It’s like sugar in your gas tank, poison in your pop, the worm in your apple – the one flaw that can cripple even the best Joint Venture, and something to be avoided at all costs. The reason why many newbies to Joint Venture brokering fail is their choice of JV partner. Because of their low self-esteem and confidence, along with their limited belief and low aspirations, they approach people by whom they don’t feel threatened. (This is the same reason why network marketing newbies try to recruit losers.)

Who Are You Dealing With?

Think about it:

• When you try to set up JV’s with copycats, counterfeits, caricatures, wannabe’s, and “managers”, you’re not dealing with real decision makers.
• Sycophants, sidekicks, mimics and morons cannot make a JV work – they don’t have what it takes. If they did, they would be the head honchos, the chiefs, the principals. But they’re not.

They talk the talk, but they can’t walk the walk. They’re just parasites and pawns, and they with frustrate you and fail you.

The posers and pretenders will sabotage and scuttle your lucrative JV.  Don’t even bother.

Aim Higher

Smart JV Brokers know that the higher you go, the more you grow. Deal with the top guy, the president of the company, the real deal, and you will find your Joint Ventures flowing and flourishing.

1. They make good decisions, which they make fast.
2. They can pay their way.
3. They have a track record of success, and that is a clear prediction of their future with you.
4. Winners are generally generous and upfront.
5. They will tell it like it is and practice what they preach – that’s how they got to be the owner of the business.

Getting to the Top

The way to get to the top people is to create a really good, complete, professional presentation that requires no money, no risk, and little time from the other party, and pushes all the right buttons.

• It should be logical, short, and sweet, understandable, and concise.
• Most of all. It needs to have high, residual potential.

After all, the JV is about money, leverage, and results – it’s not about you, so don’t get your self-esteem or lack of experience slow you down and lower your expectations.

Go to the top dog, not the concierge. Pitch your JV with the focus on the bottom line and his or her interests – not your own. And stop trying to sell yourself – successful people don’t have to convince others that they are successful.

Red Flags

Here are a few red flag words that will chase off any winner:

• “Integrity” the bigger the loser, the more often he will use this word!
• “I am honest”
• “I will try / do my best”
• “If”
• “I hope / I guess”

If you have done your homework and you have the right training and support, you will speak easily and as an equal.

You may feel important by dealing with losers, but you will become important by dealing with winners.

A Fatal Flaw to Avoid in Your Joint Ventures

It’s like sugar in your gas tank, poison in your pop, the worm in your apple – the one flaw that can cripple even the best Joint Venture, and something to be avoided at all costs. The reason why many newbies to Joint Venture brokering fail is their choice of JV partner. Because of their low self-esteem and confidence, along with their limited belief and low aspirations, they approach people by whom they don’t feel threatened. (This is the same reason why network marketing newbies try to recruit losers.)

Who Are You Dealing With?

Think about it:

• When you try to set up JV’s with copycats, counterfeits, caricatures, wannabe’s, and “managers”, you’re not dealing with real decision makers.
• Sycophants, sidekicks, mimics and morons cannot make a JV work – they don’t have what it takes. If they did, they would be the head honchos, the chiefs, the principals. But they’re not.

They talk the talk, but they can’t walk the walk. They’re just parasites and pawns, and they with frustrate you and fail you.

The posers and pretenders will sabotage and scuttle your lucrative JV.  Don’t even bother.

Aim Higher

Smart JV Brokers know that the higher you go, the more you grow. Deal with the top guy, the president of the company, the real deal, and you will find your Joint Ventures flowing and flourishing.

1. They make good decisions, which they make fast.
2. They can pay their way.
3. They have a track record of success, and that is a clear prediction of their future with you.
4. Winners are generally generous and upfront.
5. They will tell it like it is and practice what they preach – that’s how they got to be the owner of the business.

Getting to the Top

The way to get to the top people is to create a really good, complete, professional presentation that requires no money, no risk, and little time from the other party, and pushes all the right buttons.

• It should be logical, short, and sweet, understandable, and concise.
• Most of all. It needs to have high, residual potential.

After all, the JV is about money, leverage, and results – it’s not about you, so don’t get your self-esteem or lack of experience slow you down and lower your expectations.

Go to the top dog, not the concierge. Pitch your JV with the focus on the bottom line and his or her interests – not your own. And stop trying to sell yourself – successful people don’t have to convince others that they are successful.

Red Flags

Here are a few red flag words that will chase off any winner:

• “Integrity” the bigger the loser, the more often he will use this word!
• “I am honest”
• “I will try / do my best”
• “If”
• “I hope / I guess”

If you have done your homework and you have the right training and support, you will speak easily and as an equal.

