My origin story is very

interesting.

And it's interesting.

I'm an accidental tourist.

So I got married the first time at age 18.

Two kids at 20.

No education.

And talk to us about that, because I think there's so many businesses out there that that have that potential but you've got a unique way of looking at the auto industry that way

So I can prepare my next journey to actually what you're really making circle, right?

I'm known for many, many methodology categories that all produce exponential performance, which people go, how can we do that? It's not as hard as you think.

It's actually easier.

We have graphics that you can show the three ways.

One of the things that I really got into was what's called the advanced three ways.

And the advanced three ways is about adding new products.

It's three things, add a new product every year, at least one or service, penetrate a new market or acquire a business.

And

I'm curious, what is the most powerful partnership model that you've developed to drive geometric growth?

Well, let me answer and say that since I first became fixated on the upside leverage, the asymmetric growth potential in power partnerships, joint ventures, strategic alliances, co-branding, recommended provider status, endorsements, and referral networks, I kept taking it deeper and deeper.

So I have 256 different ways to apply it now.

So to answer your question is a little bit challenging, but I'll give you a macro answer.

The key to the easiest and the most lucrative possible joint venture, strategic alliance, power partnership is when two companies come together that have the complementary same buyer.

So if I am selling digital marketing, but you are selling either SEO, or I'm just using a real simple example, and a third person is selling website resets, and another one is selling email optimization, then you are all someone for whom Someone is buying something before, during, after, instead at the same time.

So it's the perfect combination.

So, J., my question for you is, how do you see entrepreneurial learning needing to evolve over the next five years?

Maybe the first example, when did the light bulb click? So what industries were you working in at the time? What idea did you combine?

Yeah, well, I'll give you a couple of the actual stories.

So the first really big one was Icy Hot.

And everyone knows it today because it's all over and Shaq is the spokesperson and it's very prominent.

And it's probably the number one by orders of magnitude over its competitors.

But when I got into it, it was an old line mail order product.

Same product, but they sold it for $3 by mail.

Okay,

[outro jingle] Hi, it's Jay Abraham, and I want very much to share with you some different ideas, I suspect, than what everyone else is contributing on this video.

Uh, I, I don't think adding the traditional recommendations, either strategic or tactical, is what I can do most valuable.

I think I can give you a mindset of nonlinear strategic thinking and ethical opportunity-based perspective that will help no matter what business you have, um, navigate and s- not necessarily circumvent, but position yourself to be a victor and not a victim when this all ends, and also, uh, see and, and seize opportunities that are available right now that probably will not be available when, when this ends, and opportunities that if you capitalize on will actually allow you to help other people who are more impaired and, uh, and against the ropes than you are.

So first thing you have to do is fortify, solidify, bond your base to your buyers and make sure that they know, number one, that you have leadership commitment to them to figure out what to do.

You're going to be there in whatever ways are appropriate for whatever kind of product service proposition your business sells.

Make sure that they understand and you understand that you have certainty, not necessarily certainty about exactly what's going to happen.

See terms.

He, you know, I mean, I have a friend I was talking about earlier.

I was wondering if you could share wisdom and perspective on the exponentiality of entrepreneurship or other things.

Yeah, no, thank you.

Uh, first of all, I'm sorry I wasn't in the room to hear all about all of you.

So we are...

I was telling David, my life has been a constant journey and adventure and experiment in exponentiation.

And I was introduced to the power about performing everyone else by my, uh, career, so a quick three minutes might be important.

I was telling him and who drove me that I got started at age 18.

What are you working on that, Jay, now that you're most excited about? What projects now sort of speed and long list or couple you-

I'm curious, what is the most powerful partnership model that you've developed to drive geometric growth?

Well, let me answer and say that since I first became fixated on the upside leverage, the asymmetric growth potential in power partnerships, joint ventures, strategic alliances, co-branding, recommended provider status, endorsements, and referral networks, I kept taking it deeper and deeper.

So I have 256 different ways to apply it now.

So to answer your question is a little bit challenging, but I'll give you a macro answer.

The key to the easiest and the most lucrative possible joint venture, strategic alliance, power partnership is when two companies come together that have the complementary same buyer.

So if I am selling digital marketing, but you are selling either SEO, or I'm just using a real simple example, and a third person is selling website resets, and another one is selling email optimization, then you are all someone for whom Someone is buying something before, during, after, instead, at the same time.

So it's the perfect combination.

So, J., my question for you is, how do you see entrepreneurial learning needing to evolve over the next five years?

Right

...

the residual value, the, the stream of income, the lifetime value if you do nothing else, and that, then we're gonna get really excited later.

We can show you 20 different things you can do to make that higher, but if you do nothing else, you understand that.

So I worked with a company that sold a patent medicine like Bengay or Mentholatum.

It was called Icy Hot.

It still is called Icy Hot.

... out of that.

Wayne Dyer, for example, what are you doing today to make sure that you are preserving the wisdom and the work that you've done throughout your life?

I'm always a little eclectic and contrarian.

What I'm doing is a multiplicity of things.

We regularly do six-hour gratis training, which allows me to constantly integrate and evolve and upgrade the body of work.

One thing I think that is unique about me, and it's not arrogant, it's just clinical, I'm not really a tactician.

I tend to have such a broad swath of ever-evolving content or expertise or I guess you'd call it distinctions, David and group.

on everything from strategy, business model, distribution channel, expansion, partnering, strategic alliances, co-branding, endorsement, recommended provider status, preeminence, reclamation of some cost, redeployment.

So I think it's really important of someone of your magnitude in terms of understanding capitalism and its basic skill sets, i.e. marketing, i.e. communication, i.e. partnerships, what could you say and what could you do to turn on the younger generation to the creative genius that is sparked by the healthiest capitalism.

What do you feel about marketing in a business as far as the importance of it? How much of a necessity is it versus word of mouth, etc.? ?

I'm going to give you a historic answer, not a singular answer.

So when I started, I was known as a marketing genius.

I don't know if I really was one, but I had a profound and a comprehensive and a very unique proprietary understanding of marketing inside and out as far as entrepreneurial marketing goes.

And for many years, that's all I did.

And then I started doing very unique seminars that explored a whole facet of different elements of a business.

And I came to a conclusion that as important as marketing is, and it is very important as a front-end driver of clients, initial sales, brand distinction, and superiority...

What's the difference?

That must happen a lot.

Yeah, I'll tell you something very interesting.

I bifurcate.

When I started, I wanted everybody because I thought I could help everyone.

Everyone.

And I realized, I mean, I was in the seminar business and we did a quarter billion dollars before I quit.

And I just quit one day because I'll tell you the good and the bad.

If we could dive into that a little bit, why is that so important?