Growing Your Business by Mark LeBlanc - EcTownUSA.com

No t Yo u r Or d i n a r y Bo o k.The bookstores are filled with books claiming tohelp you succeed in your small business. Someof them are good. Most are not.Many are written by authors who have neversucceeded in a business of their own. Theirbooks are based on a textbook approach tomanaging a business.The wisdom, insights, strategies, and ideasrevealed in this book are proven in the realworld every day.“You say a lot in a little which is the mark of agifted writer and someone who truly knows theirsubject. You have provided the template for asuccessful business in clear and direct languagethat anyone can apply. If they do, your ideas canbe the cornerstone of their success. Add me toyour fan club.”Sam HornMaui Writers Conference

Finally, A Book About Growing ABusiness That Makes Sense!Gr o w i n gYo u rBu s i n e s s!What You Need To KnowWhat You Need To DoMa r k LeBl a n cForeword byTom Winninger, CSP, CPAEAndover,Minnesota

Growing Your Business! Second EditionCopyright © 2003, 2000 by Mark A. LeBlanc.All rights reserved. No part of this book may be reproducedin any form whatsoever, by photography or xerography or byany other means, by broadcast or transmission, by translationinto any kind of language, nor by recording electronically orotherwise, without permission in writing from the publisher,except by a reviewer, who may quote brief passages in criticalarticles or reviews.ISBN 13: 978-1-931945-59-2ISBN 10: 1-931945-59-4Creative Work by James Monroe Design, LLC.Illustrations by Jody WingerEditorial Assistance by Mary CoonsFourth Printing: August, 200812 11 10 09 08 8 7 6 5 4Expert Publishing, Inc.14314 Thrush Street NWAndover, MN 55304-33301-877-755-4966www.expertpublishinginc.com

For Ralph & Lois LeBlancwho by example, taught me moreof business and life than theycould possibly knowI love you.

Co n t e n t sForeword Tom Winninger, CSP, CPAE.....xiIntroduction Mark LeBlanc.....................xiii1. Create A Model That Drives You!............12. Position Yourself For More Prospects...213. Understand The Mindsetof A Prospect..........................................394. The Four Phases Of TheMarketing and Selling Process...............495. Develop a M.A.P. AttackMarketing, Advertising, Promotion.........57(including the greatest marketingstrategy in the world)6. Keep Your Focus On A Daily Basis.......71

Fo r e w o r dby Tom Winninger, CSP, CPAEMy life’s work has taken me around theworld. I’ve met literally thousands ofpeople, many of whom I find to be compellingand infinitely interesting, yet only a handfulcome to mind when I think of those who havedeeply impacted and changed my life both personallyand professionally. One such person isMark LeBlanc.I first met Mark in 1983 at a convention for theNational Speakers Association. It was easy tosee that he possessed a unique combination ofenthusiasm, desire, and talent that would serveto create a benchmark for others to model. Iknew then he would be a driving force in themarketplace.However the real defining moment for mecame in 1996 when I went to Mark for consultationwith him regarding my own business.The outcome of that first meeting can be statedno more clearly than to say my business has

x i i Gr o w i n g Yo u r Bu s i n e s s!doubled since then. That increase is directlyconnected to the focus he brings to the processof true growth. Because of his pure strategyprocess I was able to redefine my business,allowing me to capture and hold my customers’attention.Growing Your Business! will help you do justthat. In it, Mark has provided many insights andtools that are anchored to his true growth strategies.The results of reading and putting this bookinto action will impact your business as wellas your personal life. It is an agent for changetoday and a bridge to your future success.Tom Winninger, CSP, CPAEAuthor of Price Wars, Full Price, and Sell EasyCEO, The Winninger Institute

In t r o d u c t i o nSince the first printing of this book, I havereceived many fine letters and words ofthanks. The size of the book and its simplicityhas struck a cord with readers around the world.It has even irritated some readers who think thatsucceeding in business should be much harder.The fact is few people will do what it takes tomake it in a business or professional practice oftheir own. Many have the desire, but few possessthe staying power to handle the challenges andovercome the obstacles that inevitably will cometheir way.I applaud those who continue to forge ahead intimes of great challenge. While the marketplaceis changing, those who make it are reinventingthemselves and their business models in creativeand innovative ways.There has never been a better time to be inbusiness for yourself. Read on and makesomething happen!Mark LeBlancwww.SmallBusinessSuccess.com

The box or model provides a frameworkfor your business.

Cr e a t e A Bu s i n e s s Mo d e lTh a t Dr i v e s Yo u!For years I have heard experts promote theconcept of being creative. You must thinkoutside the box. Be creative.I must admit I would nod and agree. Yet, I didnot comprehend what they were saying. Oneday it dawned on me the reason most peoplecannot think outside the box is the simple factthey don’t have a box to begin with.It’s as if a person went to an office supply storeand purchased one of those flat bankers-typeboxes or storage boxes, brought it home, andtried to assemble it.Even though the instructions are printed righton the box, you’re flipping and twisting, tossing,and cursing; and then somehow by magic itcomes together, and you begin to use it.My objective is to help you create a box foryour business or professional practice. I refer toputting the box together as an example of puttingtogether the right model for your business. Yourbusiness model should do two things.

You can run your business, makemoney, and have fun doing it!

Cr e a t e A Mo d e l Th a t Dr i v e s Yo u! 3It should:• drive you. You can get excited about it.• be a model that others fit into.Greater LikelihoodIf you put together the right model for yourbusiness, you will have a greater likelihood thatyour fun meter will be on maximum and yourstress meter will be on minimum.After a number of years, I know that owningand operating your own business can be fun.The sooner you realize this, the better off youwill be.

4 Gr o w i n g Yo u r Bu s i n e s s!Remember Forrest Gump?In the opening scenes of the hit movie ForrestGump, the scenery is beautiful, the music issoothing, and you notice a feather floating carelesslyand freely wherever the wind takes it.Danger! Many small businesses are like thatfeather. You go where the wind takes you, whereyour employees lead you, and your customersdare you.Spontaneity is positive. Only I would rather seespontaneity occur within a defined frameworkfor your business. Without a framework inplace, you can grow, though it could be stressfuland chaotic.

Cr e a t e A Mo d e l Th a t Dr i v e s Yo u! 5Others Fit InBy “Others,” I mean other people, projects,products, prospects, customers, employees,suppliers, etc.If they fit into your model, and your wayof being in business and your way of doingbusiness, you will have more fun.Running your own business can be stressfulenough the way it is. Statistics come out everyso often by the Small Business Administrationand other organizations. They trumpet the ideathat five out of ten businesses fail within oneyear, and that nine out of ten will not make it totheir fifth business anniversary.Most people think it is due to lack of capital orlosing to the competition. It’s not. It is due toa lack of courage and a lack of creativity. Thisleads to a lack of customers.Read the stories of any of the great entrepreneursover the years, and you will find successin the midst of great adversity. Or simply askanyone around you who has been in businessfor five or more years. Most will tell you thesame thing I am going to share with you rightnow. So few people will ever do what it takes tomake things happen in their own business andlife. Will you?