You may feel important by dealing with losers, but you will become important by dealing with winners.

It’s sensible to buy one dollar umbrellas at the dollar store and hand them to restaurant guests as they leave on a rainy night – far better than handing them expensive “corporate gifts” that you have to pay for.

But how much better would it be , how much more attention would you get, and how much more word of mouth advertising would you enjoy if you handed out $75 gifts to all your customers? And what if it didn’t cost you a blue cent?

What Impresses

Nobody is impressed with discount vouchers, two-for-one, “Buy one, get one” and bulk deals – what they ARE impressed with is stand-alone, no-obligation, real value, like a gift, as opposed to bait.

What about handing your female customers a nice Gift Certificate for a complimentary manicure, paid for and provided by the local spa? The spa would get a whole bunch of potential new customers, and they would be happy to pay for the printing and provide the manicures (subject to availability, of course). Far better for them than expensive advertising.

Add to Your Bottom Line at the Same Time

Naturally, you could negotiate a commission on any sales resulting from said Gift Certificates, as well.  That would drive net profit directly to you bottom line with no cost, risk, or time. As long as the Gift Certificates are distributed to the right demographic or psychographic model, it’s a win-win, since you’ll be passively endorsing and recommending the products and services of the vendor providing the Gift Certificates.

Think of the Possibilities…

How about Gift Certificates from interior designers, home theater purveyors, kitchen renovators, yoga teachers, jewelers, kayak and boating places… provide samples, classes, consultations, reports – the sky is the limit. Imagine all the possibilities, and consider the exposure and publicity you would get!

• Target your markets, and Joint Venture with the providers of the Gift Certificates to reciprocate by paying you commissions and / or distributing YOUR gift certificates.
• You could even SELL the Gift Certificates for a dollar each to other businesses.

Think about it…

Want to see how a young woman put together a simple JV Strategy and made $11,000 from it?

We’ve put together a short video (7:28 mins) that explains how you can use coupons or gift certificates to create a stream of passive income for yourself. This is one of the most popular and most talked about joint venture strategies. It’s fast, it’s easy, and you can literally put together a joint venture tomorrow using this strategy.

But wait, because we REALLY want you to see just how easy it is to create a profitable joint venture, and we don’t want you to have any excuses why you can’t do it, we’ve also included 10 complimentary coupon templates and an amazing step-by-step Quickstart Guide. It’s the complete package; it’s all here. The only thing it’s missing is two legs and a heartbeat.

The Quickstart Guide walks you through every necessary step to put this strategy to work for yourself. It even includes a professionally written “swipe-and-deploy” letter you mail to businesses you’d be interested in setting up a joint venture with and scripts for talking with the owners and managers that have the ability to make the decisions.

To watch the video, just go to http://jvwisdom.com/coupon/

Once you’ve watched the video and have an idea of how to use the strategy, then download the templates and the guide, and take action tomorrow and form your first joint venture.

It’s that easy. http://jvwisdom.com/coupon/

1.  Multiple Joint Ventures running simultaneously.

We understand how one Joint Venture can feed another and open new possibilities, how some fail and some work, so we’re always running a number of Joint Ventures at the same time with the least amount of time possible. We realize that we can create unlimited wealth through Joint Ventures.

2.  New Joint Ventures being added regularly.

We don’t sit back when we have a comfortable, residual income from multiple sources – we continually add new Joint Ventures. We are realistic and understand that Joint Ventures don’t last forever.

3.  Joint Ventures that are not working being aborted and scrapped regularly.

When we see that the Joint Venture or the JV partner is not working out, we don’t hesitate to walk away. Especially if we see dishonestly, greed, ego, or other agendas. We look for patterns.

4.  High standards and expectations.

We don’t look at small, impotent Joint Ventures, and we expect our partners to be as professional, production, and punctual as we are.

5.  Very selective whom they partner with.

We don’t deal with unknown people – we prefer to work on a referral basis. We do our due diligence and we’re careful with whom we associate.

6.  Specific requirements before considering a JV.

Simplicity, potential, time, risk, cost, integration possibilities, the people behind it and their track record and resources. We don’t leap blindly and emotionally into every new venture, because most of them are not good. They have to meet our standards to even be considered.

7.  Fast decisions, most of them “No.”

We don’t have to think about a JV for a long time – after getting the details, we make fast decisions. We stick to our commitments and get things in writing.

8.  Massive action taker.

We don’t sit around waiting for things to happen – we make them happen, follow up, make calls, take action, and WORK. We expect our JV partners to do the same.

