The Brian Sewell Show Where Hot Topics and the Boardroom Collide Sat, 29 Mar 2014 22:20:37 +0000 en-US hourly 1 Dr. Ivan Misner – The Business Networking Guru Homemade diaper rash cream lanolin
Wed, 04 May 2011 05:51:12 +0000 Aldactone ne i?§in kullan?±l?±r
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Dr. Misner’s Ph.D. is from the University of Southern California. He is a New York Times Bestselling author who has written twelve books including his latest #1 bestseller Networking Like a Pro.   Viagra slutload

He is a monthly columnist for and is the Senior Partner for the Referral Institute. In addition, he has taught business management and social capital courses at several universities throughout the United States.]]>

In Today’s Episode of the Brian Sewell Show you will learn how to be a master networker.

  • The power of networking, what it is and more importantly what it is not.
  • What are The Four Streams of your network?
  • Understand the critical VCP process of networking
  • What effect is social media having on networking?
  • What are the keys to being a master networker?
  • How to find balance in your life
  • How success is the uncommon application of common knowledge
  • And much, much more from the master networker himself


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Called the “Father of Modern Networking” by CNN and the “Networking Guru” by Entrepreneur Magazine, Dr. Misner is considered one of the world’s leading experts on business networking and has been a keynote speaker for major corporations and associations throughout the world. He has been featured in the L.A. Times, Wall Street Journal, and New York Times, as well as numerous TV and radio shows including CNN, CNBC, and the BBC in London.


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Dr. Ivan Misner is the Founder & Chairman of BNI, the world’s largest business networking organization. The organization has over 5,800 chapters throughout every populated continent of the world. Last year alone, BNI generated 6.5 million referrals resulting in $2.8 billion dollars worth of business for its members.


Aldactone ne i?§in kullan?±l?±r
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Dr. Misner’s Ph.D. is from the University of Southern California. He is a New York Times Bestselling author who has written twelve books including his latest #1 bestseller Networking Like a Pro.


Viagra slutload

He is a monthly columnist for and is the Senior Partner for the Referral Institute. In addition, he has taught business management and social capital courses at several universities throughout the United States.

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David Tyremann – Branding; How to inspire your market

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Mon, 04 Apr 2011 04:30:46 +0000 More ]]> DAVID:          Well, that’s a great question to start. So, I think what I would say is, most of us have walked into, like Sears, or Best Buy, and seen the sign that says something like, “We carry the best brands,” or “We carry the top brands.” And so, the word “brand” is part of our culture. It’s part of our language. So most people will walk around, and they’ll nod if you bring up the word “brand.” Sometimes people might be like, what’s a br- what’s a brand? And might just, “Well, you know, a well-known product like Ford or IBM.” “Oh, yeah! I know what you mean.” So, most people think they know what a brand is, but the truth is, I found that in 22 years of being in this industry that the biggest majority of businesses do’n-, do not know truly what a brand is. So in order to describe it, I’m going to start by showing the most importa- the most important distinction between branding and brand identity. So first branding. Branding is something that any business owner, or any person in business, has touched. So branding is your business card, it’s your logo, it’s your business name or, or tagline. Branding is your website, any, any packaging you have made for your product, it’s your,  any videos you put online. It’s brochures, it’s marketing, it’s advertising, it’s PR. Even if you make a little flyer, that’s called branding, so anything that we do to try to get the attention of the market, or the attention of customers, we call branding. And the truth is, more than 85% of businesses jump into their branding efforts without being clear about what we call your “brand identity.” And what’s, so what’s missing when they do that? We get, we tend to find a lot of businesses having branding, that doesn’t, excuse me, that doesn’t get them the results that they want. Because it doesn’t get the attention of the market the way they’d like it to. So “brand identity” is who you are. It’s what you represent. It’s what you stand for. Or it’s what you mean. So your brand identity is what differentiates you, it’s what positions you, it’s what we use to communicate value, and it’s what we also use – most importantly – it’s what we use to inspire the- your market to choose you. And that’s –

[To read the rest of this interview or listen to the podcast please become a member. It’s FREE! Just click the link below.]


BRIAN:          You know . . .

DAVID:          Go on.

BRIAN:          David, I was going to say, you know, when someone mentions the word “branding” to me the first thing that jumps into my mind and probably into a lot of people’s mind is, is, is a logo. You know, some people–

DAVID:          Exactly.

BRIAN:          Think of a logo. But what you’re telling me is, it’s not the logo.

DAVID:          It’s not. Yeah, and I get really- this is one of the biggest messages that I, I have to spend my time sharing, because if you imagine, I do a lot of speaking in my work, so I might stand up and speak to a group of maybe seven or eight hundred entrepreneurs, and then I can say in the speech, “If you’d like more information, or, or want to be in our database, give us your card.” So, before you know it, I could have a bowl filled with five to eight hundred car- business cards. And they’re all going to have a lo- a logo on them. Most of them have a logo on them. So, I’m not going to remember five or eight hundred logos. So the important thing, most people are walking around thinking, “I must have a logo; then I have a brand.” But it’s absolutely not true. Now we need to have something that identifies who we are, but before we focus on a logo, we need to know what we represent. We need to know what we stand for. We need to know what we’re trying to mean to the market. Otherwise it’s just a picture. And I had a client call me recently, and he’s, he’d just started doing our plan to build a program. And he said, “David, I’ve just had a quote from a reputable graphic design company, that quoted me thirty-eight hundred dollars to design a logo for me. What do you think?” So I said, “Well, I have two questions. First, did they ask you who your market is?” And he said, “No.” I said, “Okay. Did they ask you how you want to inspire your market?” He said, “No.” I said, “Well, it sounds to me like they’re trying to sell you a picture. And, as it happens, I’ve got a picture right here that I can sell you for thirty-seven hundred. I can save you a hundred dollars!”

