it is the better, the more they can relate to you according toRon. People want to see people speaking, not icons, not perfect gurus, they want real people.

Number 2: you have to tell them what you're going to cover. Ideally you should be able to do this in one sentence.

Number 3: humor. You have to include humor in your speech. Almost everybody hates boring, dry speeches.

Number 4: case studies and testimonials. Don't ever do a talk without case studies or testimonials.

Number 5: you new need proof or evidence. Be clearer the evidence or proof that you show the better you're going to do at convincing or selling them. Remember people aren't going to take your word for anything. You must prove everything.

Number 6: when doing a talk at an event make sure you have good visuals. Includephotographs, have a picture of you and your family and a dog. Build trust.

Number 7: have interesting and relevant content.

Number 8: Have a powerful close. Remember the whole purpose of your talk is to naturally lead them to the close. When you are building your close, make sure you highlight the strongest benefits and features of your product or service. Don't tell them everything you do, it’s too time consuming and boring. Instead if you want to give them enough to make them want to buy.

Ron recommends adding additional meat in your close and humor in your close. The last thing you want is to have 10 or 15 minutes that just feel like a pitch. If you can make it entertaining and add in additional information while you're closing, then you will retain more attention from your audience and increase your closing percentages. Your close must include an irresistible offer and a sense of urgency. If you don't have these you're wasting your time.

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Ron really likes to get some audience reactions. So he's not giving them mics, but he asks them to yell out or to affirm that they understand or agree, because if you don't, then there's an even greater chance that they're tuning you out and falling asleep. No matter how good you are as a speaker your audience is only going to get about 10% or so of what you're saying so the more you can do to get them involved, the more likely you are to sell them. Remember just because you're saying it doesn't mean that they're getting it.

You need to justify the cost preferably a few different ways. Use apples-to-oranges comparisons to make the cost that you're charging seem trivial.

Don't drag out your close. When Ron does a close on a 90 minute talk, the close is about 12 minutes. That can seem like forever if you're boring or if the audience is not interested. Ron says if any part of your talk should be scripted, it's the close. He is not an advocate of tightly scripting his whole talk. He is an advocate of scripting your close.

One of the easiest ways to create an irresistible offer is to stack it high. If you're selling a product include a lot of bonuses with it. The only trick here is that you must let them know it's a bonus. Make sure you're very clear that this material does not come with the package. The rule for bonuses: if you can't sell it, don't give it away. The only things that should be in the bonus are things that they would normally be willing to pay for.

Ron says the first thing he looks at when creating a talk or a sales letter is the offer. What is he trying to sell? Then he looks at what bonuses he can add to make it an irresistible offer. Then he moves on to write the sales letter. Sense of urgency is absolutely crucial. Don't give people time to think about it, they've got a lot to think about already.

A great tactic to create urgency at an event is to have the promoter stop you in the middle of your close at a prearranged spot and say something like "Shawn stop, these guys here

are a very special group. I think you should do something special for them. Take $500 off the price of the package and take it off my end." Obviously it's not coming off their end, its either getting split or you’ve raised the price before you went there or whatever, but it's a very powerful tactic to get people to respond immediately when they might not otherwise.

When you create special offers for people to drive up urgency, you have to actually have something in there that they can't get elsewhere. So if you tell them that you'll give them bonus ‘x’ only for the time you're there, then you can't go and offer the same thing and the same bonus on your website for anybody to get. You actually do have to give them a for real time sensitive limited offer. That's not to say that you can't create other offers later or on your website or in your catalog, but don't make it the same offer.

It's very tempting to give people the deal when they come to you later, but if you do it, you've shown you are a liar and you’ve shown them that they can't trust your offers. So, be firm with that.

Tape-record every speech you do so that you can review it afterwards. It will make you sick, but you have do it if you want to get rid of the ‘umms’ and ‘awws’ and "you know"

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etc., throughout your speech.

Ron does something cool to set the rules for questions. He lets the audience vote and decide whether or not they want to have questions allowed or to let him do his talk and give them the most information. The audience will always decide not to listen to other jackass’ questions and instead listen to the guy who knows what he's doing, but you;ve secured a great victory here because the audience has decided and when the audience decides, it's law in their minds.