9.  Professional, well-prepared, positive attitude.

We have high self-esteem and it is reflected in our grooming, dress, behavior, communication, the people with whom we mix, and our preparation and follow-up.

10. Always learning and helping others.

We are generous, friendly, and straight-talking. We like helping others to help themselves and we’re always open to learning new things.

Why do you employ people? For each of them to produce value, resulting in net profit in excess of the amount you pay them.

Why would you accept less than that? I know some of us are saddled with unions, relatives that work for us, people we’ve inherited and can’t easily get rid of, and many other excuses, however here are a few pointers that I think will help.

Remember, getting the job is the first job of someone who wants to be an employee. After that, every day, they have to prove to you why you should still hire them. and not give them the sack.

1.   Link their income to their production.

Work out what your real net profit is, your incremental profit, and a way to measure the output of every employee. This takes some analysis and a spot of Work Study (Organization and Methods), but it is well worth the exercise.

• Don’t be too generous, and remember you’re not a socialist organization. People should get paid according to what they produce, not what they need.
• Set traps to catch rats. Take a really good look at productivity, shop your own business, record phone calls, restrict Internet use, use Secret Shoppers, send one employee on leave for a week and see if the others cope. If they do, get rid of the worst one.
• Educate your employees about profit and business.
• Look after your champions, and remember that people change.

2.  Increase the production of your salespeople.

Teach your salespeople to sell, make them accountable, don’t accept excuses, have a sales meeting EVERY day, and fire your worst salesperson on a regular basis. Focus on results, not pipe-line, reputation, branding, market share – just the bottom line. Get them all onto a commission-only basis. Beware of  “sales trainers” – they usually can’t sell.

3.    Weed out the leeches and parasites.

Make their job unbearable if necessary; simply give them lots of work that they hate and micro-manage them. They’ll soon leave if you do it right. You’re in business to make a profit, and you don’t owe them anything.

4.   Learn to Delegate.

The best program I ever attended to learn about management was the Dale Carnegie Management Course. I learned a lot of valuable information about delegation, and I highly recommend it. Most “managers” have no idea how to manage, motivate, or discipline people. Your people need to set their own goals, report to you how they’re doing and how they will improve, and be accountable for their commitments. No excuses acceptable.

5.    Understand Joint Ventures.

In my business, everyone I deal with is a JV partners. I run my company with no employees, no risk, no cost, no overhead and little time. So I make a lot more profit and I don’t have to deal with losers and users. Lean and mean. Learn how JV’s work.

6.    Don’t hire socialists, smokers, or people who don’t need a job.

If you need an explanation for this one, you have a problem.

7.   Reward innovation, honesty, loyalty, and ambition.

These qualities are hard to find. Look after your champions and lock them in with residual commissions and long-term incentives.

8.    Familiarity breeds contempt.

Don’t be their “buddy”, maintain your distance, be strict, hold people accountable, and lead by example.

9.    Set up a “Dress and Grooming Code”.

When people look good, they feel good, and they do better work.  Set and maintain high standards in every area of your business.

10.    Train them, train them, train them.

Especially in the Joint Venture mindset.

If you have one of the two dry cleaning businesses in a small town, with high overhead and limited customers, scarcity is a reality to you.

If your business depends on the weather, the traffic, offshore competition, finding good people, or politicians, or if you sell your time, lack and risk are your constant shadows.

And if you have all your eggs in one basket,

• if your income depends on the whims of others to any extent,
• or if you rely on others or serve a limited geographic area,

shortage and fear follow you home at night.

Are You a Soldier or a General?

Many “businesses” are really simply prison cells, shackles, time vampires, and Swords of Damocles. If you own a franchise or if you are a self-employed salesperson posing as an entrepreneur, scarcity is a reality for you. Without scalability and replicability, you’re what Domenick Celentano, an Adjunct Professor at Fairleigh Dickinson University, calls an “Artisan Entrepreneur.” Or what I call and “Paid Slave” or “a Laborer with a New Lable” – not much different from being an employee, except that you work harder for less and take more risk. You can be a soldier or a general.  Entrepreneurs are generals.

Stephen Duke wrote:

“There are lots of ‘independent business owners,’ but few are actually ‘entrepreneurs.’ Most are skilled technicians or managers in their fields and they work IN their own business, but fewer still work ON their business. There is a difference.

Self-employment is on one end of the continuum and Entrepreneurship is on the opposite. The difference is what the individual actually does for the business: Are they simply doing what they were doing for the ‘Man’ before they started working for themselves? Or, are they working at building a “world class company” that does the things they once did for a living?