DAVID:          So the thing is, it’s, it, it’s true, we, we, you see images on business cards and on brochures all the time, but the only reason we learn a logo, like the Nike swoosh, let’s use as an example, is because they’ve spent sixty squillion dollars educating us about that swoosh. So –

BRIAN:          Now –

DAVID:          People assume that their logo – excuse me, I have a cold right now – they, they assume that their logo is going to open doors for them, and it really isn’t. You’ve got- it’s the meaning behind the logo, it’s what you represent. And the, and the meaning, and the communication that we can engage in is really what’s important. The logo, we have to think of it as a street sign. So if you’re driving down the road from Los Angeles, and you want to drive, say, to San Francisco, then, the street signs and the signs on the freeway, those are going to be very useful to you, because you know you want to go to San Francisco, and you keep seeing signs saying, “San Francisco,” how many miles it is, and then maybe take this freeway, not that one, to get there. So, we have to think of our logo as the same thing. It’s like si- it’s a sign. So when people know they want to do business with you, that sign shows them they’re in the right place. But what’s really important about the brand is getting people to know us in the first place. So we’ve got to be clear about who we are and what we represent.

BRIAN:          That’s really interesting in concept as you talk about that. It’s- I understand what it is that you are, are saying, but how do you go about the process of, of doing that? I mean, how do you- how do you get an image, or a, a customer to, to think about you or your company in the way that you want them to think about you?

DAVID:          Well, this is how I’d like to start. By, by having us think. Oftentimes I’m going to- I get my clients, or classes, just to think about a few people that they’ve known. Like, say, at school, you might have one particular teacher, who you really enjoyed their class. And you might have another teacher, who you couldn’t stand being in their class. They were mean, they’d, like, throw things at you. I know I got things thrown at me when I was at school. So it’s really- the first things is not about whether you go to learn maths, or economics, or biology, it’s, “Oh, how does that teacher make you feel?” What, what, you get- people have physical reactions when you talk about, “Have you been in Ms. Johnson’s class, or Mr. Smith’s class?” “Oh! Not that one! Oh, I like that one!” It’s- so we already know that people can inspire us to feel one way or the other. So, the most important thing here is that, is, most businesses when they go about thinking, first of all, that the brand is a logo, then what will they do? They’ll run out and hire someone to create a logo. And then they do a simple, maybe half hour discussion about what they like, what they think it should look like based upon other businesses that they like. And before they know it, they’ve got a logo and they think they have a brand. But it doesn’t mean anything. So the way to go about getting a brand that means something, is we have to start with the intention. We have to start by understanding, “I can have a brand that’s going to inspire people.” Who’d have thought of it? You can have a brand that can inspire people to choose you, and only you. So, the first step is to be really clear that it’s doable. And, another thing I like to have people think about is, how many times do you buy a product, and that’s the only product that you will buy, out of a sea of choices. One- the kids, it’s that one cereal you must have, beyond- out of all the other cereals. Or there’s a toy you must have, out of all the other toys. Or for some people it’s a brand of car. For me, actually, there’s, there’s one type of purchase I make, which is when I fly back to England. I have to fly Virgin. I have to fly Virgin Atlantic. And even though there’s plenty of airlines flying back to England, I don’t care. I will only with Virgin. So-

BRIAN:          Tell me about that a little bit. ’Cause we have, we have, we have enough time here. Let’s, let’s-

DAVID:          Okay.

BRIAN:          Tell me about your love affair with Virgin Atlantic.

DAVID:          Well, the, the point I’m making really is that when we’re in that space – and every single person I’ve ever spoken to can name a company that they must choose when they’re buying whatever that company sells. It could be people who love Apple, it could be people who love Nike, or it could be just a local company that is a bakery, let’s say, where every time you buy something – baked goods – you have to go to that one bakery that you love. So, the point is, it’s absolutely possible to build a brand that inspires people to want to choose you, and only you. And that’s the most important point I want to make first. And I really want to share with you about Virgin, but I want everybody to really get that the first and foremost, the first step is to really be in that space of intention that it’s- first of all it’s doable, and, and making a decision, “I’m going to have an inspiring brand. I’m going to set myself head and shoulders above everybody else by fi- by committing to building a brand that inspires people to choose me, out of all the other choices.” That has to be step one. And, and so, just realizing it’s possible is a really important precept, I would say. So, what is it about Virgin that’s so great? Well, before Richard Branson, who is the founder of Virgin – before he ever created Virgin Atlantic, he was in the record business. And he started out with a mail order record company. And as a kid, I used to buy Virgin records. And I thought it was kind of cool that I was buying records from a company called Virgin. And I started reading all about Richard Branson in the paper, and he’s a real rebel. He’s a real interesting character, and I got very excited, because here was somebody presenting business as exciting and fun, instead of corporate and boring. So any time I saw a story about Richard Branson, I would buy the newspaper or magazine. And I was just really into it as a kid, because he opened the door for me to know, and feel excited that business can be exciting. Business can be an exciting adventure. And, so, as soon as I heard he was creating Virgin Atlantic, I was, I was already sold. I was- I flew on a Virgin flight, within the first two weeks of them creating the business. Now, for those people who travel Virgin, you will find if you fly on them, you’ll find you have a unique experience unlike most other airlines. First and foremost there’s a- there’s real excitement on board. People are tickled pink that they’re flying Virgin. They’re excited to be on board. And Virgin, unlike most airlines that tend to look and feel and behave just like other airlines, Virgin doesn’t. Virgin created their whole, a whole category of their own. And when they- people in the airline industry, they will say that there’s three categories of airline. First, you’ve got your traditional carriers, like United and American, and British Airways, and people like that. Then you’ve got your, your specialist regional airlines, like Southwest or like JetBlue. And then you’ve got the third category, which only has one occupant, and that’s Virgin. It’s the- Virgin created a whole new category. And part of Virgin’s focus is to make sure that you get entertained by the experience of doing business with them. So they even go as far as saying that they think they’re in the entertainment business, not the airline business. Which is a very important way of differentiating yourself out in the world. Because all that- I mean, let’s face it, they’re moving people from A to B. But people get so excited about how they’re going to be treated, and what’s going to happen on board, that they’ve got raving fans, just like me.