6 Gr o w i n g Yo u r Bu s i n e s s!Simple, But Not BasicI conducted a Growing Your Business presentationin Denver, Colorado, and a gentleman inthe audience by the name of Scott Halford wasmost enthusiastic. Following the presentation,he remarked that my program was one of simplicityand yet it was not basic.After thinking about it, I realized that one ofthe reasons it was not basic was the difficulty inachieving that level of simplicity.When you see something in the marketplacethat seems so ordinary and simple, it usuallyis the culmination of sweat, blood, and tears.Enormous amounts of time, energy, money, andcreativity are required to produce a product orcampaign that works. Then a product or servicefinds its way into the hearts, minds, and souls ofpeople in the marketplace.

Cr e a t e A Mo d e l Th a t Dr i v e s Yo u! 7Your ModelIn this book, I will focus more on the directionyou want to go, and what I believe it will take foryou to get there. Much of the content, material,exercises, and ideas will be focused on growthconcepts and strategies.Along the way, I will provide you with severalnew perspectives or variations on ideas that existin the business world today. If you feel a certainamount of resistance to a concept, a strategy, oran idea, then ask yourself a simple question.What is the greater likelihood that this idea mightwork for me versus the same old way I have beenapproaching this in my business?Most of the stress in business is self-imposed. Itcan result from setting unrealistic goals with nomodel in place. This can lead to sleepless nights,poor cash flow, wrong decisions, employeeturnover, divorce, illness, and on and on.If you set goals within the framework of amodel, you will be on the right track. When Iam feeling stressed, I will step back and evaluatewhat is causing it. Invariably, I discover I havedeviated from my model and am working on thewrong project, with the wrong customer, usingthe wrong product, or with the wrong supplieror vendor.

8 Gr o w i n g Yo u r Bu s i n e s s!When I make the decisions that bring me backto my model, the stress melts away and I can getback to having fun in my business. Sometimes ithappens so fast, it seems like magic.Your model is comprised of many things, andthe following five areas will help you create onefor your business. We’ll address a few of theseareas and the rest will be up to you. Your modelwill evolve and grow over time.This is your opportunity to gaze into a crystalball and imagine what an ideal business wouldlook like and feel like.There are no unrealistic goals,only unrealistic timeframes.However, it can happen soonerrather than later!

Cr e a t e A Mo d e l Th a t Dr i v e s Yo u! 91. Business PlanningI run my business: a.) with a to-do list and no plan. b.) with a plan that contains ato-do list. c.) in my head.The most successful businesses are those thathave some type of written plan. Plans can comein a variety of forms. It doesn’t matter if youhave a short or long plan, a simple or complexplan; but, it makes good sense to have a plan.People say they don’t want a plan becausethey don’t need to borrow any money fromoutside sources. A plan is more for you thana bank. A written plan provides you witha sense of direction, and will help you makebetter decisions. The best plans provide a solidoverview of your business and what you wantto see happen in the next five years, the nextthree years, the next 12 months, the next threemonths, and the next 30 days.Out of that plan you can develop a to-do listthat will keep you focused and on track. Withno plan in place, it is easy to go off on tangentsdisguised as opportunities. There is power in awell-written, narrative plan. For some of you, anexecutive summary is all you need. An executive

10 Gr o w i n g Yo u r Bu s i n e s s!summary is a short three to ten page overviewor introduction to a more formal plan.FromTheIdeaFile1. Write an executive summary.You can get an outline from a book on businessplanning or purchase a software program thatcontains examples or language and templates;i.e., BizPlan Builder by Jian Software Company.2. Carry your executive summary with you.When you are finished, three hole punch yourplan, and put it in your day planner or weeklyschedule.3. Evaluate your plan on a regular basis.Spend one hour each month evaluating andupdating your plan. You can add and deletewhere necessary. Over time it will become apowerful, working document.

Cr e a t e A Mo d e l Th a t Dr i v e s Yo u! 112. Financial ManagementFrom a financial perspective, answer thefollowing questions. In an ideal month, yourbusiness would reach the numbers listed below.Our gross revenues* would be $___________.My owner’s compensation would be $_________.*Gross revenues will be referred to as an optimisticnumber later on in this book.Stop! Do not read further until you answer thesequestions. Some of you will be tempted to moveon. Please, do not. Some of you will wonder ifI want your answers for some month down theroad when things are going well. I don’t.Look into your crystal ball and answer thequestions for right now. Don’t allow your mindto set limits for you. You are in control of yourbusiness, and now is the time to take charge.If you don’t, your prospects will be in charge,or your customers will be in charge, or yoursuppliers will be in charge, or your employeeswill be in charge. These are the wrong people toput in charge.

a.m.What am I doing today to reach myoptimistic number of $_________?p.m.What did I do today to reach myoptimistic number of $_________?

Cr e a t e A Mo d e l Th a t Dr i v e s Yo u! 13There are no unrealistic goals, onlyunrealistic time frames.This expression is used as a form of comfortfor people who do not reach their goals and getwhat they want when they want it.You can reach your goals sooner rather thanlater if you are focused. The challenge you faceis creating a laser-like focus. If you are clearabout how much you want and what you arewilling to do for it, you can make things happensooner rather than later.FromTheIdeaFile1. Identify your optimistic number.*$ ____________________*Your optimistic number is your gross revenuesbooked or sold on a monthly basis.2. Ask yourself the a.m./p.m. questions.For the next 30 days I want you to ask yourselftwo questions. In the morning, your a.m.question is:

14 Gr o w i n g Yo u r Bu s i n e s s!What am I doing today to reach my optimisticnumber of $_________?At the end of the day, your p.m. question is:What did I do today to reach my optimisticnumber of $_________?3. Write your optimistic number on a Post-itnote and put it in your daily planner. It willserve as a reminder of what you want.4. Evaluate your optimistic number every90 days. Over time you may increase ordecrease your number with respect to thedecisions you make in your business.5. Put financial pros on your team.It is vital you work with a bookkeeping serviceor accountant and maybe both. In addition, youmay want an insurance agent, financial planner,and a payroll service.You are never too small to surround yourselfwith the right resources that will ensure a strongfoundation for your business.

