Many Coaches and Consultants experience the “feast or famine, chicken or feathers” ups and downs in income - they’re either out there selling, or they’re delivering. In addition tp the resulting yo-yo income, they have to deal with:

• Either busy times or quiet times.
• Increasing competition.
• Because they’re selling time, they have limited income earning capacity.
• Many clients regard the consulting or coaching service as a luxury that can be terminated as soon as cash flows get tight.
• The popular perception of coaches and consultants leaves a lot to be desired, which is quite understandable, given the fact that many who use this label are about as valuable as a rotten peach on a busy sidewalk.

How do I know this? I was a consultant for eighteen years. And I’ve specialized in Joint Ventures for small and medium businesses for twenty two years.

The Obvious Solution

The solution to increasing your coaching or consulting business as well as income from other sources, while at the same time differentiating yourself from the herd, is Joint Ventures. It’s a great fit and a great complement to any coach or consultant’s business. Use your insight and communication skills to create lucrative JV’s. Have the money and the time to enjoy it, as well as the luxury not to rely on your income from consulting or coaching.

This is exactly what I did. I no longer sell my time as a consultant, but this information has worked for me for twenty two years and it will work for you.

3 Obstacles Holding You Up…

1. First, understand that you do not have a 100% profit margin, which you do have from Joint Ventures.
2. Second, know that you cannot possibly be all things to all men.
3. Third is the hardest – getting rid of that giant ego. I think ego is the enemy of coaches and consultants. Business is not about sales or being well known – it’s about bottom line, after tax PROFIT.

… And 3 Strengths You Have to Turn It Around

1. You have the ability to cut through the BS and guide and direct people.
2. You can gain their trust.
3. You are a good communicator and you have an understanding of business and human nature.

These are very powerful skills and tools in the hands of a Joint Venture Broker.

Don’t Push. Find a need and meet it.

If my doctor called me last week and informed me that he had a great deal on heart bypasses, I would get worried. Instead, he examines me and points me in the direction of a solution or relief. That’s real business. “Find a need and meet it.”

In a room of 20 “Business Networking” people, not everyone wants a coach. But they all have needs, hopes and dreams. If you’re there to make money by helping people, why not simply link these people, be they clients or prospects, with the solution to their needs and get paid for it? When they want a new house, why try to sell them coaching, instead of introducing them to a good Realtor and getting paid 20 – 50% of her commission? Easy money, no time, no risk, 100% margin. Think about it.

Triangulating JV Deals

Business consultants can make a lot more from triangulating JV deals than selling their time. Become a “Toll Gate” – something like Bill Gates. Create solutions that pay you well. Leverage other peoples’ time, resources, money and access. Something like Ari Onassis. Think about that!

It’s amazing how many people I see doing crossword puzzles. In coffee shops, on planes, in airports, in trains. Rika likes doing jigsaw puzzles. Many people enjoy chess. They’re all solving problems and making connections.

When I first read Zig Ziglar’s statement,

“You can get anything you want out of life, if you’re prepared to help enough other people to get what they want”,

I realized that the more value I could create and the more people I could reach, the faster I would reach my own goals. So the puzzles that I enjoy are “value” puzzles: How to connect the dots and link the right people and resources in such a way that I create massive, unprecedented value. It’s called Joint Ventures.

JustLook at How the Big Guys Do Business

This is how I’ve done business and done well for nineteen years.

• We don’t have to create competencies; we can borrow them.
• We don’t have to own or buy resources – we just need access to them.

Ericsson and Sony work together. Disney, Amex, Pfizer and IBM all excel at Joint Ventures. Wal-Mart formed a Joint Venture with Mexico’s Cifra, which significantly shortened its learning curve about the Mexican market. It is said that 20% of the revenues of large companies are the result of Joint Ventures and that 50% of those Joint Ventures are with their competition, yet only 1% of small and medium businesses understand and use this powerful business tool to create fast and large profits at virtually no cost or risk.

It’s all about leveraging exiting resources and hidden assets. And it requires a certain mindset. And it doesn’t take years of academic study; it takes one day to get started.

Everything You Need is Already Available

The most important component of a successful Joint Venture is finding the right people to work with. One has to be careful to select ethical, professional people one whom one can rely. Secondly, you have to learn the mindset and understand how to select and approach potential Joint Venture partners and then to set up the deals in a win/win, no cost or risk manner. Once you get it, it’s like riding a bicycle or becoming a physician – you can work anywhere in the world, without any resources. Everything you need is already available through someone else.