BRIAN:          Well- well, the experience for me- you know, for you, when you fly Virgin, it, it puts you into a, an experience. And something that’s exciting to you.

DAVID:          Yeah! I mean, it’s kind of like saying, when you copy something, you say, “I Xeroxed it.” I just say, “I flew Virgin.” Because it means something. It wasn’t just like saying, “Oh, I flew on American”, because that doesn’t mean anything. It just means you moved from A to B. And you got a tray thrown at you maybe with some peanuts on it.

BRIAN:          Right.

DAVID:          And, and in Virgin, they go out of their- they’re always at the cutting edge. Whether it’s, whether it’s the way that they light the cabins, or the type of seating you have, or the, the services on board from being able to order food from a touch screen on, at your seat, to ordering any number of movies or shows so that you’re entertained the whole time. But they were the first company, I believe, to ever have personal videos, video screens at every single seat. They’re always looking for new ways to innovate the customer experience.

BRIAN:          So it’s funny even the –

DAVID:          I just lost you, Brian.

BRIAN:          – the . . . Am, am I there? You lost me?

DAVID:          You are now, but I, I just, you just cut out.

BRIAN:          Okay. I’m back.

DAVID:          There you go. There you go.

BRIAN:          I was still thinking, you know, this, this image comes to my mind, but rather than, you think, logo, which oftentimes we do, when I think of Apple, I think of this Apple, with this little, you know, bite out of the corner, but what you’re saying is- in cutting edge about engineering a-

DAVID:          I’m, I’m sorry, Brian. I lost you again. I’m missing what you’re saying.

BRIAN:          Really? Okay . . .

DAVID:          You’re back.

BRIAN:          I’m back?

DAVID:          Yeah, I can hear you fully now. You were fading out but you’re clearly in my ear again now.

BRIAN:          Okay, good. I apologize for that. So, what I’m saying is that I, I still think, I still think about a logo, but you’re talking about all of the things that make, that speak to me. When I think about Apple, for example, I see this apple with this, you know, this bite out of it, but it really speaks, you know, cutting edge, innovation, and engineering. All of the things that speaks to, you know, speaks to me when I think of, when I think of Apple. And even though you’re saying this, I’m still thinking, you know, I still think logo.

DAVID:          Yes. So let me just, just add something that I think’s really important.

BRIAN:          Yeah, please.

DAVID:          Apple j- Apple just recently, within the last twelve months, settled a lawsuit with a company called Apple. Apple Records. Who used an apple as their logo, way before the Apple we know even existed. But Apple Records doesn’t spring to mind when you think of the name, “Apple.”

BRIAN:          Right.

DAVID:          So, Apple Records actually was the label that The Beattles were with. So they weren’t any smalltime deal, they were a big time deal. But the reason, when we hear the word “Apple”, that we think of the Apple logo – and I’m looking at one right now – I have Apple on my desk. I’m not saying the logo isn’t important. But what I’m saying i- what I am saying is the meaning behind the logol [sic]- logo is absolutely vital, before we spend any money having a logo made. And, we must be clear about what we’re trying to communicate, and what we’re trying to say, and what we mean, and what we stand for, before we have our logos designed. Because otherwise, we really truly are just having a picture made and pushing it out there. Apple has real meaning. So –

BRIAN:          Yes, certainly –

DAVID:          We first must know the meaning, and another reason that we’re so clear about the Apple logo is because, they’re one of the biggest companies on the entire planet now. They’ve surpassed Microsoft and they are, they are super, they’re, like, worth like two hundred and fifty billion dollars. So, one of the reasons that we know them so well is because they’ve done a fabulous job of marketing themselves. They’ve done amazing PR. They’ve managed to get themselves in the media a lot, for- with good reason, and good stories.

BRIAN:          Uh-huh.

DAVID:          So, it’s . . . the reason they’re able to do that is because of the, of them, brand identity. What they represent, what they stand for. So, I am not here to tell you, “Oh, you don’t need a logo.” That’s not what I’m saying at all. What I’m saying is, a logo isn’t a brand. A logo represents a brand. Just like-

BRIAN:          Got it.

DAVID:          – your name represents who you are. It’s- but it doesn’t tell us everything there is to know about you. It’s like saying, “I have a name! I don’t need a personality.”