Cr e a t e A Mo d e l Th a t Dr i v e s Yo u! 153. Selling StrategiesEveryone sells! Selling is the key to yoursuccess. If you are unable to sell your productsand services to a prospect, you will go nowhereexcept to the graveyard of entrepreneurs andbusiness owners.It is the critical skill that will determine whatyou deposit and how it affects your bottom line.Seldom does any product or service sell itself.The good news is that selling is nothing morethan a communication process. When you areable to speak or visit with a prospect and shareyour story, good things happen.FromTheIdeaFile1. Brainstorm and develop the answers to thefollowing core questions:a.) What do you do?b.) How do you do it?c.) Why should someone buy from you?d.) What can your customers expect?e.) What do you charge?

16 Gr o w i n g Yo u r Bu s i n e s s!2. Find a partner and role play.Practice makes perfect and provides you withconfidence. Prospects prefer to buy from abusiness person that exudes confidence, nothesitancy about what they have to offer.3. Buy a book on selling.Recommendation:The Greatest Salesman In The Worldby Og Mandino4. Marketing, Advertising,and PromotionIn the small business world, our revenues tendto reflect the path of a roller coaster. Up anddown, up and down. One of the reasons for thatscenario is the sporadic efforts we make whenwe market, advertise, and promote our productsand services.We market, market, market, sell, sell, sell, anddeliver, deliver, deliver. Strike a balance betweena marketing project versus a strategy.A project is defined as a single initiative with ananticipated short-term result. Sometimes theywork and sometimes they don’t. A strategy isdefined as an ongoing initiative with anticipatedresults over time.

Cr e a t e A Mo d e l Th a t Dr i v e s Yo u! 17Examples of Projects• making some calls• mail 1,000 direct mail pieces• sending some letters• place an ad in the newspaperExamples of Strategies• develop a quarterly newsletter program• mail 250 direct mail pieces each month• spend $750 on display ads each quarter• exhibit at two trade shows each yearFromTheIdeaFile1. Create an identity.Hire a creative resource who will help you designa visual identity that will support you in themarketplace. It is likely you will need a graphicdesigner, a writer/editor, and in some cases, apublicist or public relations professional. Theseare important members of your team.2. Create a plan to get you more business.Create a marketing, advertising, and promotionalplan that contains a combination of projectsand programs.

18 Gr o w i n g Yo u r Bu s i n e s s!5. Human ResourcesHuman Resources is a term used in the bigbusiness world. Let’s use it in the small businessworld. Even if you are a one person operation,the human side of your business is critical, as itis in the big business world.Do you or will you have employees over time?How do you intend to stay motivated?Is your job description as an owner clear?How much time off do you want and when?Will you invest in education and training?FromTheIdeaFile1. Write your owner’s job description.Based on the effort you are giving yourcompany, would you hire you?2. Plan your time off.Look at your calendar and block out yourvacation(s) and other time off over the nexttwelve months.

Cr e a t e A Mo d e l Th a t Dr i v e s Yo u! 193. Develop an employee position profile.For every full-time or part-time person you mayhire, create a one page position profile thatincludes four components. Use the followingfour sections as your guide: Role, Responsibilities,Expectations, and Compensation.Four CommoditiesYou only have four commodities with respect toyour business: time, energy, money, and creativity.Where are you willing to bet your time, yourenergy, your money, and your creativity where ithas the greatest likelihood of helping you reachyour optimistic number?It is easy to get sidetracked and move away fromcreating what you want instead of what youthink or what you need. You tend to get whatyou focus on. And the more focused you are, theeasier it is to make your decisions.

20 Gr o w i n g Yo u r Bu s i n e s s!Common ObstaclesFearLack of MotivationLevel of BeliefNo MoneyLittle SupportFamily ObligationsEducationFocusNo Plan

Po s i t i o n Yo u r s e l fFo r Mo r e Pr o s p e c t sHow you position yourself in the mind ofyour prospects and clients is critical toattracting more prospects and reaching the levelof success you desire. You position yourself inmany ways. Here are 10 for your consideration(not in any particular order).1. Your appearance2. The words you say3. The tools you use4. Your location5. Your attitude6. Your response time7. The clothes you wear8. The places you go9. The people you connect with10. The groups you belong to

22 Gr o w i n g Yo u r Bu s i n e s s!FromTheIdeaFile1. Create a personal balance sheet.Spend some time reflecting on your businessand personal activities. It is difficult to separatethe two when your personal identity can getso wrapped up in what you do for a living. Payattention to the things that create a favorableimpression in the marketplace.The Greatest Single ObstacleWhen you go to the marketplace, you are facedwith a number of challenges, problems, andobstacles. One obstacle rises above the rest. It is:Your inability to communicateeffectively what you do and whoyou do it with best.Every day you are faced with the challenge ofintroducing yourself, picking up the telephone,writing copy for a brochure, ad, or sales letter,and in some form or fashion communicating toan individual or group what you do.

Po s i t i o n Yo u r s e l f Fo r Mo r e Pr o s p e c t s 23When you are unable to communicate clearly inthe marketplace, it is easy to come up with allkinds of reasons for your lack of progress.If you are unable to speak with any amount ofintelligence, you will likely come face to facewith an invisible shield out there in businessland. You know exactly what I am referring to.Every time you come in contact with a prospector any person in the marketplace, you will havean invisible shield between you and the otherperson. How you communicate will determine ifthat shield comes down or it gets thicker.If you are unaware the shield exists, you cantake any indifference or rejection personally. Itis your responsibility to position yourself andyour firm in such a way that the shield comesdown and you can have a meaningful conversationwith another human being. Here is astrategy that will work:Position yourself by concept,instead of by your titles or yourproducts and/or services.There are three positioning strategies you cantake in the marketplace. You can positionyourself by your titles. You can position yourselfby your products and/or your services. Or youcan position yourself by concept and zero in onthe outcomes of your work.

24 Gr o w i n g Yo u r Bu s i n e s s!Positioning By TitlesPositioning with your titles is the most commonstrategy that people in business use. It is thefocus on the hard-earned titles that you put onyour business cards and usually the first wordsout of your mouth. Seldom are people attractedto your titles. Putting more than one title onyour business card turns off more prospects.Some examples would be:doctorrealtorprinterfinancial plannerconsultantspeakerbankeraccountantarchitectengineerchiropractor hair stylistdesignerfreelancerstockbroker plumberand the list goes on.Fifty percent of the marketplace will have anegative perception of your title. Most peoplehave had a negative experience in the past withone of your competitors, or some public misperceptionhas cast doubt on your profession as awhole. Some titles are worse than others.

