6

The High Art of Getting
the Best Buyers

The Fastest, Least Expensive Way to
Dramatically Increase Sales

The following strategy has probably helped more companies double their sales faster than any other single concept. In a sentence: there’s always a smaller number of “best buyers” than there are all buyers. That means that marketing to them is cheaper than marketing to all buyers. A direct mail effort to 100 “best buyers” is obviously less expensive to market than a direct-mail effort to an entire audience of 10,000 “all buyers.” But it’s how you market and sell to them that determines whether or not you will ever get them. When Charlie Munger put me in charge of ad sales for one of his magazines, it had a database of 2,200 potential advertisers. I did a market analysis and found that 167 of them bought 95 percent of the advertising in the top four magazines. This was especially important because these four magazines were getting all of the valuable advertising in this market. None of these advertisers were in our magazine and we were all the way down at number 15 in terms of market share in our field.

By focusing intently on those dream 167 buyers, I was able to get 30 of them into the magazine in the first year. Suddenly executives who had never heard from us before were now hearing from us so intensively from every direction that within six months we had 28 of them in the magazine. That alone doubled the advertising sales of the magazine. These were the big advertisers. When they came in, it was for premium positions—full-color spreads, the inside front cover, back cover, and so on. Up until that point, we had been scraping by on revenue from quarter-page, third-page, and a few half-page ads. We doubled the sales the next year by keeping those best buyers in the magazine and bringing in another 30. We doubled it again, a third year in a row, by bringing in the rest of the 167 best buyers.

When I doubled sales three years in a row, Charlie Munger said, “Are you sure we’re not lying, cheating, and stealing? In all my years, I’ve never seen anybody double sales three years in a row.”

Naturally, we weren’t doing any such thing. We were just marketing and selling better than any of our competitors. That, and we truly had built the Ultimate Sales Machine with procedures and policies for selling that all the salespeople had to follow. This book will cover every aspect of this in the ensuing chapters.

Best buyers buy more, buy faster, and buy more often than other buyers. These are your ideal clients. No matter what else you are doing, you should have additional effort to capture them. I call this strategy the Dream 100 effort. It is your program for targeting your 100 (or whatever number is appropriate) dream clients constantly and relentlessly until they buy your product or service. The goal of the Dream 100 is to take your ideal buyers from “I’ve never heard of this company” to “What is this company I keep hearing about?” to “I think I’ve heard of that company” to “Yes, I’ve heard of that company” to “Yes, I do business with that company.”

In this chapter you will learn the strategy for getting your dream clients. You will also find a plethora of creative ideas to capture the interest of those best buyers. You’ll see how to focus your efforts on the best buyers or the best neighborhoods (if you sell to consumers) and how to maintain that focus over the long term with pigheaded determination and discipline. Master this and you will see breathtaking growth in your revenue. The fastest way to grow any company is to focus a special and dedicated effort on your dream clients.

Business-to-Business Sales

One of my clients sells research aids for law firms. In large law firms, a managing partner acts like a CEO of the firms. They have an executive committee that helps to manage the firm and make decisions. Next in line are the senior partners of each specialty—intellectual property, litigation, bankruptcy, and so on. Then you have the lawyers, then the paralegals, librarians, information systems people, and so on.

Since my client was selling research products, he was dealing with the librarians because that’s who manages research tools. If you’ve got a revolutionary product, you can probably get an appointment with a librarian and you will probably impress that librarian. Librarians in some firms have great influence with partners, but many do not. You can spend an hour selling to that librarian and the librarian might get 5 or 10 minutes to try to explain your product or service to the lawyers you want to reach.

So the challenge with this client was to build a program that would skip the librarian and go straight to the management committee. If you called a law firm partner and said, “I have a great research aid that will help you be more effective,” he or she would usually bunt you to the librarian. We designed a core story educational seminar: “The Five Most Dangerous Trends Facing Law Firms.” We called the managing directors of the top 50 law firms to offer the free education. Here’s the script: “I’m sure you’re aware of our company. We’ve been helping law firms be more successful for more than 50 years now. We recently commissioned a study on what’s going on in the legal market and we’ve learned there are some pretty serious challenges facing lawyers in the new millennium. Since our survival depends on your success, we wanted to make sure that you saw this information and had every opportunity to be ahead of the problems. We put this information into a very succinct executive committee orientation and we’re now showing this to all the top law firms. In fact, we’re in touch with [name several other top law firms] and are in the process of arranging to show this in one of their management meetings. We’d love to arrange to make sure you also see this important information.”