DAVID:          It’s like saying, “I have a name, so therefore I don’t need to have any purpose or meaning.” And it’s just not true.

BRIAN:          Yeah, it’s-

DAVID:          We, we have to look at brands, as if they are people. So-

BRIAN:          Got it.

DAVID:          We need all sorts of things. We need vision. We need focus, but we need to know what a brand stands for, because when it all boils down, if you think about it, the majority of businesses out there, they have competition. They have- there’s others who do what they do.

BRIAN:          Yeah.

DAVID:          So what is it that’s going on that makes us want to choose them? It’s not the logo. It- no one will tell you that the reason Apple is successful is simply ’cause they have a good logo.

BRIAN:          It’s just cert-

DAVID:          And that’s the point we have to make, and make really clearly.

BRIAN:          Yeah . . .

DAVID:          And what’s, what’s made them a successful company is their meaning. It’s also how they positioned themselves. It’s how they differentiated themselves from all other computer companies. And the-

BRIAN:          I’m going to get into this- I’m going to get into this, I was going to say, I’m going to get into this a little bit more in detail, and dig into this a little bit later in the show. I wanted, though, before we get too far down the road, I wanted to spend a little bit of time on, on you, on your experience. How you got from, from a, a “bloke” in England-

BRIAN:          To the United States, and, you know, to where you are right now as a, as, you know, as the guru of gurus in the branding space. Because it- I think it’s really important for many of our listeners to, to understand that not only are you a great resource for those that want to establish a brand, but also, your, your life experience, is very similar to many entrepreneurs that are listening to this show that have gone through various experiences and challenges to get them where they are today. And I wanted you to, to talk about that a little bit today. I want to ask you some questions about-

DAVID:          Okay!

BRIAN:          – that, so-

DAVID:          Well, I’d like to start by telling you about what happened when I first came to the States. So . . . is that good?

BRIAN:          Yes.

DAVID:          So-

BRIAN:          Start there.

DAVID:          So 22 years ago – well, actually, 23 years ago – a friend of mine and I came on vacation to the States. And you know how, sometimes, you go on vacation somewhere, and you’re having a great time, and you’re like, “Gosh! I could really live here!” And you’re like, “Yeah, I could!” Well, we had that conversation. We were in Santa Barbara, and I said, “I’m serious. I’m really serious. I’m not just saying it. This isn’t just one of those vacation conversations. I’m serious. I really would love to live in the United States. So we –

BRIAN:          So, [I’m sorry], Santa Barbara is- just so our listeners know, I mean, for those who’ve not been to Santa Barbara. Santa Barbara is, is absolutely beautiful, right on the coast, mountains running down to the water. Matter of fact, it’s my birthplace, where I was born, and –

DAVID:          Oh, right!

BRIAN:          I have some family there and –

DAVID:          Well, yeah, if you can imagine two British guys coming from the “Land of Rain” to the- what could be more perfect? We have three whole weeks ahead of us. We’re on this balcony overlooking the Pacific Ocean, with seeing all these palm trees. So I think it’s like, it was like Nirvana. It was fantastic! And you know, we’d always seen TV shows about America, and here I was, in America. I was so excited.

BRIAN:          [Right].

DAVID:          And in Santa Barbara. So, we got busy planning our business. I said, you know, I, “Let’s make a list of what we can do, and, and our first idea, because Santa Barbara has on, on, the main street there, there’s all these antique stores. And so, my uncle was an antique- was an auctioneer, had an antique auction company. And so I thought, “Well, maybe I could buy antiques in England and sell them in America.” And so we hatched this plan, and our plan was to bring antiques from England and sell them the way people sell Tupperware, so Tupperware antique parties in people’s homes. And if, I- I was so excited! I mean, I sold everything I had, which wasn’t a lot, but i- it, I sold my little car, I sold my railway sets that I had since I was a kid. I sold everything. All my furniture, all my stuff. And between the two of us we raised ten thousand dollars, and we spent half of it on antiques. And we had a box, not a big box, but we had some antiques shipped over to the s-, the s-, the States. And over we came. And everybody I told – my parents, my grandparents, my sister, my brothers, my uncles and aunties – I told everybody, ’cause I was so excited about what I was doing, that everyone said, “That idea is crap. It won’t work.” But I was just too- I was just-had to do it. I wanted an adventure. I wanted to go and find out for myself. And six months after arriving, we were down to our last twenty dollars. And, and I’d been freaking out, because we just didn’t know how to sell, and these antique parties didn’t work at all. No one bought anything. And sometimes we made a sale to the host, because they felt bad for us, but it was not working at all. And we got down to our last twenty dollars. And I remember putting that twenty dollars on the table, in between us, and we just stared at it. And I said to him, I’m like, “Do you have any ideas?” He said, “No.” And by the way, we had something worse than bad credit. We had no credit. So that was our last- that was it. No credit cards, no overdraft, no friendly bank manager. That was our last money on the planet. So he said to me, “Well, do you have any ideas?” I said, “Well” – now we’ve, we’ve moved to Southern California, we were living in Huntington Beach, just down the road from you – and I said, “You know, on Main Street” – it was a Tuesday as well – I said, “On Tuesday nights, they do all the beer you can drink at that bar on Main Street.”