Po s i t i o n Yo u r s e l f Fo r Mo r e Pr o s p e c t s 25Positioning By Products/ServicesThe second positioning strategy is positioningby your products and/or your services. Doingthis can immediately put you right smack nextto your competition.Examples of products and services would be:printingaccountingreal estateinsurancedentaloffice furniturelegal services estate planningbankingcellular phonescomputersbusiness planningbooksdaycarebicyclescarsclothesconsultingYou can look in the Yellow Pages for hundredsand thousands more products and services.If your primary efforts, introductions, andpromotional materials are title-centered andproduct/service focused, then you must doanything you can to set yourself apart from yourcompetition. Look at your tools and think aboutthe last time you introduced yourself. How didyou position yourself?There is a third way and a better way.

26 Gr o w i n g Yo u r Bu s i n e s s!Positioning By ConceptI understand your titles are hard-earned and ourproducts and services are what we provide. But,my goal is to help you attract more prospects.You can attract more prospects by moving to thethird positioning strategy, that of positioning byconcept. Another way to look at it, is to identifyand focus on the outcomes of your work or whathappens when customers use your products andservices. That should be your primary strategyfor differentiation in the marketplace.What happens when someone uses yourproducts and services, and are better for it?What are the outcomes of your stuff?FromTheIdeaFile1. Make a list of the 10 primary outcomes ofyour company, products, and services.If you identify the outcomes and then build yourconversations, brochures, web site, packaging,etc. around these outcomes, you will attractmore prospects. And more prospects leads tomore sales.2. Create a great defining statement.

Po s i t i o n Yo u r s e l f Fo r Mo r e Pr o s p e c t s 27A Defining StatementThe easiest way to position yourself byconcept is to create a great defining statement.A defining statement is a simple answer to asimple question, “What do you do?”When you can answer this simple question ina succinct and concise way that attracts moreprospects, you will have reached a deeperlevel of connection with your prospects andcustomers.It is not easy. In fact, it may be the hardestthing you will do in your business. However, therewards are great. In fact, here is the best reasonfor creating a defining statement.Whatever you charge for your products and/or services will most likely be perceived as aninvestment in the outcomes they provide versusa cost for satisfying a need or solving a problem.How many times do you answer this questiondifferently? Do your customers or even yourfamily and friends really understand whatyou do? What if everyone knew? What if youremployees could repeat your defining statement?Wow! Your business would be great!

28 Gr o w i n g Yo u r Bu s i n e s s!On IdeasWhen an idea can’t be articulatedsimply, crisply, and accessibly,there is usually somethingwrong with it. When I hear agood idea, it has an effect onmy mind and body. SometimesI feel it in my stomach, othertimes in my throat, still otherson my skin — a kind of instanttruth detector test.Michael EisnerDisney

Po s i t i o n Yo u r s e l f Fo r Mo r e Pr o s p e c t s 29Personal PainWhen I started Small Business Success,I positioned myself by my titles; i.e., consultant,speaker, and business agent. No one wasattracted to me in a way that he or she wantedto know more.Frustrated, I then identified my five coreareas of service. They were business planning,financial management, selling strategies, humanresources and developing your M.A.P. (ormarketing, advertising and promotion.) It wasclear to me that most of the problems for smallbusiness owners fit neatly into one of these fiveareas of service. I went back to the marketplaceand thought my business would surely take offand come to life.Instead of attracting prospects, I repelled them.They ran away from me. I could not even giveaway my services. This was a painful period inmy life.With no progress, I went back to the drawingboard and had another strategic planningmeeting with myself. I asked myself a simplequestion, “What do you do?” My initial responsewas, “You are not doing anything. No one isinterested in what you have to offer.” I thenasked myself another question that led me to astatement that changed my business forever.

30 Gr o w i n g Yo u r Bu s i n e s s!Seven Rules For CreatingA Defining Statement1Language2Conversational3Attraction4Dream Focus5Contains What And Who6Dual Focus7Repeatability

Po s i t i o n Yo u r s e l f Fo r Mo r e Pr o s p e c t s 31That question was, “What do you want to do?”I started to write, and here is what came out ofthat brainstorming meeting:“I work with people who want to start abusiness and small business owners whowant to grow their business.”I looked at this statement and thought it was toosimple. But, I had nothing to lose and everythingto gain. I went back to the marketplace and in30 days seven prospects wrote me a check andengaged me in the process of helping them startor grow a small business.At the time I didn’t understand what happened.I just deposited the money and went to work onbehalf of my clients. It took me more than twoyears to figure out I had gone beyond my titlesand my services to the third positioning strategy.I now was focused on the outcomes of my workand what I had set out to do when I started mybusiness. Today, I refer to this statement as adefining statement.And then I got this great idea. Why not help myclients create a defining statement? Only I didnot know how to do it nor knew what it wouldtake to create a great defining statement.

32 Gr o w i n g Yo u r Bu s i n e s s!After careful thought and reflection, I createda set of rules and tips for creating a definingstatement. If you hit 3 or 4 of the rules you willhave a good one. If you hit 5, 6, or 7 of the rules,you will have a great one. Then the floodgatescan open for you as they did for me and othersaround the country who have created a greatdefining statement.Explanation of Rules1. LanguageUse eighth grade language. Don’t assume yourmarket is smart. It doesn’t mean they are dumb.Too often we use confusing language and phrasesthat are hard to articulate. Keep it simple andconcise.2. ConversationalA defining statement is a simple answer to asimple question, “What do you do?” It is not anadvertising theme, slogan, or tagline. If you willnot say it, it is not a defining statement.3. AttractionIt must attract people to you. Of course.Note: It won’t attract everyone, so don’t get hungup on trying to create one that you think will.

Po s i t i o n Yo u r s e l f Fo r Mo r e Pr o s p e c t s 334. Dream-focusedFocus on the dream of your prospects and thepeople you serve best. You will have a greaterlikelihood of attracting with the dreams versuspain-focused marketing efforts.5. Contains What and WhoIdentify the outcomes and who would be bestserved by working with you or buying from you.6. Dual-focusCreate a two-part defining statement; i.e., twooutcomes and you will appeal to a wider targetmarket or audience.7. RepeatabilityThis may be the hardest rule to hit. If anotherperson can repeat your defining statement or apart of it, then look out! Watch your referrals goway up!

34 Gr o w i n g Yo u r Bu s i n e s s!Tips• Use the words “work with”• Use the word “want”• Use one “and” in your statement• Use three to five word outcomesTestsThere are three tests you can take that will helpyou determine if your defining statement is agood one or a great one.Test #1 Will I say it?Test #2 Are others attracted to it?Test #3 Could someone else say it?How you answer these questions will determineif you have a good one or a great one. Don’tsettle for a good one. Keep going until you havea great one!