There are several factors that made this approach very successful. First, note how we used fear as a motivator. It’s far easier to get in to see top executives if there are “dangerous trends” facing them than if you offer some currently unrealized benefit. Also, the term social proof was heavily at play here. That means, “When others are doing it, it’s okay for me to do it, too.” Let me give you a great example of how social proof shapes society. For those of you too young to remember, there was a time when it was a shame in society to live with someone without being married to the person. And surely, you would never have a child out of wedlock. Today, other than very religious families, every one I know lived with their significant other before they married them. Hollywood stars were the first to break this taboo, paving the way for the rest of society to follow suit.

Or to put that in a business context, “When best buyers buy, other best buyers buy faster.” In the script above, note the language: “We’re now showing this to all the top law firms. In fact, we’re in touch with [name several other top law firms] and are in the process of arranging to show this in their management meetings. We’d love to arrange to make sure you also see this important information.” Note that we didn’t say, “We have shown this to so-and-so.” We said, “we’re in touch with” and “arranging to show this to…” This was the truth.

I have a rule about selling: never lie. Make sure you’re telling the truth. By wording our telephone approach carefully, we were telling the truth, but the impression we gave was that it was already happening. By mentioning names of other top firms, we got interest from their competitors pretty darn fast. We also made certain that it was the truth. We were in touch with all the large firms. In fact, we called all of them on the same day. If someone checked, another firm might say, “Well, yes, we’ve heard from them, but we haven’t set anything yet”—or whatever—but the point is that we were, in fact, “in touch” with all the large firms all at once.

Prior to all this, my client once could not get in to see even a single partner. Now the company was presenting to the entire management committee of law firms with astonishing results. For example, I accompanied the salesperson to present for the executive committee of the largest law firm in a major city. At the end of the presentation, that firm bought almost every thing that rep had to sell.

From a structural standpoint, when you use a selling approach like this, you have to make sure that your first objective is to truly serve the buyer. That “stadium pitch” or “core story” was rock solid and full of terrific and useful data about law firms and their challenges. If you want to have a disaster, go ahead and promise an outstanding educational experience and then don’t deliver on it. You’ll find every person in the room squirming with anger about their time being wasted.

In this case, however, the data was superb. We even built in some humor. It showed that the lawyer growth per capita, according to the American Bar Association, has gone from 1 out of every 700 people being an attorney 30 years ago to 1 out of every 300 people being an attorney today. ⁵ Then we showed how in San Francisco, one out of every 66 people is an attorney and in Washington, D.C., one out of every 23 people is an attorney. And then the next panel said, at this rate, by the year 2052, every other person in America will be an attorney. That got a good laugh, but the data revealed that while the number of lawyers was growing, the billings had leveled off for several years. What did this mean? More attorneys, less money per attorney. The orientation went on to show that lawyers weren’t the only ones suing. Corporate clients were now suing law firms at an alarming rate. Forty percent of all large law firms will face a major litigation from one of their massive clients.

All this information was available in hundreds of sources, but what we did was put it all together into one source—our orientation—and the results were an amazing educational experience and snapshot of the legal profession from a very high level. The last part of the education centered on the burgeoning research challenges for lawyers. There are over three million cases now in the databases from which lawyers can draw. That’s not good news. We organized the presentation so that the section on law firms being sued was followed immediately by the section on how easy it is today to miss an important precedent or case. This really amped up the importance of having great research aids. The results at the end of the “education” were that every lawyer in the room wanted to have these aids—if not for themselves, then surely for their staff. This illustrates how the learning curve in Chapter Four (“Becoming a Brilliant Strategist”), when combined with the learning curve in this chapter, makes for a formidable force for gaining access to dream clients.