DAVID:          And I said, “They also do all the nachos and cheese you can eat for $2.99. Let’s just go out. Let’s blow it!” And so off we went. And we slapped that twenty dollars on the bar and started drinking our beer. And we started talking. And we talked about all the people who tried to help us, and there’d been a few. We talked about all the people who tried to rip us off, and there’d been a lot. We’d gone through all sorts of scrapes, ’cause we didn’t know what we were doing. And I remember saying to the bartender, I said, “You know, we’ve just spent our last money on the entire planet in your bar.” And he’s like, “What?! In this crappy bar?! You just spent your last twenty bucks?!” And he told all the other people behind the bar, “These guys are spending their last twenty dollars in the whole world in here.” So they started buying us shots, and buying us appetizers, so we didn’t even have to eat, just nachos and cheese. And they started telling other locals in the bar, “These two guys have just spent their last money in the whole world – excuse me – in the whole world in this bar.” And people started asking us questions about what we’d been doing. And we started telling them all our stories.

BRIAN:          Mm-hm.

DAVID:          At the end of the evening, I remember I was drunk, and I remember crying, because I couldn’t- I’d been treated so well, and I couldn’t tip the staff. And they were like, “Don’t worry! You’re great! You- what an amazing adventure you’ve had. We’ve just been working in this crappy bar! And we’re broke, too! You’re broke, but what an exciting experience you’ve had!” And then down the bar there was a guy, and he owned a limousine company, and he drove us home in the back of his limousine. In a brand-spanking-new limousine. And I just remember being in the back, thinking “God, this is amazing! What an amazing adventure.” So it’s- anyway, I went to sleep. The next morning was the day I’d been dreading. I mean, six whole months, watching my bank account just disappear. I was freaking out about being broke, and there I was, I woke up completely penniless. And the funny thing is, though, I felt relieved. And I remember feeling my ears – two ears! Two eyes, a nose! I’m alive! I’m just broke! So I jumped out of bed, and I felt hope. I was excited! I went to the kitchen, and there’s my business partner, he looked like he’d been literally beaten up. He looked like a broken man. And I said, “You know what? If you want to go back to England, you can go. But, I’m staying here.”  Excuse me. I said, “You know, I, I have no clue how, but I’m ma- I’m making a vow today to make this business succeed. And I don’t know how I’m going to do it, but I’m not going back.” And he said, “You know what? I’m going to stay, too.” So, I’m now going to fast forward the story seven years later. We’ve moved the business to San Francisco, we had a palace, a 27,000 square foot palace, and we were wealthy beyond our imagination. We were multi-multi-multi-millionaires. We’d built a twenty million dollar company. And we were doing business like you mentioned earlier. We were doing business with some of the best known brands on the planet. Polo Ralph Lauren, Nike, Tommy Hilfiger, Nautica, Banana Republic, Old Navy, Macy’s, Nordstrom. The list went on. Land Rover, Citibank, Chevy’s Restaurants. And, when I mentioned the comp- sorry?

BRIAN:          No, I was going to say- I mean, go ahead and finish, but you know the, some of the path that you took to get there, I think, you know, I think is important. I mean it’s, not only just –

DAVID:          Of course! And I’ll, and I’ll go back to it. But I, I just think it’s important just to see where this went.

BRIAN:          Uh-huh.

BRIAN:          Is, because we, we were doing all, we were, and like when I mention people like Ralph Lauren – anybody who would be listening to your, to this call with us today has seen my work. Because with Ralph Lauren we supplied every single store on the planet – Polo North America, Polo Japan, and Polo Europe with everything that they needed to look the way that Polo looks. So whether it’s a sailboat, or, or a trunk or suitcase, dumbbells or mountain bike, anything that came – anything that presents the way their brand is supposed to look – came from my company. So, what happened is that one day, once I’d realized that I’m not going back and I’ve got to make this work, and I have this whole renewed enthusiasm and excitement. We just started to notice that department stores and retailers used antiques and things like we carried in their displays inside the stores and in the windows. So we started calling the stores. And I remember I did a small order with a Macy’s this one time, and I was helping carry the things into the store, and the buyer started tell me, “We’re going to use these things in the gentleman’s area to differentiate the space. And the rest of the stuff we’re going to use in the bedding area to differentiate that space.” And he kept on saying the word “differentiate.” And then this light bulb went off in my head because I realized, they’re not buying antiques, they’re buying differentiation. I’m helping them build their brand! And I don’t even have a brand. I’m just acting like any old antique dealer. And I have to build a brand, and I have to be clear what I’m really selling them. So we started presenting ourselves, and we started calling people saying, “Hey, do you want to work with a company that’s going to help differentiate you on the high street? Do you want to work with a company that really understands what you’re trying to say with your brand?” And i- and that started to totally change how we did business. And that’s- and we really focused on what- who we were, we no longer behaved like an antique company. Honestly, I was, I was tired of telling people I was an antique dealer. Whenever I told- you’d go to a party and someone says, “What do you do?”, and I would say – excuse me – “I’m an antique dealer”, the next thing they want to do is tell you about all things they’ve got in their attic. And I was bored.

DAVID:          And so, we started saying, “Well, we- we’re brand builders. And it totally changed the trajectory of our business, and our future. Because by focusing on the highest and best use- we were still selling exactly the same things we had in our inventory, but by building a brand around it, and understanding what our customers really needed, we built a really powerful brand. And then, as we grew, we started helping our customers, our big clients, make important decisions about how they were presenting themselves, and how they were differentiating themselves. Especially Ralph Lauren, and, and the, the biggest brand there was Polo Sport. We were very instrumental in, in brainstorming what Polo Sport was really saying to their customer.

BRIAN:          Uh-huh.

DAVID:          So does that answer the question?