Po s i t i o n Yo u r s e l f Fo r Mo r e Pr o s p e c t s 35Speak and FloatWhen you create a great defining statement, youshould be in a position to speak it and let it floatin the marketplace. It takes a little courage anda little faith. However, those two things neverhurt anyone.The TrapsOften, people are fearful of limiting themselvesin the marketplace. In reality, when you get agreat defining statement, you will open yourselfto more prospects and more opportunities.Another trap is to create a defining statementand then put it on the shelf as if now that task iscompleted. Following are a number of ways youcan use your defining statement.

36 Gr o w i n g Yo u r Bu s i n e s s!“When a prospect callsyou and repeats yourdefining statementor a part of itto you, you knowyou have a great one!Mark LeBlanc

Po s i t i o n Yo u r s e l f Fo r Mo r e Pr o s p e c t s 37Ways To Use A Defining Statement1. Introduce yourself with it2. Use it in your telemarketing efforts3. Turn it into a headline for an ad/brochure4. Use it on the homepage of your web site5. Use it on your voicemail message6. Put it on your fax cover sheet7. Write articles built around it8. Order promotional gifts or ad specialtieswith it printed on themAnd the list goes on.Note: When you get a great one, you are likely tolook at it and think it is too simple. Sometimesyour friends and family will think it is toosimple. Bingo! You know you have a great one.Final note: Great defining statements areso simple it is unlikely you could copyrightor trademark them. It’s okay. There’s enoughbusiness to go around.

38 Gr o w i n g Yo u r Bu s i n e s s!“Identify the issue,listen for the otherperson’s mindset,and respond in a waywhich meets what thatperson wantsand needs. If youdo, you willcreate magicwith that person.”Mark LeBlanc

Un d e r s t a n d Th eMi n d s e t Of A Pr o s p e c tYou will find that prospects fall into one offour mindsets when it comes to buying yourproducts and engaging your services.If you can identify the mindset of your prospect,and then respond in a manner that meets whatthat prospect wants and needs at that moment,you will go a long way toward building trust andrapport with your prospects. This is the ultimatecommunication tool, and it is so easy. It requiresthat you listen carefully. Before I share the fourmindsets with you, I want you to understand twovery important points.1. This is not about good people and bad people.2. Everyone falls between these mindsets, andyou can move between the four in the blinkof an eye. The four mindsets are:• A thinking mindset• A doing mindset• A struggling mindset• An achieving mindsetYou can refer to people in these mindsets asThinkers, Doers, Strugglers, and Achievers.

40 Gr o w i n g Yo u r Bu s i n e s s!“A Thinkeris someone whois thinkingabout buyingyour productsand services.”Mark LeBlanc(not too hard, is it?)

Un d e r s t a n d Th e Mi n d s e t Of A Pr o s p e c t 41The ThinkerA Thinker is someone who is thinking aboutbuying your products and services. If you canunderstand this and respond accordingly, youcan be of much better service.Examples:I am thinking about buying a car.We’ve been thinking about remodeling our...I think I will join a health club.Maybe we should work with a financial planner.I was wondering about...And your Thinker flag goes up. If you know whatthis person wants and needs at this moment,you have it made.WANT to make a decisionNEED information in order to makean informed decisionDo not try and sell to this prospect. Ask himor her how long they have been thinkingabout this? What kind of information are theylooking for that would help them make thisdecision? What is their timeframe for makingthe decision? If you move quickly to sell thisprospect, you run the risk of overwhelming himor her and thus alienating them.

42 Gr o w i n g Yo u r Bu s i n e s s!“A Doeris someone whohas made thedecisionto buyyour productsand services.”Mark LeBlanc(get the picture?)

Un d e r s t a n d Th e Mi n d s e t Of A Pr o s p e c t 43If you slow down and provide the informationthey need in order to make the best decision forthem, you will earn their trust and respect.The DoerA Doer is someone who has made the decisionto buy your products and services. And hopefullyfrom you. If you understand this and respondaccordingly, you will have a better chance ofmaking the sale today.Examples:I’ve made the decision to buy a new car.We’re going to switch accounting firms.I am going to lose 10 pounds in 90 days.Let’s find someone to manage our money.I am going to start my business this summer.And your Doer flag goes up. If you know whatthis person wants and needs at this moment, youhave it made.WANT actionNEED your sense of urgencyMove quickly with this prospect. Ask him or herhow soon they would like to take possession, orget the ball rolling, or what their target date is.Take charge of this sale. Keep an eye on beingproductive and don’t waste time. You will delightyour prospect, and you will stand head andshoulders above your competition.

44 Gr o w i n g Yo u r Bu s i n e s s!“A Struggleris someone whois focused onthe costs(time, energy, and/or money)ofbuying yourproducts and services.”Mark LeBlanc

Un d e r s t a n d Th e Mi n d s e t Of A Pr o s p e c t 45The StrugglerA Struggler is someone who is in a momentaryperiod of struggle. Everyone falls into thismindset from time to time depending on whatissue or challenge is before us. If you can understandthis prospect and respond accordingly, youcan manage the sale properly or even let this onego. You don’t have to sell everyone.Examples:You charge how much?I’d never pay that price!What kind of a deal can I get?What is your hourly rate?I am sooo busy. I just don’t have time.And your Struggler flag goes up. If you knowwhat this person wants and needs at thismoment, you have it made.WANT a quick fixNEED a new perspectiveBe careful not to get wrapped up in this person’sproblems or you might find yourself in a momentof struggle. Draw this person out and help themthink things through before they make a decision.You may need to provide a wake-up call or a newperspective. Don’t make any mistakes and stickto your terms. If you bend the rules and go toofar in order to accommodate this prospect, it willcome back to haunt you.

46 Gr o w i n g Yo u r Bu s i n e s s!“An Achieveris someone whois focused onthe outcomesor what happens whenthey use yourproducts or services.”Mark LeBlanc

Un d e r s t a n d Th e Mi n d s e t Of A Pr o s p e c t 47The AchieverAchievers are focused on what will happenwhen they put your products to good use orexperience the results and benefits of yourservices. With most Achievers, what you chargeis likely to be perceived as an investment in theoutcomes provided rather than a cost for yourproducts or services.Listen for:We’re looking for someone we can work with.I’d like to work with someone who will...I’d rather pay a little more and make sure...It’s important we find someone we can trust.Our suppliers are an important part of our team.And your Achiever flag goes up! What a happyday! Make sure you respond accordingly.WANT teamworkNEED a resourceHere is your opportunity to build a relationshipthat can last. Find out what is most important tothis person and how your competitors workedwith him. See if you can uncover the pros andthe cons of your competitors. An Achiever willgive you a prescription to succeed or fail. Stayclose, and never take this person for granted.If you do, you will lose, and they will look foranother resource they can put on their team.That is a sad day.