I had another client come to me because his company wasn’t getting enough leads and appointments. It sold office equipment to businesses. Its current tactic was to send a letter to every single prospect in our area. It did a search and found that there were 20,000 businesses in its area. So it sent out 20,000 direct mail pieces and it didn’t get a single response. Not one. Today, because of the onslaught of direct mail businesses receive, direct mail effectiveness has fallen off dramatically. In our newspaper orientation (in Chapter Four) we showed that the quantity of direct mail has doubled over the past 10 years—meaning, the average household receives twice as much direct mail today as it did 10 years ago. In Canada, I recall (as the client had newspapers in Canada) they even put trash receptacles by all the mailboxes in apartment buildings so that folks could. That way they could throw away all the direct mail that came every day. So this client had spent what was a lot of money for them on a massive direct mail campaign, expecting to flood its salespeople with leads. (In Chapter Seven, “The Seven Musts of Marketing,” you’ll get some ideas on direct mail that might make it more effective.) But let’s get back to this client’s Dream 100 discovery.

I reviewed the sales from the previous year. The company had a number of sales ranging from $10,000 up to $28,000 for computer systems it had installed. But then I got to a sale of $160,000. “What’s this?” I was told that that was a big company. The way business-to-business computer system sales works is that if you have 100 employees at desks, you need 100 computers. Each computer can cost about $1,600 per workstation (fully installed with hardware, software, the system, and so on). The client had been focusing on small companies but occasionally got a big company. My natural reaction was “Why don’t we just go after big companies?”

I’ll state it again: while you’re doing every thing else, have a special effort dedicated to just the dream clients. We started a side effort to target massive sales. This company is not going to get a Fortune 500 client, but it could easily target companies with 100 to 300 employees and compete quite effectively at that level.

So we did a search of all the large companies in the area. You can do this easily online. Go to www.zapdata.com and in minutes you’ll find all the companies of a given size in any industry in your area. For this company, there were 2,000 companies in the area that were within its dream client range.

I asked this client what the criteria were for companies to buy new computer systems. “Well, if their system is old, they may be spending more on the maintenance than they would on a lease for a brand-new system that has 10 times more features than what they have now.” I marshaled the four salespeople to call every one of the 2,000 companies we had identified. They simply called each one and spoke right to the receptionist. They said: “Hi. We’re doing our annual survey and we’ve got just two questions: can you tell us what type of computer system you have and how old it is?” A full 99.9 percent of the receptionists just answered the question.

In two days flat, we found out there were 508 dream companies in the area with computer systems that were at least five years old. Many of them had computer systems whose original provider was now out of business. This meant that prospects were now buying used computer equipment in order to replace broken desktop units or to expand its current number of desktop units. Replacing the system might not be something its would consider as its might not realize the joy it could bring to their lives, or that the cost might be less on a cash flow basis.

As you learned in Chapter Four, there’s probably about 3 percent of that group who are buying right now anyway. But, just because people are buying now does not mean they are beating a path to your door. Even if you send out a direct mail piece, they still might not notice it. Remember, this company had sent out 20,000 direct mail pieces with not one response. We know some of those companies were looking to buy right then, but they didn’t respond to the direct mail piece. So one direct mail piece doesn’t do it. You need to really get their attention.

The first thing we did was send out a Rubik’s Cube to those 508 companies. In the accompanying note we said: “Puzzled about how to double or triple employee productivity? We guarantee to find you 12 ways to reduce costs or increase productivity or we’ll give you a $5,000 gift for your trouble.” This time they got only one response. It just so happened that that one response was from a company with 355 employees. This would be the biggest sale in the client’s history.

We then called behind the offer and got another 15 appointments. Within six weeks this company had more business in play than it had the previous year—all big deals. Also, before using this approach, the sales reps would struggle to get a single appointment each per week. In fact, in some weeks they did not get a single appointment. With four sales reps, they were getting maybe three appointments per week. Using this approach (with details to follow in Chapter Nine), we got them up to one week where these four salespeople set 30 appointments. That’s a tenfold increase in appointments per week.

We sent the dream companies a little gift with a clever tie-in every other week for the entire five months I worked with this client. When I left them, they had nine times more business in play than they had done in the previous year. If this client was wise, it would have continued to hammer those 508 large companies in its area. Over time, whenever any of them need a computer system, who do you think they are going to call first?

If you continue to market to someone with great vigor, they will absolutely get to know who you are. If they tell you no again and again and you keep marketing and selling to them, here is what will happen: they will go from not knowing who you are to knowing exactly who you are to maybe even being annoyed that you won’t go away to starting to respect you because no one has ever marketed to them with such force to even feeling obligated to give you some business. Yes, obligated. If someone keeps coming after you again and again and again, even if you are not interested in that person, you start to feel like you want to give something back.