When you're speaking at an event, check out the room before you get on stage; it's almost never set up properly.

Ron recommends that you don't allow people to record your speech. He is not a fan and gets that out of the way upfront.

Ron insists that nobody touches the mic once he's done. Often the promoters think that they should get up and try to drive people back but normally they'll fuck it up, so ensure, have it in your agreement and talk to them beforehand to remind them that once you are done nobody touches the microphone.

Ron also holds the opinion that the most common mistake that speakers make is trying to teach too much. His model is teach them the steps but not the implementation. So you’re giving them enough information to get an idea of what's possible, but you're not showing them the step by step, here’s how to do it. That's what training is for, that's whatcoaching is for, that's what your products and services are for.

Ron brings up the point that if you get embroiled in a long, drawn-out explanation of what you do and what you offer then they're going to end up more confused and less willing to buy than they were at the start. You have to be very careful that you don't try to teach too much, but rather answer their questions by saying “that's what the training is all about, that's what the system is all about.”

Ron says that coaching is one of the easiest things to sell because people want to be heldaccountable, they want somebody to be riding their ass to get stuff done.

Ron fills his seminars by doing lead generation to get people to order 2 free CDs on making money and real estate. When they get this CDs, they also get a sales letter for the free event. The free event also pushes them into the boot camp or products.

Ron recommends having at least 2 merchant accounts or sometimes 3.

Using inflection and using your voice properly is very important in selling. Especially when you're new to the game.

The woman on now is the AT&T voiceover voice. She has courses and products on how to find your selling voice. One of the tips that she has is from studying Howard Stern. When

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he is on the air, he's always making eye contact with somebody in the studio because when he does that it comes through in his voice and makes it seem like he is talking directly to the listener. So the application of course is that when you're doing teleseminars, have a picture of a loved one that you will look at and look into the eyes of this picture and imagine that you're talking just to them. This will greatly improve the warmth of your voice.

Next there is a huge connection between your physiology and your voice. Your facialexpressions, your movements, your posture will all effect the tone of your voice.

The speaker defines verbal viruses as the “umms” and “awws” and "you know," "like"etc. These non-words or nonsensical phrases that we interject while stammering for a point. There are 3 ways to get rid of them:Number 1: record your talks and measure them. Pay attention over time and weed them out.Number 2: train yourself to pause rather than uttering the non-word.Number 3: enlist a friend to let you know every time you let slip a verbal virus.

The optimal rates of speech for selling is 240 words per minute. I guess there's a reason this terrier type is of the fast talking else in

I’ve skipped Ron's talk on commercial real estate investment. It may be a good talk to model but it is not of interest at the moment.

A testimonial booklet is a great way to create credibility for you before you take the stage. So, if you have enough testimonials to put together a little booklet that you can

give to people before they hear you, you've gone a long way toward learning their trust and making more money before you say the first word.

Bill Glazer is now talking about fast product creation strategies:

The Number 1 strategy that he talks about is a joint venturing or licensing an existing product and refitting it for a specific niche. For example, some people take Kennedy's magnetic marketing and are licensed to package that with a niche magnetic marketing manual. So they might have a magnetic marketing package and manual for real estate in commercial properties

Number 2 is a straight licensing program where you get somebody else's product and marketing material and you're selling that.

Strategy number 3 is recycling. This is one of Glazer’s favorite tactics. So basically you take existing material and mix and match it to create some new or you release previously unreleased material. For example, recordings of Dan Kennedy's customer appreciation seminar. There was a recording of it, but it had never been sold until Glazer, looking for a product, decided to put a price tag on it.

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Another great recycling strategy is bundling together a set of teleseminars. So if you do a series of 6 or 12 teleseminars, make sure you record them and then you can bundle it together as a product. This is what Scott Hallman did with the power of one teleseminars.

Obviously any time you do a seminar, you can record it and sell it on the back end; didowith boot camps and longer events.

Record your speech or your talk and bundle it in with products. So if you're selling yourproduct from the front of the room you can bundle in a CD of your talk so that in effect,they're also buying the talk they just heard. It's another way to add bulk to your product.