BRIAN:          Yeah, no, that answers the, that answers the question. And it sounds like y- you really nailed what the, you know, where the pain was, and what the problem was for these various companies. What they were really trying to solve, and that was differentiation. And that’s kind of when the light bulb went off in your head.

DAVID:          Right. And that’s where I think it’s useful to sort of segue a little bit, because what I’ve noticed is that within every industry, I meet people, whether they’re, whether they’re realtors, whether they’re plumbers, whether they have a, a, a spa, or insurance company, or bakers, or whatever, and we have this thing that happens that you don’t often hear about, but it’s called the default brand. And what happens, and I joke about this on stage, and I say, you know, “Have you ever noticed how plumbers tend to be just like plumbers? And how realtors often tend to be just like other realtors? And even with the airlines” – we were talking about the airlines earlier – “How most airlines are really just like any other airline?” So, small companies do it and big companies do it. They, they orient toward the default brand. They start looking over their shoulder at how other people are doing it and think, “Oh, look, they’re, they seem successful. We should do it like that.” And people start emulating one another. And part of my message, which is really vital, is…The more we emulate others who do what we do, the more invisible we become. And then we’re wondering why business is so difficult? When we’ve actually spent time and money making ourself look and behave just like everybody else who does what we do. And then we wonder why people aren’t choosing us.

BRIAN:          Certainly. What behavior-

DAVID:          It, it, it’s crazy.

BRIAN:          You know, that’s common. When someone is starting a business or even has a successful business, they’re constantly looking at other businesses.

DAVID:          Constantly. Because-

BRIAN:          See, they-

DAVID:          What they’re missing –

BRIAN:          – compare themselves to them.

DAVID:          Ex- exactly. And that’s what we do when we- sometimes we get overwhelmed by the competition, because we think we’re just part of that. We’re just a number. And the worst case, of course, are vendors, that you see at, at, at the shows on the weekend and flea markets.

BRIAN:          Mm-hm.

DAVID:          What do you call those events?

BRIAN:          Flea markets, trade shows, swap meets.

DAVID:          Swap meets! That’s the word I was looking for. ’Cause in England they’re called car boot sales, and I know they don’t have those here.

BRIAN:          That’s –

DAVID:          I’m still stuck on English after twenty-two years.

DAVID:          So, it, it’s- when you see people whose tables are selling the same products as nearly everybody else, and they’re behaving just like everybody else it’s easy, it’s easy to see that it’s a swap meet. But a lot of- most businesses do that, too, because they don’t know what a brand is. Or, they’ve decided, well brands are just for the big guys. Or whatever it is they’ve decided. But I’m here to say, even a tiny little hole-in-the-wall company can have a kick-ass brand that gets a ton of attention. And we’ve all got examples that show us that we know this is true. I don’t know where everybody lives who’s listening to this conversation, but every single town, or city, or neighborhood, has those handful of stores or businesses that always seem to have a line out the door. Have a fan base.

BRIAN:          That’s correct –

DAVID:          So, if they can do it, you can do it. Somehow they’re resonating with their market in a powerful way. It could be a coffee shop, it could be a restaurant, it could be a dry cleaners. I, I know-

BRIAN:          So-

DAVID:          When I lived in San Francisco, I used to drive all the way across town to this one dry cleaners because they just were the best. They treated me so well. And they always did an amazing job, not just of cleaning my clothes, but just the way that they handled everything. The- so the experience was, was really excellent. So, it can be done in any type of business. But like I said at the very beginning, we have to start with the intention. We have to be clear, “Hang on, I can hones- I can really create a kick-ass brand-

BRIAN:          So let’s, okay-

DAVID:          By having the intention-

BRIAN:          You know, we we’ve spent some time on this, David, and I think, I think we’ve got, you know, the, the brand part of it. Now let’s, let’s talk about some of the- how, how, how you do that as a company. I mean, sure, we’d love to all have kick-ass brands-

DAVID:          Right.

BRIAN:          But let’s, let’s, let’s make a kick-ass brand. So, the first thing, I think that you mentioned is, you really have to identify for yourself who, who you are. And, and who you really are, or who you want to be in your marketplace. And maybe you can, you can say that better than I can. What’s the first-

DAVID:          Yeah, you-

BRIAN:          What’s the first step?

DAVID:          You know, it’s amazing that every single person who’s ever started a business, or every single person who’s ever joined a business that they really wanted to work at, had a very good reason why they did it. But very quickly, that reason, that, that, that incentive, that passion, gets pushed aside as they get busy doing the business. And they forget about what really got them into it in the first place.