I’ve used this approach in hundreds of cases, especially for myself. I’ve gotten 60 of the Fortune 500 as clients through the pigheaded determination I’m recommending for you. And to tell you the truth, most of them were not that difficult to get. The point is that massive and diligent follow-up can penetrate just about any company if you are determined. One of the hardest of all was Jay Abraham, author of Getting Everything You Can Out of All You’ve Got. I have training programs for business owners and he has a large database of business owners that buy his training programs. I decided that I wanted to partner with him to mutually co-market to his and my list. I hit this guy with a phone call or letter every other week for two solid years. Finally, after two years, Jay’s then business manager called me up and invited me to have lunch with Jay. I flew to Los Angeles and had lunch with Jay, and the game was afoot. I’ve estimated that the first lunch with Jay has easily been worth over $15 million to me over the years. Jay became an extraordinary partner who not only made me a ton of money, but also taught me a great deal about thinking out of the box.

Most all of my other large clients were much easier to get—most within three to six months, some with one phone call. Here’s how I got the chairman of a $100 billion company on the phone with a single try.

I decided that I wanted Wells Fargo Bank as a client and called the chairman and CEO of the company. To my utter shock, he called me right back 10 minutes later. Here I was expecting my usual three to six months of hard labor, and the man just called me right back. He tried to turn me down for a meeting about four or five times on that phone call, but I persisted until he finally said, “How’s tomorrow at 3:00?” I sputtered and took the meeting. On my way to the meeting, I stopped at three of their branches, looking to open a business checking account, and was able to report to him about my experience and how I thought I could improve it. I got the account. This is to say that you will be pleasantly surprised at how easy it is to get 99 percent of your dream clients. There will be that 1 percent that take forever but even those can be had if you’re committed.

Penetrating Hollywood

I wrote a screenplay entitled Emily’s Song, a touching, sweeping drama about a singer who goes from rags to riches. After getting many very positive reactions, I decided that I was going to sell this screenplay in Hollywood. I knew nothing about the entertainment field, the players, how every thing worked, and so on.

I bought the issue of Premiere magazine that lists “the 100 most powerful people in Hollywood.” Gee, there it was, my Dream 100 list, and someone had already done the work for me. Then I subscribed to Hollywood Creative Directory, which gives you all the contact information for anyone of substance in Hollywood. Next I had one of my assistants make up index cards for me with all their contact data, and I began my process.

I called the CEOs of all the major studios, including Paramount, Disney, Warner Bros., Universal, and Sony Pictures. Using the techniques we’ll go over in Chapter Nine, I was able to get seven out of 11 of the biggest CEOs in Hollywood on the telephone. I then went after every major agency and, finally, after the agents who represented the artists that I thought would make great leads for my movie. Basically, I was turned down 38 times with various methods of rejection, the most common being the words, “We pass, but thank you for your submission.”

Then one day I got a call from perhaps the most powerful music agent in all of Hollywood. At the time, I approached him because he handled Shania Twain, Céline Dion, and Faith Hill, among others—any one of whom would’ve made a great lead to play the main character, Emily Evers. He said: “I read your screenplay and I think it’s pretty good. I mean, it made me cry.” These were the most wonderful words I think I’ve ever heard. He continued, “I have the perfect person to play Emily: LeAnn Rimes.”

This is several years ago, when LeAnn was dominating the charts. She was at the pinnacle (so far) of her career and red smoking hot.

I gasped and just repeated, in shock, “LeAnn Rimes, hmm.”

I think he thought that I was cold on the idea—but I was just in shock—so he proceeded to pitch me on why I would want LeAnn to play Emily. And it was a great pitch indeed, showing me why this fellow is so successful. He ended by saying: “And Warner Bros. wants to make a movie with her, so I think you might get a deal over there. Do I have your permission to let LeAnn read the script?”

My permission to let LeAnn read the script…? Hmm, let me think. “YES, YES, YES!!!!” The story goes on. It took her a month to read it, while appearing on every award show known to man—and me watching all of them, thinking: “That girl is reading MY script right now. How cool!”

Ultimately, LeAnn liked the project and we walked into Warner Bros., where they bought the screenplay from me. This certainly would never have happened if I had not first been completely systematic in getting the script into the hands of the most powerful people in Hollywood. They were my Dream 100. While it would have been easy to get discouraged and give up after a few initial rejections, my experience showed me that with determination and discipline to keep targeting the most powerful potential buyers, I would get a deal for my movie. The Dream 100 effort strikes again! One of the lessons for you is to build that list, organize your approach, and never say die.