A Game Where the Winner Gets Paid

Brokering Joint Venture deals is a wonderful and very rewarding game. It’s better than jigsaw puzzles because it creates value wealth, and great relationships. Real money, real fast, in the real world, with no downside – that’s why I love Joint Ventures. Remember “Six degrees of separation”? It’s true. And “What goes around comes around”? It works. I set up one Joint Venture yesterday that instantly exposed me to four thousand people. On my own, that would have taken a lot of time and money. Together, we can do amazing things.

The fact is, times change. If we don’t continually seek ways to add value, initiate new directions, woo our clients and update our technology, we will be left choking in our competitors’ collective dust.

Our customers and prospects are inundated with offers, bribes and shiny choices. They face a daily barrage of exciting options. Our competitors are constantly finding new ways to lure, entice and tempt our clients away. They become more sophisticated by the day. They spend tons of money to attract our patrons.

“If you don’t look after your wife, somebody else will!”

The same applies to your clientele. Watch television. See how many times the screen changes? People get bored really fast, these days. Watch an old movie and see how fast you lose interest. We’re used to constant stimulation, and we demand more and more for less and less. We become more and more sophisticated. We expect more. We want to be wooed and romanced by our vendors, don’t we? We take so much for granted these days, and here’s a wake-up call: “Customer loyalty” is a thing of the past.

Better Bang for Your Buck

Word of mouth advertising and viral marketing are based on massive, unprecedented value. Instead of wasting your precious marketing budget on advertising that doesn’t work, why not spend it on adding value to your existing customers and paying them for bringing you more business? Innovate. Initiate.

Don’t Get Lazy

You snooze, you lose! Don’t fall asleep at the wheel. The shepherd who falls asleep will awake to find that the wolf has eaten his sheep. Don’t underestimate your competition. He is spending money, attending seminars, reading books and finding ways to grab market share from you. He will steal your ideas. You have to constantly be five steps ahead of him.

Watch A Winner

Look at the most successful companies today: they are constantly initiating new value and inventing new benefits. Look at Google. Follow the winners. Reinvest into your business and your education. Align yourself with the top entrepreneurs. And you will lead the field.

Have You Been Behaving Like a Baboon?

Most businesses are like African baboons – these furry fellows race through the cornfields, picking corn and stuffing it under their arm. As fast as they stuff the corn under their arm, it falls out the back, but they keep on picking and stuffing! By the time they get to the edge of the cornfield, they are carrying one corncob and they’ve left a trail of corn on the ground. This is how many entrepreneurs handle customers. They’re so busy getting new ones that they neglect and lose their existing customers out the back door. Attrition spirals out of control and yet they continue to spend more money on finding new customers.

Invest in Your People

We know it’s far more affordable to resell existing customers than to get new ones. We know that it’s better to retain our customers and to encourage referrals through added value service than to spend a lot of money finding new customers. So why don’t we act accordingly?

Why don’t we spend 80% of our marketing budget on our EXISTING customers?

Invest in your people and they will bring you a lot of new ones. Building strong relationships with the customers you have will:

• increase loyalty
• reduce attrition
• increase transaction values
• lengthen customer lifespan.

Why not put a program together to REACTIVATE inactive customers?

It’s much easier than trying to buy new ones.

A happy customer is good – an elated customer is better.

By redirecting our marketing dollars to our loyal clients and creating unprecedented added and unexpected value, we can engender massive reciprocity in the form of referrals and goodwill. But only strategists will understand this. Tacticians, those “instant gratification” types, will never understand this. A satisfied customer might stay with you, but an inspired and enthusiastic customer will bring her friends, family and associates. You can buy a lot more new customers than advertising with:

• A surprise party
• An unexpected gift
• A personal phone call
• A complimentary dinner

Use Joint Ventures to add value at no cost to you. Partner with other businesses to increase the value to offer and to differentiate yourself from the competition. Put yourself in your clients’ shoes and take the time to find ways to make their lives easier and more comfortable. Look after what you have and they will look after you.

Sales Tip

Act in your customer’s best interest. Reward referrals generously. Don’t skimp on packaging. Create referral systems that make the customer happy. Protect your customers; they’re hard enough to get and they can be worth their weight in gold.

Management Tip

Teach your team to listen and to go the extra mile. When I go into Safeway and ask where the bathroom is, the employee will walk me to the bathroom. When I go to the competition, the employee points in the direction on the bathroom. Big difference. A nice bag with a pretty bow and a big smile, a follow-up telephone call and even a thank you note can generate a massive return on investment. Get creative and set the example.

The best part of Joint Ventures, as well as the easiest and most lucrative, is “Piggybacking”.