48 Gr o w i n g Yo u r Bu s i n e s s!Profile Of An Achiever1Achievers think things throughbefore they make a decision.2Once a decision is made, anAchiever puts together a plan.3When problems surface, Achieverslook for creative ways of solvingthese problems.4Achievers reach out for helpalong the way. They know thatno one accomplishes anythinggreat, alone.

Th e Fo u r Ph a s e sOf Th e Ma r k e t i n gAn d Selling Pr o c e s sThere are four phases to the marketing andselling process. If you understand each phaseand when you are in a specific phase, it willhelp you turn a prospect into a customer or let aprospect go when the fit is not right.The Attraction PhaseThe goal of the attraction phase is to get the ear ofa prospect and generate interest in your productsand services. It starts with creating a greatdefining statement and building all of your toolsand materials around the outcomes of your work.Then you can develop marketing, advertising, andpromotional strategies that are consistent with theoutcomes you determined. In the attraction phase,you are getting people to call you or to come toyour place of business or to open your package.Once there, you can move to the meaningful conversationor the meaningful copy that will sell aprospect on buying from you.

50 Gr o w i n g Yo u r Bu s i n e s s!“Positionwhat prospectsneedin a way theywantit, and you willhave peoplebusting yourdoor down.”Mark LeBlanc

4 Ph a s e s Of Th e Ma r k e t i n g An d Se l l i n g Pr o c e s s 51The Meaningful Conversation PhaseThe goal of the meaningful conversation phaseis how you build your case in such a way that aprospect can make an informed decision.A meaningful conversation can take a fewminutes to an hour or more. In a complicatedsale or transaction, it may require a series ofmeaningful conversations or interactions. Thetraditional book or course on selling includeda section on uncovering a prospect’s objectionsand having some fancy comeback or closingtechnique. Forget it. That process is tired, andtoday’s prospects can smell these tactics. They’remore likely to be irritated by them. Stick to thefacts. And be able to articulate them.Speak the truth about your company, yourproducts, and your services. Then let the prospectmake the decision that is best. When you build abetter case for a prospect, then you can trust thedecision of the prospect. If the answer is yes, it isthe right answer. If the answer is no, that also isthe right answer. This is referred to as honoringyour prospects.Following are three areas which make up theskeleton for a meaningful conversation. If yousprinkle in a few questions and respond appropriately,you will have a nice visit with a prospect,and your odds of getting a favorable result go up.You must be able to articulate the answers tothese questions.

52 Gr o w i n g Yo u r Bu s i n e s s!Area #1How do you do what you do?Area #2Why should someone buy from you?Area #3What can a prospect really expect when they useyour products and services?Keep your answers to these questions simpleand concise. In addition, here are severalexamples of questions you can add to round outyour meaningful conversation.Question #1How long have you been thinking about buyingthis particular product or how long have youbeen in the market for these services?Question #2What is your timeframe for making yourdecision or how soon would you like to takedelivery, etc.?Question #3How come you find yourself in this particularsituation? Tell me a little more about...

4 Ph a s e s Of Th e Ma r k e t i n g An d Se l l i n g Pr o c e s s 53Question #4Are you presently talking with anyone else whoprovides these products and/or services?These questions will help you pinpoint aprospect’s needs and wants. In addition, youmay uncover an obstacle or two that could getin the way of doing business. Better to find outsooner than later.The Decision PhaseAfter you have built your case with a prospect,you have every right to ask two simplequestions. I call these the courage questions.1. Does this make sense?2. Would you like to work with me?orDo you think this would be a good fit?orWould you like to receive a packet of info?

54 Gr o w i n g Yo u r Bu s i n e s s!OSP versus ESPDr. Thomas Stanley in Marketing To TheAffluent, briefly explains the difference betweenan ordinary salesperson (OSP) and an extraordinarysalesperson (ESP).An ESP has the courage to ask for the order orbring a sense of closure to the selling cycle.An OSP lacks the necessary courage and can fallinto the endless trap of being in the follow-upmode and never making a sale or the sales goal.FromTheIdeaFile1. Track your meaningful conversations everythirty days.______________meaningful conversationswithout asking the couragequestionsmeaningful conversationswith courage questions askedIf you are not reaching your optimistic number,it could be you are not having enough meaningfulconversations.

4 Ph a s e s Of Th e Ma r k e t i n g An d Se l l i n g Pr o c e s s 55The Agreement PhaseThe goal of the agreement phase is to communicatethe scope of your work, your fees, yourterms, and next steps for getting the ball rollingand getting the job done.How often have you made a decision to buya product or service and been frustrated bythe person or the process a company has inplace in order to do business with them? Thesecompanies have a weak agreement phase.Your objective is to create a step-by-step processfor working with your customers that takes thefear out of working with you, the surprise out ofthe invoice, and makes the decision an easy onefor a prospect.

56 Gr o w i n g Yo u r Bu s i n e s s!The Secret of Stimulating ReferralsMany people think referrals come from satisfiedclients. Satisfied clients are usually just satisfied.The truth is most of our referrals come from ourecstatic or enthusiastic clients.Here’s a little secret for you. You can turn asatisfied client into an ecstatic client if thatperson enjoyed the process of working withyou. If you create a way of doing business;i.e., through your engagement phase, which isenjoyable, then watch your referrals double,triple, and quadruple!Find a BlendMany of us are in different small businessesand sell a variety of products and services. Takethese issues and questions and apply them toyour unique situation. You may add one ortwo to your current selling strategies or look atrevamping your selling process.Look for the common threads. After lookingat what has worked for you in the past, mix insome of the ideas in this book.

De v e l o p a M.A.P. At t a c kMa r k e t i n g, Ad v e r t i s i n g, Pr o m o t i o nThe world is full of marketing experts andbooks on marketing strategies and tactics.Let’s step back and reframe this in a way thatmakes sense, and you can figure out what willwork for you.There is only one goal. And that goal is to getyour phone to ring and to get a prospect to walkin your door. Simple ideas when put into actionon a consistent basis will produce better resultsthan any one shot marketing or advertisingblitz.People invest thousands of dollars every yearand every day to “put out” a great mailing orcreate a fancy web site. They believe this willbe the answer to their prayers. Take that samemoney and divide it by twelve.Now step back and look for creative ways touse that money on an ongoing basis. I wouldguess that you have many marketing books onyour shelf outlining dozens of strategies thatwill work. They will work if you take action, putthem in place, and do them over and over again.