Another favorite of Bill’s is to sell previous monthly CDs, so if you have a monthly interview or a monthly teleconference or a monthly CD that you give them, then give them the option to buy previous ones. Along similar lines is to bundle together past newsletters is an example of recycling that Bill uses with the "Best of Dan Kennedy" newsletter package.

Strategy number 4 is using CDs for fast product development. One of the easiest ways to do this is to interview experts. Bill says that people like hearing interviews with successful clients or customers of yours who’ve taken what you've done and implemented it and got good results even more than they like hearing interviews with experts because they can identify with “real people" a lot more.

Bulk really helps sell your product, especially when you're selling from the front of the room. So you really want to think in terms of bulk, of how can I make this visually appealing and overwhelming.

You can build the perception of bulk and value by including certificates for consulting time, critiques, other peoples products, products is of your own, discounts etc. Many speakers would be willing to give away their introduction product that has a nominal value of $200 or $300 because they know it will open the door to a much greater lifetime value. So you can talk to them about including their products in your offer.

Transcriptions of the CDs are a great bulk builder and of course in transcriptions use Glazer’s favorite trick of putting the notes line on every page so that 1/3 of each page is there for notes. Of course what this really does is increase your bulk buy another 33%.

Strategy number 5: record, a group of experts. This is probably the easiest way to get a product from nothing quickly. Just bring together a group of experts in a particular field, and have them each answer and discuss a list of questions. You can do this over the phone. You send out a list of questions beforehand, have somebody acting as the moderator who will ask the questions and then let everybody take their turn answering each question. This is the model of the platinum tapes.

And the final strategy is outsourcing, which is getting other people to either organize your material or to write material for you that you turn around and sell.

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So now Bill is talking about refund reduction strategies, because as important as it is to sell your product it's just as important to make sure that you don't get it back.

Probably the easiest way to reduce refunds is to give them a really great product or service. The better it is, the less likely they are to refund. This of course should be taken as a given.

The next strategy is to get them to take some sort of action once they get your product.To send in a critique certificate, to join a call, to tear out something and send it to you etc.

Next, something that gives them an immediate gratification, some sort of a gadget or software that they can use immediately, a quick start guide, anything that will get themfeeling good about your product or service immediately.

Next idea: a fast start call where you invite everybody who's invested in your product or service on to a teleconference where you go over the most important things or most important points for them to keep in mind and to take action on.

Obviously you can and clone this so that you do it right once and then just have that copy playing for everybody ever after. If you can get somebody to call in to one of these it substantially reduces the refund rate.

When you ship your product in a box it makes it too easy for your customers to put things back in the box and send it back to you. What Bill does now is sends stuff in large padded

envelopes that get torn open before they get product. Now if they want to send it back it's much more of a hassle.

Next idea is a stick letter gift: And do this in the sequence if you want. So send out a stick letter and a gift a week out and then two weeks later, send out another stick letter and a gift the next week and point out that it's extra and that it's not something that you had to include but you thought of them and wanted them to have it. And here's the sneaky part, you say to them "be on the lookout for more gifts in the future." Even if you never send another gift out they're not going to send back to the product because they're waiting for another gift. Also of course, it induces reciprocity and makes them feel guilty about even thinking about returning it.

The biggest mistake that people make with this strategy is not telling them about the gift. You have to tell them about the gift. Saying something as simple as "inside this package you will find everything that was promised, plus a free gift.”

Paul is a big fan of using a ghostwriters to sort through your material and put it into book or course format. So, you give them transcripts and articles and concepts and examples and case studies and have them go and turn that into your book or your work book or the written material for a course.

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The way Paul does it is gives the ghost writer all of the material, tells them to get very familiar with it, quizzes them on it to make sure they understand, and then once they'veproven understanding sets them loose. From there, he can very quickly review it.

This is a fantastic tactic for turning a general product into a niche specific product or addon, much like a Dan Kennedy magnetic marketing for chiropractors and dentists add-on.

Paul is a fan of using e-lance to get sales letters written for low priced product or add-on products. He recommends getting two or three people to do the same job so that you can pick the best and use that without wasting any time. He also uses e-lance for transcription which allows him to very quickly create products from talks and recordings that he's done.

Paul's talking a little bit about licensing. He is a big fan of licensing other people's material and licensing his own material to other people. So we are going to take a look at a few type sell licenses.

