Lessons - How to 10X Your Business Without Spending More | Jay Abraham - Advisor to Tony Robbins & Fortune 500s

In this lessons episode, discover the strategy of preeminence and how it transforms businesses from transactional sellers into trusted advisors. Learn why prioritizing a client's best interest, deeply understanding their needs and reframing your role as a life-changing partner creates lasting loyalty and understand how challenging perception sets a brand apart in competitive markets. What is the insight for somebody building a business to understand the current state of the consumer and how to capture them and sell to them properly? Well, and you've studied some of my work. I have so much that it would be improbable to think you've studied all of it, but one of the earliest things that I was fanatical about was something I called the strategy of preeminence. I'm telling you this not to go rogue on you, but to go right to the answer. Actually, this was this was actually we haven't even gotten into that was the first thing that I was going to go into, but then you started to get interesting. So then I pushed it back a little bit. I think it correlates here. So I studied, I studied, I'm like a closet student of the human condition. And so I studied for years as I was doing this. You know, the people who own preemptive and preeminent and I went from people that had that had significant what's the word I would use. They were prominent and then I looked for preemptive and then I looked at preeminent and it was a very, believe it or not, if you look at gradients and I'm into I studied and I'm not a mathematician, but people don't realize this. Everybody and by the way, I'm a poster boy for adult attention deficit. And I'm like a net that has had a lobotomy. So you'll have to tolerate me going rogue on you and me on myself. But I studied everyone talks about the 10x moonshot. I'm going to get to preeminence in just a minute, the 10x moonshot, you know, exponential growth. And I studied it for a little bit and people don't realize that in math, you study math, which I didn't. I just did some research on it. There are five or six gradients that are literally above and beyond exponentiation. It's called hyper operationalization and it's tetration, hexation, pentation, octation. And you couldn't even correlate it. It'd be like to infinity or beyond. And the point is you can really take performance so much higher for the same time, effort, opportunity, capital access to the market, human capital, etc. Now back to your answer for the consumer. I created after studying a lot of people that were operating in this literally preeminent world what it was about them that was profoundly different. And I'll send you a deck that I did on it because just for yourself, you'll love it and you're welcome to share with anybody. And it basically had many facets, but to give you the short takes about three hours to explain it. And it's deep. But number one, they were seen as the most trusted advisor in the category, the only viable solution you could turn to. And the reason was they did not give information, they did not try to sell. They always tried to advise and tell their market what they felt was in the market's best interest, irrespective of whether that was in the company's best interest. And secondly, whether the consumer purchased what they advised and the combination, the quality, the consistency that they advised, they always told what they believed was in the best interest. I used to tell a story. If you came to Jay Abraham's bottle water shop and water bar and you asked me for one half of a cup of water. And I took your money without first verifying that you knew that your body needed seven and a half more of these every day's got for your body to function, your cellular a health to be at prime, your creativity to be optimal, your digestion, your excretion, everything to work for your stability, for your stress level. And I didn't go out of my way to make sure you knew that irrespective of whether you upped your purchase from me, I would be deserving. You know, I'm talking about being preeminent. If you came every two days in body glasses, but I didn't make sure that somewhere, not necessarily me, but somewhere you were getting the other eight and didn't go out of my way to make sure you knew what I believe was in your best interest. I was stealing from you. So the first thing in being preeminent is being seen as the most trusted advisor, the only possible source or or or or place you could turn to. And that is only possible by doing that. The next is understanding and putting into words what your target audience once and doesn't want in ways and it dimensions that no one else has ever articulated. And you cannot do that if you don't really go to great depths to understand it. And I can tell you later on a way that anybody can do it. I call it the mind of the mark. And that's another methodology we've produced. Next is that you basically want to make sure that no matter what business industry, you are in. You don't fall into the mistake of falling in love with your company, fastest growing company, ink magazine, Fortune 500, Russell 1000, or you love your industry or you love your product, you want to fall in love with the people you serve. And you have three kinds of clients and you want to call them clients because if I call you a customer, if you look it up, Scott and Webster's dictionary, it's somebody who it's somebody who's buying a commodity or a service. If I call you a customer, but I want to be preeminent, what I'm really saying implicitly, if not explicitly, is I am a marginalized commodity. I'm lucky as heck you're dealing with me and not my competitor or an alternative form. If I call you a client, if you look it up, it's somebody who's under the care, the well-being and the protection of another has a fiduciary connotation. When I see myself being your most trusted advisor and I see my responsibility and I get