When I was 11 years old, my favorite game at school was similar to piggybacking. Small guys like me would ride on the backs of big, strong guys and we would try to pull our opponents over. They key to winning was strong arms and a strong “Horse”. I had strong arms and I always chose a strong horse, so I usually won.

A Strong Recommendation

In business, the book, “Horse Sense” by Al Ries and Jack Trout applies the same concept. This book was personally recommended to me by a multimillionaire client of mine, many years ago. I read the book three times.

A Lucrative Piggybacking Example

I recently talked with a man who has 1,200 people in his database. I suggested he offer them Membership in my DollarMakers Joint Venture Forum at a great discount. By sending out two e-mails and one voice broadcast and adding value, for which I would pay, and by mentioning the opportunity in his e-zine, we estimated that he would have at least 120 join (10%). That would earn him significant money, at no cost or risk to him. That’s piggybacking – and it’s that simple.

The same can be done with shared advertising, mailings, e-mails, e-zines, direct mail, seminars and business opportunities. Riding on the back of existing distribution, reputation, reach, access and exposure is very effective.

Consider the Power of Partnering

• Don’t buy a 747 to fly to LA – simply rent a seat.
• Don’t own the overhead or create a competency; borrow it.

Consider the power of partnering: everyone wins by sharing underutilized resources and Hidden Assets. And here’s the Good News – you don’t need to own the resource, be it a database, distribution route or relationship – you simply make the connection – it’s called “Triangulation”. No risk or cost, no downside, lots of fun and lots of money. You don’t need a business to set this up. Link me up with someone else and take a piece of the action. Link Bob up with Sally and get paid on all ensuing business over the next two years, why not?

The key to successful piggybacking…

is a strong horse and a strong rider – both parties should be ethical, generous, smart, professional and proactive. That’s the hard part. I know people whose databases I wouldn’t touch with a 20 foot pole. Be selective; be VERY selective.

Talk with Members of the DollarMakers Joint Venture Forum and if you want to make a lot of money easily, remember that all it takes is a bit of thought. It’s not hard work and there’s no risk if you’re dealing with the right people.

The Bottom Line

Bundle a product or service with one that is already selling well or add a product or service to an existing database or distribution route – that’s piggybacking, and it can create increasing, multiple streams of passive income for you.

Which are you right now?

I worked with a real estate company to help them increase sales and saw the “tortoise and the hare” fable come to life right before my eyes. One of the salespeople (the tortoise) was slow, not highly skilled, not a great communicator and she had a long commute to work, which cut into her flexibility. But she was steady, consistent, reliable, very enthusiastic and totally focused and committed to reaching her goals. Some of the other “hare” salespeople tended to be highly skilled and polished, but they were often erratic and unfocused. They worked in fits and starts. They got side-tracked. The tortoise beat them every single month. The results I see a salesperson accomplishing are in direct proportion to his or her consistency and focus.

The “Magic” Formula

The formula for Momentum is p=mv where p is momentum, m is mass and v is velocity. If we were to translate that into sales, momentum would be branding and results, m would be the amount of effort, action and focus and v would be enthusiasm and belief or:

Your Brand’s Momentum = Your effort, action and focus + Your enthusiasm and belief

It’s the Accumulation of Great Action

Branding and momentum is not achieved overnight. It takes consistent sowing and nurturing to build a brand, whether that brand is you, your website, your product or your business. Imagine someone pushing a car up a hill. As they push, they gain momentum and it gets easier. If they stop and let go of the car, it starts rolling back down the hill! Momentum is a vector. That simply means that momentum is a quantity that has a magnitude, or size, and a direction.

Are you headed in the best direction?

Some businesses have momentum in the wrong direction, and they require a turn-around expert to deal with them. We need to be sure that our efforts are taking us in the right direction and we need to know why we want to move in that direction.

Use this Reality Check

• It’s good to stand back and take along, hard look at your business.
• Re-evaluate your goals.
• Look at your activity.  Is it building momentum and the branding you want?
• Are your sure you’re creating the right image?
• Most of all, focus and consistency should be built into all your systems.

As Michael Gerber tells us in the E Myth, work ON your business, not IN it. And continually adjust and improve upon every aspect of it. Concentrated effort and persistence is the mark of a winner. Once you gain positive momentum in the right direction, make sure you continue to feed the fire, and the sky’s the limit.

How much should you make from a Joint Venture?

• 10%? 20%? 50%?
• Should it be of the net or gross profit or off the top?
• How do you decide?