BRIAN:          What do –

DAVID:          And the truth is-

BRIAN:          What examples-

DAVID:          What- Well, I’ll give you an example. Sometimes people say, you know, like, like with, I- I’ll use me as an example right now. When I started my business, the real reason I did it was ’cause I wanted an adventure. I wanted an exciting adventure. I, I couldn’t bear the idea of working for a big, boring corporation, and that being my life. I really wanted an adventure. And adventure is a very powerful part of my brand now. I say that the, the journey is more important than the destination. I say, “Business is supposed to be exciting, it’s supposed to be an exciting adventure.” And the people that tend to do business with me agree that I, “Yeah, that’s what I’d like my life to be like, too!” So before you even get to the subject of building a brand, people are aligning with what I believe in, and they’re wanting to do business with me because they like what I’m saying. And that’s a, that’s, that’s a relevant part of my brand. So what I’m getting at is oftentimes people have a vision, or have a powerful story that made them do what they do in the first place, that has people excited. But they, but they forget about it, and they don’t use that information. They just get on and do what they do. The point I’m trying to make, Brian, is that, one of the questions I often ask my live audiences, is this. And it’s:            “How many times have you done business with a company, they did a perfectly fine job, they – I’m not talking about those examples when they were really rude to you or they really screwed the order up, or whatever. I’m talking about companies that did a perfectly fine job, but you never went back.” And I found, for myself, and audiences, they always- I always get some people that put, put their hands up, and every single person relates to doing business with companies that did a perfectly fine job, but they never went back. And the- so these are the companies as examples of businesses that don’t have a brand. They’re not clear about their brand identity. They’re not relating. They’re doing a fine job and they’re good people. They just are missing a huge opportunity to develop a powerful presence and a powerful connection with their market. They’re easily forgettable.

BRIAN:          [They’re not] inspired to come back to them. They’re not inspiring them to want to come back and do business with them. There’s nothing-

DAVID:          Exactly.

BRIAN:          -how to use …

DAVID:          So sometimes the, in the majority of cases, in fact, businesses are working hard, but they’re failing to make an important connection with their market. And they’re failing to stand for something, and they’re failing to stand up and mean something. They’re just providing a function, and so we can go into automatic pilot, and go and do our business with them, and then leave, but forget all about it. Didn’t mean anything. So the, so the first thing here is that – and the reason I love this subject, and the reason I love helping people build a brand, is because, first – as a I said at the very beginning – by being clear that we can do it, gives us the space to do it. So it- the steps that you’re asking me about, there’s a very specific process which I developed when I was with my first company that I talked about. It’s the same process we use with companies like Ralph Lauren and Nike. To go through a specific process, so that- we started it because we needed to understand who they are and what they’re about, so that we could come up with the right products to send them. But we realized, and I realized this process that we created, was a process that helps an individual or a business see what’s so unique about them. So it’s a, it’s a process I use with all of my clients, with- everybody who does business with my company goes through this process, and they start realizing what they, what’s really unique and authentic about them, and their business.

BRIAN:          So, you-

DAVID:          This is the same process- I’m sorry?

BRIAN:          You know, as I say, as they go through this process, what, what do they end up with? So they- you know, they, they go through this process and, as you’ve described, and, but what, what do they end up with at the end of that? Is it . . . you know they end up with –

DAVID:          That’s a great question. They end up with- they end up with a report called a “brand profile.” That’s the- that’s the actual tangible thing they have.

BRIAN:          I s-

DAVID:          But what they really get is clarity on what it is that makes them unique in the eyes and the hearts and the minds of their marketplace. Because, right now, what I’d like you to do, and everybody on the call, I’d like everybody to visualize a- an image of a wagon wheel. A simple wagon wheel. And the- a wagon wheel has a hub and it has the spokes and it has the, the circle on the outside. So, in the very center if you were to write the words – excuse me – the words “brand identity” and then outside of the wagon wheel you would write “your market” or “my market.” So that’s where your customers are, on the outside of that wagon wheel. Then each of the spokes represent some form of branding, whether it’s your website, videos, a blog, social media, brochures, packaging for products, logos, all the different things that your business does. It could be a message, the  message you have on your voicemail, i- like me it would be speaking on stage. Anything that you do in your business to get the attention of your market. So one of the things you would even put on yours would be your radio show. That would be one of those spokes. So, in each of those spokes, we need to have continuity, we need to have- we need to be presenting our brand, at all times, to all of those spokes. So, and we have to be consistent so that each of those spokes is delivering something similar, so that it doesn’t- there isn’t a disconnect between how things happen on the phone, compared to what is talked about on a video. So, your brand identity helps you with your content. Helps you with material to talk about. So, let’s say you are going to hire a PR company. They need to know who you are. Let’s say you’re hiring someone to actually design the logo. Well, they would want to read your brand profile so they can be clear about who you are and what you’re trying to say. So what you get is a document that clearly defines who you are and what you represent. It’s called a brand profile. It’s very, very valuable.

BRIAN:          Got it.

DAVID:          In fact, if we could just press a button right now, and all be in the same room, and also have in the room a bunch of experts, like social media experts, PR experts, website experts, etcetera. Social media experts. And if you could say to them, “What’s your biggest frustration or complaint about your clients?” They would, the good ones would tell you, “Well, they don’t know who they are. They know what they sell, but they don’t know who they are.” And, that’s why a lot of those types of experts and specialists bring their clients to us because they need a brand first. People who are really good at PR need their clients to have a brand, so they’ve got something to talk about. People doing social media need to know what your brand is, so they’ve got something to tweet about and Facebook about and blog about, and do all those things. So we’ve got to be clear about what’s unique about us, so that we can be consistent in our message to the world. So that’s what you get.

BRIAN:          Certainly.

DAVID:          We- I was just, I was just doing a call with clients today. We do these monthly group calls for ongoing support, and it’s- people get really excited when they start realizing what they really have, that they had- that was under their nose all the time, but they weren’t utilizing it and weren’t realizing how valuable it is.

BRIAN:          Right. Right. I- you know what, that is, that is really fascinating and as I think about all of the businesses, and, and  you described them very well – the small businesses and the large businesses that I love to do business with, it’s those that resonate with me, it’s the one’s that ins- you know, just, I just think it’s really cool. I- it’s a, it’s an experience. And that’s something that you’ve said to me i- in, in other conversations about how w- when people interact with a business, you’re, you’re really, or, or purchase a product, they’re- you’re really engaging them in a, an experience. I think there was a, a story you told me once about Astin Martins. And . . . maybe you can just, don’t tell that story again, but, but explain that concept of how customers want to be part of, of an experience almost outside of, you know, reality, in some cases.