Number 1: The resale license. This just gives people the right to sell your material and keep a percentage of it. For example, Paul sells a 50% resale license for his publicity kit. People pay $500 and they get to keep 50% of any courses they sell, they get all of the sales letters, marketing material, testimonials etc. Paul takes care of the fulfillment. So these licensees collect orders, collect the shipping and send 50% plus the shipping cost to Paul and he fulfills the orders. For $2000, he offers an 80% licensing kit, so they can keep 80% of the sale of every sale they make.

Number 2 type of licensing is the reprint license. This gives people master copies of books, DVDs, tapes, CDs etc. and lets them keep 100% of the sale price and lets them or requires them to fulfill. Never sell a master license or a reprint license for your cornerstone product because the whole purpose of your cornerstone product is for you to develop a list and a relationship with the people who do it. So you can sell reprint licenses for most other products that you have but never your cornerstone product. If you do you are giving up on getting the names of your herd.

A third type of license and the one that Paul always looks for is called a master license, where you get the ability to sell the product as well as the ability to sell reprint and resalelicenses to other people. So with a master license, you can sell the product, fulfill it and keep 100% and you get all of the marketing material and you can sell licenses to other people and give them licenses to the marketing material and product.

At the best level, licensing allows you to get your products into the hands of people who would never otherwise get them. For example, you license your product to a guru in the financial planning niche. This guru, because of his relationship with his herd, will sell your product to 30% of his herd. You might only be able to sell it to 3% of his herd with greater marketing costs. So getting your products into these people's hands will bring you more front-end money than you couldn't had and opens up the relationship with them for you which you never would have had.

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With a reprint license, you can use the other person's product in many ways as bonuses, as giveaways, as prizes. Basically do what ever he wants with them. With a resale license, you can't do that, you can only sell them and you must give the 50% of the product price to the licensor.

So Paul uses the example of selling a resale license for a very niche product to a guru in that niche. For a $79 intro niche product he may sell the resale license for $250 or $300. Very cheap and he’ll get 50% of each product sale, but more importantly, he's been exposed to a large group of people who otherwise wouldn’t have heard of him and he gets to market to that new customer forever; they go into the funnel.

Paul brings up the idea of selling a products especially, CDs on eBay for $2 or $3 in order to generate a list. So, you sell a specific product with copy aimed to get people that match a description or to solve a problem that you have a much deeper funnel of material to sell them on. You sell these for $2 or $3 plus shipping. You're getting paid to create a list.

Whenever you're going to be doing unusual volumes or amounts through your merchant account, get in touch with your rep and let them know. For example, if you're doing to do a seminar or if you're going to have a volume spike or you're doing a marketing campaign, let them know to expect a little more activity. This will really reduce the chances that your account will be frozen.

Bill thinks that you should get people involved with the order form. So during your talk have them filling out the order form. So Bill likes to have his order form passed out as he’s going into his close. Don't make the mistake though of handing out your order form any time before your close.

This is Paul’s formula as well. Hand out the order form as he's moving into the close.

Bill brings up the point that you should avoid the use of the term "order form." Use euphemisms instead. Call it information, a fast start enrollment form etc.

Possibly the most actionable item from the entire seminar: Follow the Glazer-Kennedy newsletter continuity model. So have at least one continuity product or service that you offer. Give them the first three months free when they sign up or buy your product then automatically start charging in the fourth month. Note, be careful here and play it fair. Let them know in months 2 and 3 that they will be charged in month 4. So give them the opportunity to opt out. Otherwise start whacking their card in month 4 for an extra ‘x’ dollars per month.

Paul is adamant that there should be no handouts. The first piece of paper they get should be the order form. You want people to be taking notes, but you don't want to give them an outline or tell them that everything they need will be handed out to them. The more involved that they get, the higher your chance is of a sale.

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Paul is not a fan of providing people with copies of his slides. It's one more reason he doesn't like PowerPoint because it is too easy and people expect to be able to get copies of a PowerPoint presentation.

Both Bill and Paul agree that the biggest lesson in pricing should be "keep testing different prices." Many people though misinterpret this as "keep raising your prices."