This is an important consideration, especially for people who are used to paying peanuts and those who are used to accepting a few crumbs. Entrepreneurs who understand business and profit are more likely to pay and demand reasonable commissions.

Look at the Profit Margin & Be Generous

For example, when people attend a DollarMakers Joint Venture Broker Bootcamp, I pay the referring Members up to 50% in commissions! My cost of putting an extra chair into a Bootcamp and a few extra cups of coffee and donuts, plus a workbook, is negligible. I can afford to be generous. My DollarMakers Joint Venture Forum Members earn thousands in commissions every month. But if I was selling computer hardware, with a profit of around 6%, I could not afford to pay such a generous commission. Large profit margins demand high commissions; real business people understand that. And there are other ways to reciprocate, other than financially – but that’s a subject for another blog or the Bootcamp.

Avoid Ridiculous Offers Like This

A realtor approached me with the typical offer: “Send me a buyer or a seller and I will pay you $75 for a completed sale.” So you get $7,000 and you expect me to accept $75? Are you kidding me? I’ll take 50% of the realtor’s commission or no deal. Am I being greedy? No – I pay 50% and so can they. If you don’t ask, you won’t get. Desperate realtors will not agree to this, but the smart realtor who has built in multiple Joint Venture back end sales into every transaction will jump at the opportunity.

50% of something is better than 100% of nothing. It’s business they would never have had. When you show them how much business that one deal can generate over the years and the Marginal Net Worth of a customer, they might see the light.

A Smart Business Owner Knows

Most entrepreneurs don’t understand their acquisition cost, attrition rate, profit margins, back end value or Joint Ventures. That’s why they feel they have to grab every up front cent they can. When they understand the big picture and they want to create increasing, multiple streams of passive income, they will become generous in their referral fees and commissions.

My Standard

I personally don’t accept anything less than 20%, but it all depends on the big picture, margins, reciprocal consideration and value. Remember the big picture and demand to be paid a fair amount or walk away. There are many opportunities out there but very few people who understand Joint Ventures, so you can call the shots.

A client of mine who owned a chain of restaurants radically improved his business when we tested his employees for the personality styles and re-organized the business. We all have characteristics of all the four major personality styles, however one is normally dominant. In business, it’s important to acknowledge our strengths and leverage them, and to find others to supplement our weaknesses. There’s no right or wrong character type. Here’s a quick overview.

The High D - Dominant style

Dominant style (minority of people, hardest to find) is bottom-line andresults oriented, impatient, sometimes tactless, driven and extroverted, with weaknesses in details. Major fear: being taken advantage of / ripped off. Good closers, great pioneers. Need the numbers and systems guys.

The High I - Influencing style

Influencing style is an extrovert, “party animal”, great at meeting people and starting relationships, popular, good opener, weakness is details and time management. Major fear: being embarrassed in public. Needs closers and numbers guys.

The High C - Cautious style

Cautious style is introverted, loves details, numbers and systems more than people, excellent numbers guys and accountants, computer experts, analyzers. Weakness is over analysis; fear is criticism of their work. Needs the extravert’s and the drivers.

The High S - Steady style

Steady style (majority of people) is an introvert, loyal, team player, family type, great systems and support person, needs security and long term relationships, fears risk, conflict and change. Needs others to make things happen and to create change and to take unpopular action when necessary.

Optimizing the Strengths of the Styles

This is a simplistic approach, but understanding our strengths and weaknesses and allowing people to do what they’re good at, while avoiding tasks that they’re weak at, is simply smart business sense. For technical sales we use High C’s and S’s. Ideal salespeople are normally High D’s with secondary I’s. One wouldn’t an accountant who is a High D, or a High S to launch a new business. You don’t want a High C to be the host at a cocktail party and we don’t want two High I’s behind a reception desk because they’ll talk all day!

Using personality style analysis has helped many of my clients to be better entrepreneurs and hire the appropriate people. Self knowledge is essential to success. I use the DISC style analysis – there are many others available, including the excellent Myers-Briggs Type Indicator.

Sales Tip

When selling to:

• High D’s - Talk results and ROI and close early and hard.
• High I’s - Build relationship, have fun and close early.
• High C’s - Provide copious details and proof and take time to close.
• High S’s - Prove that the support and relationships will be in place long after the sale is made and close slowly.

Management Tip

When Managing:

• High D’s - Give them lots of control and clear objectives and do what you say you will do.
  High I’s - Reward them publicly, make them look good and watch their time allocation.
• High C’s - Be specific, don’t rush them, and compliment their work (catch them doing something right), set time goals.
• High S’s - Make changes slowly, provide lots of security, share long-term plans.