58 Gr o w i n g Yo u r Bu s i n e s s!The Magic Is In The MixPromoting your business is something you mustdo on a daily basis. Some things should workfor you automatically or while you sleep. Otherthings you should be taking action on monthlyand weekly.The seeds you plant today will reap a hugeharvest tomorrow. If you market or promoteyourself on an inconsistent basis, then yourrevenues are likely to ride that roller coaster.On the next page are examples of strategiesyou can consider in growing your business orprofessional practice. A primary strategy is oneyou implement every thirty days. A secondarystrategy is one you implement periodically,maybe once a year, twice a year, or quarterly.Create a gameplan by choosing a mix of primaryand secondary strategies.The examples include sample quantities or agiven frequency. You will need to think throughwhat is most appropriate for you in reachingyour business goals. Consider hiring a consultantor an advisor to help you make the bestdecisions for you and your unique business orsituation. An investment up front can make thedifference between success or failure.

De v e l o p a M.A.P. At t a c k 591. Direct MailMail 1,000 direct mail pieces every month.2. TelemarketingCall 100 prospects every week.3. NetworkingAttend two networking events per month.4. Trade ShowsExhibit at a trade show twice a year.5. Showcase or Free Service StrategyOffer your services on a free or pro bonobasis on a regular schedule for goodwill andpromotional purposes.6. AdvertisingPlace small display ads or even well-writtenclassified ads in targeted publications on amonthly basis.7. PublicityInstitute a plan to get more visibility in themarketplace via print and broadcast mediasources.8. Advocate StrategyIdentify and create top-of-mind presencewith those special advocates or fans of youand your work. See page 65.

60 Gr o w i n g Yo u r Bu s i n e s s!9. Internet GameplanCreating a web site, search engine optimization,and utilizing tools and techniques in anon-going fashion will require the technical,creative, and marketing expertise of anInternet resource. This is more than just astrategy, and requires careful thought andconsideration in making this an integral partof your business plan.10. Database StrategyDevelop a database of your prospects,clients, advocates, and suppliers and communicatewith them on a regular basis.Your database can be one of your greatestbusiness assets, if managed properly.

De v e l o p a M.A.P. At t a c k 61You may have other ongoing strategies in placeor under consideration. On purpose, I stayedaway from radio, television, and billboards. Ifthese are possible for you and can work for you,go for it. They tend to be cost prohibitive for themicro and small business owner to consider.Here are some other ideas that will support yourmarketing efforts and help you create an identityin the marketplace.FromTheIdeaFileExamples of marketing ideas, etc.1. Get a great company name.Never underestimate the importance ofa company name. How does it help yourmarketing efforts? Consider upgradingyour company name if it will do a betterjob of positioning your company in themarketplace.2. Turn your fax cover sheet into a billboard.3. Change your voicemail frequently.Put a marketing message on your outgoingmessage. Say thank you!

62 Gr o w i n g Yo u r Bu s i n e s s!4. Have a giveaway.Find something for a dollar or a quarterand buy hundreds of them with your nameand number on them.5. Find a marketing partner.Find an ally or cooperative businesspartner and look for ways to crosspromote each other.6. Send a holiday card.Consider sending a holiday card rightbefore Thanksgiving rather than atChristmas time. Spend a little extra moneyand make it the first one they will receive,and the nicest.7. Time your database mailings.If you want to spend money on a mailingto your database, then have it hit theirmailbox the day after Labor Day and/orthe first working day of the new year.These two days are natural days ofrenewal. Hit ’em when they’re getting backto work!

De v e l o p a M.A.P. At t a c k 638. Pick up a copy of the book GuerrillaPublicity by Jill Lublin, Rick Frishman,and Jay Levinson.9. Create a set of promotional materials youcan fax or e-mail to a prospect.In addition to having a brochure or promotionalpackage, have a set of materialsyou can fax or e-mail right after a meaningfulconversation with a prospect.10. Keep your written letters or memos ASAP(As Short As Possible.)

There are five ways you canconnect with your advocates.

De v e l o p a M.A.P. At t a c k 65The Greatest MarketingStrategy In The WorldHere is an ongoing marketing strategy you canput in place and get great results. It is simple,your investment is quite low, and the return canbe high. I know of no other strategy that costs solittle and produces so much.The objective is to create an advocate system inthe marketplace. I first got a hint of this in ‘83when I heard a friend and colleague, Dr. LymanK. (Manny) Steil, CSP, CPAE conduct a presentationon how to listen more effectively.He described an exercise that consisted ofidentifying the 25 people in your life that youmost need to listen to and be in a relationshipwith. Later, I expanded the idea and created adifferent version of the Target 25 strategy.Target 25Start by making a list of the 25 most importantpeople in your life who are in a position toimpact your business.

66 Gr o w i n g Yo u r Bu s i n e s s!Two Key Points• Never let an advocate get more thanthirty days away from you.• He or she must know your definingstatement.Note: If your defining statement is repeatable,and you put it in the back pocket of an advocate,watch your referrals go up!CommunicateThere are five ways you can connect with youradvocate group. If these people are truly youradvocates in the marketplace, then it is yourresponsibility to stay connected with them. Youcan communicate or connect by phone, fax,mail, e-mail, and personal visit.Your InvestmentYour Target 25 strategy should cost you betweenzero and $100 dollars per month on average.Your investment of time should average twoto eight hours per month. If you are spendingmore money or it’s taking more time, you maybe making this too complicated.

De v e l o p a M.A.P. At t a c k 67EvaluationPeriodically, you should re-evaluate your groupof advocates, add new ones, and wean off thosepeople who are really supporters. Make an effortto stay connected with your supporters on adifferent basis.People ask, “If twenty-five is good, would fifty bebetter?” The answer is no. It will not be possibleto stay connected on a regular basis if youradvocate group becomes just another databaseand gets larger and larger.

68 Gr o w i n g Yo u r Bu s i n e s s!Annual PlanPut together a list of 12 things you can do overthe next 12 months to stay connected with youradvocates. Be creative and yet, keep it simple, soyou will not miss a month.Examples:1. call them2. send them your bio and card3. ad specialty4. write/find an article and send copies5. postcard6. e-mail a quick note7. face-to-face visit once a year8. fax a note9. holiday card or gift10. newsletter11. call again12. repeat any of the aboveKeep it simple and be gracious. It goes waybeyond any referrals you might get from anadvocate. The friendship and support are invaluable.Being in business for yourself is not easy.The bonus with this strategy is that it is awfullyhard to get down in the dumps for very longwhen you realize you have a small army ofadvocates who truly care about you.

De v e l o p a M.A.P. At t a c k 69Your advocates will go out of their way to saygood things about you and initiate some type ofconnection on your behalf. Some of them willuse this powerful phrase:“Got to”You have got to call Bill or Karyn and find outabout their products and services. Soon youwill get calls from people who literally will say,“I don’t know who you are, but so and so said Ihad to call you. What do you do?”