No matter what you sell, there are dream prospects out there. If you’re committed and stay in their face, you’ll be surprised how easy it is. Really. My clients have included the largest companies in the world. These are companies that do $200 billion per year, and the toughest among them took about six months to penetrate. Chapter Nine will give you step-by-step instructions on how to build your full-on Dream 100 effort. For now, however…

Business-to-Consumer Sales

If you are selling business-to-consumer, you need to learn the best-neighborhood strategy. If you’re a dentist, an accountant, a jewelry store, or a chiropractor, for example, you could take out ads in the paper and reach every one. (In Chapter Seven, I’ll offer some great ideas on how to make those ads as effective as possible.) But while you’re doing that, and for a lot less money, you could send a special direct mail effort to just the best neighborhoods where the best buyers live. The secret is to do it continuously so that you build top-of-mind awareness among those best buyers.

A real estate broker followed this advice and focused on the area where I lived for 16 years as her dream neighborhood. It had 2,200 upscale homes. Every single month she sent a simple mailer that listed the houses that sold in the neighborhood and their selling prices. When do you look at a flier like that? Only when you’re interested in selling your house.

When we were ready to sell, she’s the person we called. This woman had top-of-mind awareness. She made the commitment that these 2,200 homes in this neighborhood were going to know who she was. What does that cost her? She sends a very simple three-fold flier that probably costs her $0.60 so she’s spending about $1,320 a month on this effort. These are $1 million to $5 million homes, so if she gets one client a year, she more than pays for her effort. The commission on a $1 million home, at 5 percent to 6 percent, is $50,000 to $60,000, easily paying the $15K or so she’s spending. But she doesn’t get just one client a year. When she came over to our house, she showed us a three-ring binder listing all the homes in the area that she’d sold. She’d sold nearly every house in our neighborhood—and next to many addresses she’d noted, “sold twice” or “sold three times.”

If you sell to consumers, target the best neighborhoods with great consistency. And remember that you should be willing to do more to attract them than you’d do for every day buyers. Give something away; make a lot of attractive offers to get them in the door. Once they are there, what can you do to keep them? There is more coming up on this in other chapters to help you fully flesh out this strategy.

Dream Affiliates

Dream affiliates are another excellent growth strategy. Is there a company that could partner with you to send you more business than you could handle? Jay Abraham taught me the strategy of affiliate marketing. Who sells to the exact buyer you want to reach but doesn’t sell your type of product or service? Here’s an “affiliate strategy” that I used to get hundreds of clients all at once. Harv Eker (author of Secrets of the Millionaire Mind) has training programs that are complementary to ours but not competitive. We cut a deal where we’d offer one of his programs as a bonus when people buy ours. Since most of our products are sold to business owners, Harv was only too happy to have us promote him to all our buyers. At the end of our seminars and Web seminars, right when we are going into our close, we put up three panels talking about Harv and how brilliant and valuable his programs are. We then build value around his programs, showing how much it would cost to buy them. Then, when we give our price, we tell them that if they buy our program, we’ll sell them Harv’s programs as a bonus.

This serves every one. He gets excellent exposure to an entirely new list of buyers and we get one of his programs as a bonus to induce more sales. Harv has promoted us to his database for a cut of the profits as well. So has Tom Hopkins, author of How to Master the Art of Selling, as have Brian Tracy, author of The Psychology of Achievement, and Jay Levinson, author of about 56 books, including all the Guerrilla Marketing books. These affiliates have helped us gain thousands of new buyers and millions of positive impressions on future prospects and all in record-breaking time. And we have done the same for them.

Affiliate marketing means you ride in on someone else’s well-established relationship. This is far less expensive than trying to acquire a customer on your own. Dream affiliates can increase your sales dramatically overnight; therefore, you can afford to share generously with them. We run radio ads every week to drive just 60 business owners to one of our ventures. When Jay Levinson wrote a strong endorsement letter to his list, we got 450 new leads in a single day.

When Jay Abraham first promoted me to his list, we sold $2.3 million worth of product within 30 days flat. The cost of selling that much product was one tenth the normal rate. Jay took a generous portion of the revenue and we both walked away very happy.