Bill made some notes on the transcript of his close of important points to keep in mind for our closes. The first couple of points are all geared toward setting the audience up that they need the tools he has to offer. So he shows a couple of pieces but not for long enough for them to copy, but he's also setting them up with the idea that successful marketing can be mostly plug and play.

Point number eight: He tells them not to fill out the forms yet but that he's going to make an offer to a select few. So he’s putting in elements of anticipation and scarcity or exclusivity.

Number 10: he sets up that he's going to give them the tools that they need or want, the tools that will let them do everything quickly, right away.

Number 11: he emphasizes the point that they should not be creative, that it works better when they used the systems as he has set it up.

Number 13: he tells them to write on the form additional pieces to the offer. Obviously he did not accidentally leave these off. This is designed to get them interacting with the order form and feeling like they're getting more.

Number 15: he establishes the value for one campaign at $15,000 plus royalty and then tells them "But you can get all of the campaigns for $600."

Number 17: he offers them 3 free months of his newsletter, which as we know is settingthem up for continuity.

The next few points are all about the bonuses that he's piling up.

Number 29: when he knocks of the fourth payment for his ocean-of-fish program Bill says he no longer does that and it does not affect sales at all.

Bill is a big fan of using multiple payments to lower perceived price. He says when he talks about 3 or 4 payments of $400 it still sounds cheaper then a $599 price point. So he starts out with the $600 package and then moves them to the $1600 package with payments and a lower monthly price point and even though they’re doubling the amount they’re paying, it still feels like a lower amount.

To determine the scarcity number that you use ("I only have 17 packages"). If you know your closing percentage and you know how many people will be in the room then its easy; you use a number like that or a littler smaller. If you don't know your closing percentage

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and how many people will be in the room then you can do it on-the-fly by doing a trial close counting the hands in the air and then estimating a smaller number.

Paul brings up a good point about how many buying units are in the room, not how many people.

Paul is now talking about how to get bookings for speaking engagements.

The first idea he brings up is speaking for religious organizations. So go to church leaders through your community and within driving distance and offer to do a talk for them on your topic of expertise. You will rarely get paid an upfront fee for this but it gives you a great opportunity to sell from the front of the room. And don't worry that your talk isn’t spiritual or religious in nature, because often these organizations are looking for people to speak on all kinds of topics, both secular and spiritual.

The next opportunity is through teleseminars. They’re probably some of the lowest hanging fruit in the speaking business; the easiest and most profitable ways to do your talk.

Paul recommends free www.conference.com (all one word) as a free service to dotele-seminars on. For paid tele-seminars, Paul recommends www.voicetext.com.

Paul also recommends getting a phone-recording device from an electronics store for about 3$0 to $50, you can plug it into a phone and get a very good quality recording of your tele-seminar.

When Paul does a tele-seminar that has good teachable content, when he's actually trying to teach a skill rather than just sell, sell, sell, he charges about $40 for access to the call. There is a further income stream for selling the CD or MP3 of the tele-seminar to people on the call for an additional $10 or $15. Further of course, you've just created a product that you can sell or bundle and sell to people who weren't on the call at a later date.

And probably the greatest benefit to teleseminars is the ability to pan them and have them run without you. You can get the tele-seminar companies to start the recording at the time you’ve specified, and you don't deliver the content. You just play a recording of already delivered content.

Don't forget about joint ventures in trying to fill your teleseminars either. You can go to people who already have heard and offer a joint venture for your tele-seminar. So you're paying them have of the revenues once, but then you have the customers. They're part of your list and your herd now.

When you get people to opt in for your tele-seminar make sure that you're getting full contact information, not just their name and e-mail but their address as well so that after the tele-seminar. You can put them all into your marketing funnel. Those who were on the call and especially those who were not.

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Next area of opportunity: speaking for local community groups. Paul says that the mistake that most people make in this area is just looking for the well-known groups; the Optimist Club, the Kiwanis Club, the Rotary Club etc. Even in very small communities there are a ton of local niched groups who are often looking for speakers. Now speaking to these groups and you can't do a hard close or a hard pitch, otherwise you won't speak to many of them, but you can still make a boat load of money. Here’s how: when you're at the talk, have 2 or 3 CDs that you've created on your topic. In the middle of your talk give out these CDs to 2 or 3 people. So, if the audience has a 30 or 40 people give 2 of them your CD on "the seven pitfalls that guarantee you will retire broke." By doing this you've created a desire for your product in the rest of the group. It makes it much easier to get their information to market to them later. The way to do this is at the end of your talk, you hand everybody a piece of paper that has two components: component one is incredibly valuable information related to your topic that they can't throw away; component two is an order form.