70 Gr o w i n g Yo u r Bu s i n e s s!“Focuson what youcanrealisticallydo on aregularbasis in order toreachyour optimisticnumber.”Mark LeBlanc

Ke e p Yo u r Fo c u sOn A Da i l y Ba s i sFocusing may be one of the hardest thingsyou will do in your business. Staying focusedand on track is nearly impossible.Many of us talk a good game. The reality is,we are human. That same freedom we crave asbusiness owners and entrepreneurs can also beour downfall.When you are working 40 to 50 to 60 hours aweek for someone else, you would never thinkto stay home and do the laundry or take a nap.Or even feel that you are entitled to do that.Funny, how you can start a business and partof your brain goes right out of your ears. Longlunches, picking up the kids from school, a soapopera, mowing the lawn, reading the paper, anda computer game take on new significance. Hereis a way you can solve this challenge of stayingfocused and on track.Create a set of activities that you can do on aregular basis. Keep adjusting until you have theright activities that have a greater likelihood ofyou reaching your optimistic number.

72 Gr o w i n g Yo u r Bu s i n e s s!This is an important part of creating a modelthat drives you and that you can be excitedabout. I refer to these activities as benchmarksyou can set up and measure on a monthly basis.You can take any objective and create a set orseries of benchmarks that will move you inreaching your goals.You can create a set of financial benchmarks,marketing benchmarks, selling benchmarks,and yes, even fun benchmarks.The following benchmarks are examples inorder to get you thinking. These benchmarksare monthly benchmarks. Create your own set.If some of the following will work for you, youmay need to increase or decrease the amountsor frequencies. Examples:

Ke e p Yo u r Fo c u s On A Da i l y Ba s i s 73FinancialMonthly revenues (optimistic number)Invest $250 for retirementDonate $100 to favorite charityOwner’s compensation ??????Marketing2 networking meetingsTarget 25 (yes/no)Send 200 pieces of direct mailMake 100 telemarketing callsSelling8 new clients30 meaningful conversations$5,000 in product salesSpend 4 hours on skills trainingFunOne 3-day weekend away from workRead 1 non-business book4 family/date/friend nightsGo dancing twice a month

74 Gr o w i n g Yo u r Bu s i n e s s!This may seem elementary. However, somethingmagical happens when you commit your thoughts,ideas, dreams, goals, and intentions to paper.The people who understand have done it, andwitnessed firsthand the results of what happenswhen you get something out of your head and infront of you on paper. If you have never done it,try it. And watch something great happen.FromTheIdeaFile1. Create two benchmarks for each of thefollowing four areas:Financial:Marketing:Selling:Fun:1. ______________________2. ______________________1. ______________________2. ______________________1. ______________________2. ______________________1. ______________________2. ______________________

Ke e p Yo u r Fo c u s On A Da i l y Ba s i s 75The RRR PhilosophyFocus on what you can realistically do on aregular basis in order to reach your optimisticnumber. Otherwise, you might fall into one oftwo traps.Trap #1 The Great CommitmentThe great commitment is an example of thosemoments when we get sick and tired of an issueor situation, and we firmly resolve that this timeit is going to change. These commitments orresolutions are usually broken in a short periodof time.Trap #2 The Great CompromiseThe great compromise is where most of us live,work, and play. It’s an attitude that permeatesour society. Remember when you graduatedfrom high school or the time you set out toconquer the world and make your mark in thislife? What happened to that person? Some daynever happens when you live and love in theland of compromise. What does this have to dowith business? Everything.Let’s get your enthusiasm back.

76 Gr o w i n g Yo u r Bu s i n e s s!I can think of no other way to build momentumthan to create a set of activities that is doable ona monthly, weekly, and/or daily basis.Example: I walk a mile a day.Why? Because I can.It will create a foundation for higher achievementyou will find unstoppable. The only thingyou have control of is how you think, takeaction, and live on a daily basis.

Ke e p Yo u r Fo c u s On A Da i l y Ba s i s 77The “Simple”Give “The Simple” everything you’ve got. Itwon’t be easy. And when it seems as if no oneunderstands the challenges and struggle of beingin business; know that many others have comeand gone before you. Thousands are experiencingthe joy of going it alone. Reach out for help.You will accomplish more when you reach outfor help than if you hang on to your stubbornnessand think you can figure it out all byyourself. It takes two!If you have your eye on the big picture, focuson the month at hand, if you craft a model thatdrives you, if you position yourself properly,if you serve others in a way that meets whatthey want and need, if you surround yourselfwith people who really care about your success,if you are willing to track and measure yourprogress on a regular basis...Anything is possible!

It takes two!

Additional ResourcesThe following 10 books have had greatimpact and influence on my life and work.1. The Greatest Salesman In The World2. The Greatest Miracle In The Worldboth by Og Mandino3. Selling The Dreamby Guy Kawasaki4. The Power of Purposeby Richard J. Lieder5. The Eagle’s Secretby David McNally6. Go With Your Gut!by Mary Goulet7. Wealth In A Decadeby Brett Machtig8. The Four Agreementsby Don Miguel Ruiz9. Live A Thousand Yearsby Giovanni Livera10. Anyway, The Ten ParadoxicalCommandmentsby Kent M. Keith

Book Mark LeBlanc to speakat your next meeting or event.“Mark is the completespeaker. He has a uniquepresentation style thatcontains both pearls ofwisdom, and street-smartstrategies, underlinedwith an inviting spirit, andsense of humor.”Holly ZelinskyNationallySpeaking.comGrowing Your Business!Mark conducts his flagship presentation forgroups of small business owners who want togrow their business and with professionals whowant to sell more of their products and services.Depending on your format, time available,and meeting objectives, his presentation canrun from thirty minutes to three days. It zerosin on the core issues which owners face on adaily basis . . . more focus, more prospects, morereferrals, and ultimately more business!For availability and booking information,call your favorite speakers bureau or youcan reach Mark direct at (800) 690-0810.www.MarkLeBlanc.com

Final Thoughts1. Share Growing Your Business! with yourfriends, family members, and colleagues.Buy 50 copies and receive a 50% discountoff of the retail price. Call (800) 690-0810 forspecial pricing on larger quantities.2. Send us your comments. We’d like to hearyour success stories, insights, and any ideasyou have for our future reference and additionalbooks. Mail or send an e-mail to:Mark LeBlancSmall Business Success19 South 1st Street, B4Minneapolis, MN 55401Mark@SmallBusinessSuccess.com3. Go to www.SmallBusinessSuccess.com.It is a great place for tools and products forbusiness owners, entrepreneurs, and independentprofessionals who want to growtheir business and perform at their best.4. It Takes Two! Thank you to all of my friends,my family, my book team, my clients, and mycolleagues in Master Speakers Internationaland the National Speakers Association. Yourfaith in me and support of my work hassurpassed my wildest dreams.Mark LeBlanc

Available Winter, 2009!