that everybody in the company sees that and we're on a mission and a crusade in behalf of that market of the prospective client. And we see our role as being integral no matter if we answer the phone, get the package to the shipping faster that it all helps achieve our purpose. That is very profound. The other thing is literally you've got to stop thinking transactionally. If I think that I sell water and I don't think about what happens when that water is acquired by you and it's starting to serve your body, then I've marginalized myself a good example and you can throw a monkey wrench and stop me because I can go, I can go robot. No, no, I'll I'm going to go go ahead and tell me the other example and give you a great example. And you know this because we've talked offline. I've had 1,000 industries around the world I've helped. So I have a lot of experience in this. One time I had the largest first time home builder in all of Mexico. They had 87 facilities. They had 3,000 sales people. They were doing billions. They were traded on the New York and the Mexican stock exchange and they wanted a breakthrough. And so I actually flew out there and I I spent time with not just the sales management with many, many, many of the sales people and I asked them what they did and they said we sell first family homes. Now the first family home market there. I don't know if it's still the same because I've been back for three, four years. The government had a policy that if you work for a legitimate company that pay taxes, they would make your down payment and they would then structure your mortgage payments to conform with your income. So you could afford a beautiful home in a brand new development with security walls with with all kinds of wonderful facilities, pools, etc. It was in wonderful new areas where there were there were dedicated teachers. Now put that in a band. So these people said we sell new, we sell first time homes. I said, well, what happens when somebody buys a first time home? Nobody asked them. I said, let's look at it. First of all, a couple that normally had only two options. They would live in a terrible area in an apartment where it was very non conducive for a good environment for the wife. It was non conducive and a good environment for the kids and the husband wouldn't have a lot of pride or they'd live with the parents who would micromanage the family. It would be just terrible on the relationship between husband, wife, parenting, etc. Because the grandparents would try to parent both the husband or wife where their child was and the kid. When they get into a new development, first of all, there's pride of ownership. It's a beautiful home. The husband feels like his work has produced something. He works harder, is more exciting, gets promotions, makes more. The wife hangs out with quality people. So do the kids. Their success, probability is enhanced dramatically. The teachers are young and still want to teach. They're not jaded and calcified about the whole process. More importantly, they are building an asset that will give them security for the rest of their life. If they can't afford it, they can rent it and get somebody else to pay for it for them. If they get it paid off and their parents die and they inherit the house, now they've got an asset that will give them a higher quality of retirement or living, or it'll pay for their children to have the education of a lifetime anywhere they want. I went through all these things. There's a lot more. I said, no, you don't just sell first-time homes. You transform entire family lives. Every morning, we started our day saying, how many lives are we going to transform today? It was game-changing using the positive aspect. I'm just giving you a few examples of that. I was going to say a lot of this strategy hinges on you challenging the customer's perception. You challenge their world view to a degree so that that places you in a position of trust because a lot if a company is just transactional, then they're just accepting what the customer wants and that's and they're going to sell it to them. But this preeminent strategy seems to challenge so that you are not only just understanding what your customer wants. You're also trying to get them to see the world through a different lens and then that would be your company. Is that fair? It's a duality. It's trying to see your business through a different lens, but it's also trying to have people see you in contrast to everyone else. If you think about it's divide and conquer, there's everyone else and then there's you. I'm talking about something that's very sophisticated when you execute it, but that's only one of about 97 methodologies we've given. But what we try to do whenever there's a lot of competitive landscape and we're trying to get someone to be very preemptive. When people challenge them about somebody else, we don't say, oh, Scott is a wretched swine. He's disgusting. He's stuff is crap. Instead, we always say, look, there are a lot of very quality people in our industry. And we know all the good guys and women and they work very hard and their products are very good and their people are very dedicated and they give a good value and then we add that we're the penny drops or the brick drops for what they do. But we don't even play in that world. We operate in our relationship with you and how we engineer our products or our services and what we're committed to deliver and how we go above and beyond the expectations and how we basically design everything as if it was for ourselves in a much higher strata. So we don't even see ourselves even be compared and you do things that are very different than most people would if you're competing. Thanks for tuning in. If you found this valuable, don't forget to hit that subscribe button so you never miss an episode. And if you want to dive deeper into this conversation, check out the links in the description to watch the full episode. See you in the next one.