Don’t be delusional about self-employment, even if you are not working by yourself – it is still not entrepreneurial. One must really be working on building a company that is less egoistic and more centered around its stakeholders i.e. what’s in it for them, instead of what’s in it for me. When you understand this, you understand the difference between the self-employed business owner and the entrepreneur.”

Why I Use Joint Ventures

To move from scarcity and risk to abundance and peace of mind, I became a Joint Venture Broker 23 years ago.

1. There is literally no limit to my business, except that which I choose.
2. My business is ultimately scalable.
3. I operate with no cost, overhead, employees, risk, inventory, advertising and marketing budget, or administration.
4. And I have plenty of time on my hands.
5. If you choose to keep the business you have, you can put your bottom line on steroids by understanding how to use Joint Ventures and create huge back-end income at 100% profit, while reducing risk and time spent.

There are many fish in the sea, if you set your business up that way. Threats fade away, and you can focus on building nets and working when you feel like it. A good Joint Venture Broker has his ego in check, focuses on the bottom line, is very selective, and enjoys abundance. And he sleeps well at night.

It’s sensible to buy one dollar umbrellas at the dollar store and hand them to restaurant guests as they leave on a rainy night – far better than handing them expensive “corporate gifts” that you have to pay for.

But how much better would it be, how much more attention would you get, and how much more word of mouth advertising would you enjoy, if you handed out $75 gifts to all your customers? And what if it didn’t cost you a blue cent?

What Really Impresses People

Nobody is impressed with discount vouchers, two-for-one, “Buy one, get one” and bulk deals.

What they ARE impressed with is stand-alone, no-obligation, real value, like a gift, as opposed to bait.

Try This

What about handing your female customers a nice Gift Certificate for a complimentary manicure, paid for and provided by the local spa? The spa would get a whole bunch of potential new customers, and they would be happy to pay for the printing and provide the manicures (subject to availability, of course). Far better for them than expensive advertising.

Drive Profit to Your Bottom-line at the Same Time

Naturally, you could negotiate a commission on any sales resulting from said Gift Certificates, as well. That would drive net profit directly to you bottom line with no cost, risk, or time. As long as the Gift Certificates are distributed to the right demographic / psychographic model, it’s a win-win, since you’ll be passively endorsing and recommending the products and services of the vendor providing the Gift Certificates.

The Sky’s the Limit!

How about Gift Certificates from interior designers, home theater purveyors, kitchen renovators, yoga teachers, jewelers, kayak and boating places… provide samples, classes, consultations, reports – the sky is the limit.

Imagine all the possibilities, and consider the exposure and publicity you would get!

• Target your markets.
• Joint Venture with the providers of the Gift Certificates to reciprocate by paying you commissions and / or distributing YOUR gift certificates.
• You could even SELL the Gift Certificates for a dollar each to other businesses.

Think about it…

1.  Multiple Joint Ventures running simultaneously.

We understand how one Joint Venture can feed another and open new possibilities, how some fail and some work, so we’re always running a number of Joint Ventures at the same time with the least amount of time possible. We realize that we can create unlimited wealth through Joint Ventures.

2.  New Joint Ventures being added regularly.

We don’t sit back when we have a comfortable, residual income from multiple sources – we continually add new Joint Ventures. We are realistic and understand that Joint Ventures don’t last forever.

3.  Joint Ventures that are not working being aborted and scrapped regularly.

When we see that the JV or the JV partner is not working out, we don’t hesitate to walk away. Especially if we see dishonestly, greed, ego, or other agendas. We look for patterns.

4.  High standards and expectations.

We don’t look at small, impotent Joint Ventures, and we expect our partners to be as     professional, production, and punctual as we are.

5.  Very selective whom they partner with.

We don’t deal with unknown people – we prefer to work on a referral basis. We do our due diligence and we’re careful with whom we associate.

6.  Specific requirements before considering a JV.

Simplicity, potential, time, risk, cost, integration possibilities, the people behind it and their track record and resources. We don’t leap blindly and emotionally into every new venture, because most of them are not good. They have to meet our standards to even be considered.

7.  Fast decisions, most of them “No.”

We don’t have to think about a Joint Venture for a long time – after getting the details, we make fast decisions. We stick to our commitments and get things in writing.

8.  Massive action taker.

We don’t sit around waiting for things to happen – we make them happen, follow up, make calls, take action, and WORK. We expect our Joint Venture partners to do the same.

9.  Professional, well-prepared, positive attitude.

We have high self-esteem and it is reflected in our grooming, dress, behavior, communication, the people with whom we mix, and our preparation and follow-up.

10.  Always learning and helping others.

We are generous, friendly, and straight-talking. We like helping others to help themselves and we’re always open to learning new things.