Don't fall into the same old stale traps. Don't pass out a fishbowl to collect business cards under the pretense of a raffle. If you're going to collect business cards, that’s fine, but do it in a more forthright manner. Give them a reason to give you their business card. Say to them "if you'll give me your contact information I will..." and then make them an offer.

Paul says that the "events coordinators" for these local groups really don't want to be in that position. They don't want to be responsible for seeking out and bookings speakers. So you're actually providing value by offering to come in. It makes it a much easier salethan trying to deal with people who have a lot of speakers to choose from. In Paul's opinion, speakers are in the higher leverage position.

Next area of opportunity: Adult Education organizations. These include the for-profit variety such as the Learning Annex and the not-for-profit varieties. The key here is to have a very compelling title for your talk. If you can stand out from the rest of the group, then you have a much better shot. These organizations are good, because there is usually less restrictions about hard selling thAn with local organizations.

Paul recommends 2 resources:Number 1: Encyclopedia of associations. Number 2: newsletters in print.

Newsletters in print is like the SRDS of the newsletter world. It gives you a listing of thousands and thousands of newsletters on every conceivable topic that lets you pick out specified niches then what you can do is contact the editors and see if they will allow you to put inserts into the newsletter. Then you print the inserts, send them to the editor and have them included with each newsletter. These might be to announce teleseminars, free reports, etc. Consider it a good lead generation tool.

Often, you can get these inserts in at very low rates.

Get in touch with event coordinators and newsletter editors and see if they're interested inoffering their membership a tele-seminar on whatever your topic is. Again, have a great

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title and make it a free tele-seminar. Instant lead generation: if they're unfamiliar with the concept of a tele-seminar then introduce them to it.

Very important point: make sure that you are preparing the marketing information and structure that offer to them as a value added service. Tell them that you will send them some information on it that they can pass on, otherwise, it's not going to be done very well.

Another opportunity is getting in touch with these event coordinators and asking them, "are you interested in an opportunity to create some non-dues revenues." Then you say to them, "I will come to your next meeting as a group and do a 20 minute or 30 minute talk completely free on my topic. Then I will offer them the opportunity to come to a $40, 2 hour tele-seminar where I will spend two hours teaching them all about your topic. At theend of that two hours I will make available my complete package, which costs $300. We will split the $40 tuition fee between myself and your treasury and I will donate 20% of the sales of my kit to your treasury."

Paul says that for whatever reason people will react much better to 20% then they will to 50%. So you will actually have less acceptance of when you offer them more potential revenue.

No matter who you're approaching, you do as much of the marketing work as you can. You prepare the Flyers, you prepare the copy, you write the introductions etc. The more you do for them the easier it will be to get them to agree to your proposition.

When you're dealing with the small local organizations you want to have a low price point: $20, $30 etc. The goal here is to get them into your funnel as a customer so that you can sell them on your newsletter, so that you can work up to selling them higher priced packages, but it's going to be impossible to go into the local women's flower cluband sell them on a $500 package as the first sale.

One of the attendees of the event does a hypnosis show and then at the end tries to get people to buy his self-hypnosis tapes and it was pointed out that there is a fundamental disconnect. People have paid money just to be entertained by the hypnosis show and so pitching them on your CDs at the end seemed to be jarring and there was the issue of the hypnotist feeling almost an ethical issue against selling, so he was working against himself. The solution was a fantastic one: Bill said that he should close his show with telling the audience "I got into hypnosis because I wanted to be able to entertain and I hope you were all entertained tonight, but I also got into it to help people and for anyone interested in losing weight, stopping smoking, or being more productive, I invite you to stay for a short session I'm going to do on how to safely use self-hypnosis to improve every area of your life." Now he can have 20 or 30 minutes to close them during this breakout session and there will be no resistance because they've self-selected as people who are interested.