So can you go to a company that has ideal buyers for you and work out an arrangement where they will help you sell your products faster? All the major companies have relationships like this. Fly on United and get points for Hilton Hotels. I know a fledgling software company that convinced a well-established software company to give away a sample of its product as a bonus to all its buyers. The established software company was thrilled to be able to offer a $1,000 bonus and the fledgling software company got 1,000 new clients almost overnight.

There’s a company called www.Pro2ProNetwork.com that will set up appointments for chiropractors, dentists, optometrists, and financial advisers to go out in their community and meet with other professionals who might send them referrals. Chiropractors will meet with medical doctors and teach them about their work. They will also meet with attorneys who are dealing with accident victims and help those lawyers’ clients get the care that they might need. Financial advisers meet with accountants who might have wealthy clients, etc. The point is that affiliate marketing is a much faster way to grow than traditional advertising, direct mail, or other forms of driving cold leads. That said, what does it take to get these ideal affiliates? Jay Abraham took two years, but he was worth every phone call, letter, and approach.

It may take you some time, but there is no market in the world that you can’t penetrate if you’re committed and willing to do something on a regular and consistent basis. Throughout my entire career in the trenches, I simply picked the clients I wanted and went after them with constant marketing. I “decided” that they would be clients and then just went after them until I got them.

 Exercise

First, take five minutes to create a bullet-style profile of your ideal buyer or neighborhood of buyers. Think about specifics such as income range or company size (if you sell b-to-b), location, size of sale, and frequency of sale.

Next, list your ideal affiliates, partners, or lead sources. In Chapter Nine, we will lay out your Dream 100 effort for you and you can customize it to fit your particular needs.

Lifetime Value of Client

Once you have one or more dream clients, what are you going to do to keep them? What is the follow-up going to be like? What level of service are you going to provide that is special because these clients are special?

I worked with a company that owned a chain of upscale restaurants. On my advice it hired a bunch of high school kids to go around to all the upscale homes in the neighborhood with the following script: “Hi. I’m with XYZ Restaurant. We have a special effort going right now to get people like you to become our clients. In fact, we’d like to buy you a dinner at our restaurant as a way of putting our best foot forward.” The kids would then give them a certificate for one free dinner. Others have done this with a “buy one, get one free” approach to ensure that people will bring someone else with them. When someone showed up with one of these certificates, the restaurant staff knew to treat this person like gold. The manager of the restaurant would go over and personally introduce himself to make the person feel special. Who wants to go to a restaurant where you get treated like every one else when you can go to a restaurant where you get treated like a king?

Using myself as an example, let’s see what the lifetime value of a client can be. I eat out four or even five nights per week. I frequent three restaurants whose staff I have trained to treat me like the “frequent diner” that I am. I make sure they know who I am and that I am a good customer. Since I always want to get a table and the finest service, I tip heavily. I even tip a few hundred dollars every Christmas to the manager of my favorite restaurant. If I eat at a restaurant just once per week, spending $100 each time, and I go there for five years, I’m worth more than $25,000 to that restaurant. If you own a restaurant, do your waiters treat your customers like they are worth $25,000 in business or like they are just worth the $25 meal they’re buying that night?

 Exercise

How are you going to treat your best buyers when they buy from you? What can you do that is special that you wouldn’t do for all buyers? A jewelry store where I have spent more than $100,000 over the years gives me 25 percent off and throws parties every year for customers just like me who spend a lot there. Write down three things you can do for your best clients to keep them feeling special.

The Power of Referrals

What if you only sell items that are one-time sales or sold very infrequently, like boats, cars, and houses? Car companies have become pretty slick about trying to maintain brand loyalty. One dealership we’ve purchased from many times has a prepaid maintenance program. It gives you such a remarkable deal on price when you pay in advance for maintenance that you’re definitely going to take your vehicle there for oil changes and even tires. The woman who sold us our house was so excellent that I have since referred her to three other people, whom she has helped as well. This book is not going to focus on referrals per se—they are so important, I should devote an entire chapter to them—but I do want to emphasize that you should have a specific strategic objective to gain referrals. And you can even soup that up by offering incentives to your current buyers when they refer others to you.

 

Conclusion

The Dream 100 strategy has doubled the sales of many clients and it can work for you. You just have to have the pigheaded discipline and determination to build a great Dream 100 program and stick to it like white on rice.