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So in short, the idea is to get people to self-select and ensure that you're only talking to people who are interested. Then you can sell the hell out of them. This tactic will work in any type of general or entertaining talk that leads into a sales pitch. It's a fantastic idea.

One of the very powerful elements of Paul’s close is the private session for people who buy the program. So it is an exclusive, private, special, additional session that lets them get some thing immediately. Immediate gratification for signing up now. What you are doing here is separating the people who do buy from those who don't. You're accessing the "I don't want to be left out" feelings. This same type of thing will work with a private teleconference or anything else that you use to separate the buyers from the non-buyers.

This private session is very much like a stick letter in the mail order business. It's a bonding session. There is no selling implied or obvious, it's a straight information session that makes people feel better about you and feel better about buying your product or service.

What people are really buying is access to you. Hopefully you've done a good enough job that they want more of you.

So Paul loves quick start sessions. He sits them down and says when you get back on Monday morning, here's the very first thing that you do, here’s the second thing that you do etc.

Paul says that in the quick-start session he will do three separate question blocks where he will pause and take their questions, but for the most part he has a pretty good idea of what their concerns are going to be, so the material that he presents is geared to answer those questions or objections.

Paul’s clincher for the exclusive session is an assignment that he gives. In his case it's following a template and writing a press release that they are to submit to their local news paper on Monday morning, but everybody can create a simple "get started" assignment that is extremely easy to do that gets people feeling like they are already putting the skills they've learned to use.

Voice coach made a great point in one of the demonstrations. He said, “make sure that you do vary the speed of your presentation. If you're naturally a fast talker, slow down at points so that people can appreciate that you're a fast talker and see the difference. Moreover, you can convey the impression that when you're speaking fast it's because you're very excited and so you can use that to transfer some excitement to your audience.”

A great place to slow down is when you're explaining benefits that may not be obvious. For example, if you offer critique certificates, slow down while you are explaining to people exactly what's involved and how valuable that would be to them.

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The way that you introduce continuity services is very important. Don't introduce it as my $49 per month program. Instead, introduce it as, “for 3 months, I will give you completely at my cost, completely free, these following things.” And then after that you don't have to do anything. If you want to stay on, then it’s $49 per month or something like that.

Glazer makes a great point: don't ever say buy during your presentation. Instead, use the word “invest.” So you would never say "if you buy this today…" Instead say, "when you invest in this package..."

A good tactical point: when giving out critique certificates they have more perceived value if you sign them rather than having them unsigned. At a live event sign them in person, in front of them and say "they have to have my signature. If you send one back without my signature, then it won’t work.”

A great micro-tactic: if you're going to be talking to people at close range after your talk, then pop a breath mint after your talk. Talking for 90 minutes will give anybody dry mouth and bad breath.

A very good point during one of the critiques: don't tell people in your talk or in your close that they have to change anything. That is a combative statement. Instead tell people that "it will be so much more valuable for you to ‘x’, ‘y’ and ‘z’.” Saying something like that will lead them to the same conclusion that you're trying to drive them to without invoking the combat frame.

Remember, nobody likes to be told that they are wrong or that they've been doing things wrong or that they need to change. What they will respond to is gentle nudges that point them in a more productive direction. That's why the magic pill and the “it's not your fault” are so powerful.

If you are promoting an event, know that the first spot can be a tough one and a challenging one to generate sales from. Bill likes to have a strictly informational session for the first spot before bringing on a speaker that will be trying to sell from the front of the room. This is a good strategy because it gives people some unquestionable value right off the bat and because of the laws of privacy and recency, we know that they will remember the first thing and the last thing most vividly and you want them to think of you as providing solid quality information so that they keep coming back and buyin.

Whenever possible, work in language like: "in my manual I will walk you through every step of the system." Or "I hold your hand the entire way to make it ridiculously easy for you to succeed."

Paul’s quick-start guide to getting started in speak:

Number 1: create a product. This is absolutely the most important step; create what you're going to sell before you have your talk.Number 2: walk through the formula to put a talk together.Number 3: start looking for bookings. Go after the low hanging fruit first to gain some experience and to get comfortable giving to your talk.Number 4: start working the marketing to get yourself booked in as many talks as you want to do.