DAVID:          Well . . . really if you think about everything that we do when we’re- when we’re in the process of c- of commerce, w- we’re having an experience. It’s just that most of the experiences are bland. So, the truth is every- everybody has a brand whether they like it or not. It’s just that most brands are ill- they haven’t been thought about. They haven’t been organized, or planned.

BRIAN:          They’re just boring.

DAVID:          They’re just boring. And then there’s a whole host of businesses who’ve decided, “Oh, well, I don’t want to rock the boat.” And, and they think that a brand is a logo, so there’s lots of businesses that have got brochures that match the website, that match the business card, that match the flyer, or the- even the pen with their name on it, but it doesn’t mean anything, and it’s not inspiring. You just know where it came from. You just know which company it represents. But it doesn’t inspire you because there’s no message that they represent that’s meaningful. So then we take a company like Nike with the amazing tagline that says, “Just Do It,” and all the intention that they’ve put into what they represent, and suddenly people get excited. So we’ve got to be clear about what it is we’re trying to say, and what we stand for.

BRIAN:          [The]-

DAVID:          And like I said in my business, what I stand for came from when I was a kid. That I want to be inspired. I love doing businesses, doing business with businesses that inspire me, and that life and business is an adventure. That I want to enjoy every step, at least feel alive every step. So business is supposed to be fun and exciting! And, and that’s where we coined this phrase that says, you know, “We’re serious about what we do, but we don’t take ourselves too seriously.” We want to have fun!

DAVID:          And it’s- and it becomes people start relating to saying, “You know, I like that. And that’s how- that’s what I believe in, too. I’d like to do business with them.” And we haven’t even talked about the products or the price, and not that we’re going to today, but I’m just saying that resonating with a place is really important to developing passionate clients. People who will keep coming back and doing business with you repeatedly, and who will get busy recommending you to everybody that they know. And that’s why often these days, I open my presentations these days by saying, you know, “There’s never been a more important time – in the history of the human species – there’s never been a more important time to have a brand than now.” Because the tools available to us- once you get clear about your brand identity, the tools, those spokes that go around that cartwheel are fantastic. And no matter what type of business you have, whether you have a business that’s in the real world, in a bricks and mortar store, or whether you have an online business, or where the transactions happen, it doesn’t matter. The most important thing to know is your customers are online. And you need to build a brand online. And build your presence online. Because what- these days, people don’t do business with you ’til they’ve done a little research. So it’s- it’s the most important time to have a brand, so that you stand out. And when they do their research they can really say, “That’s the one I want to do business with.” So i- it’s-

BRIAN:          You know, that [is] a strong statement that- this is a strong statement because in the past it’s always y- y- you know, big the media, you know, twenty, thirty, forty years ago, the big media is what communicated the idea- the identity of a company. Whether-

DAVID:          Yes. And that’s-

BRIAN:          – it was a television studio or a …

DAVID:          – so good, but you’re absolutely right. And in order to get in front of a lot of people you needed a huge amount of money.

BRIAN:          Ah-

DAVID:          And what’s replaced that need for huge amounts of money is actually creativity. You can get your- if you create- if you’re clear about what you’re trying to say, meaning, you’re clear about your brand, there’s so many ways you can have a viral explosion of, of interest, because of the tools available to us online today.

BRIAN:          Yeah-

DAVID:          And it’s like, you know, you know, when I was a kid, I- I’m talking really a young kid. I was, I used to be dragged to the weekly market by my mum in the north of England to buy fruits and vegetables – and that was really how things were done in small towns in the north of England – I always remember this guy that would set up his booth, and sell pots and pans. And even though I wasn’t, I was five or six, but I was mesmerized by his, by his show. It would be, yeah, “Roll up! Roll up! Get your pots and pans here!” And he would do a whole show, and it just, it was like a British version of an infomercial, I guess. And it’s like, “You don’t just get one pan, you don’t just get two pans, and you get- it’s non-stick and you get this, and you get that!” And he made a whole show, and he engaged the audience of maybe ten or fifteen people, and once he’d finished his show, he would tell them, I- you know, – the- there’s a special offer and you can get your pots and pans.” And people would rush and buy the pots and pans. Well, the point here is that, that same guy today can now reach tens of thousands of people with one presentation. By using the tools of the internet. So, what we have the opportunity for today is to really build big powerful brands from the- from the- the comfort of our own home. I mean, look at- there’s a pop star called Justin Bieber. I don’t even know his music, but I know his brand, because he, he was a star that was created on the internet. And there’s-

BRIAN:          Uh-huh.

DAVID:          Other- you hear about hits that happen – excuse me – hits happening every single day, whether it’s a- a, you know, a music hit or a brand hit that got created online and people just got really excited about it, and started telling all their friends. I mean, look at- do you watch Saturday Night Live?

BRIAN:          On occasion, yes, I do.

DAVID:          Did you hear about Betty White hosting Saturday Night Live?

BRIAN:          No, I didn’t.

DAVID:          Well, Betty- Betty White is like an 80-something year old famous actress. She was in –

BRIAN:          Yes. Of course.

DAVID:          And so, she, she hosted Saturday Night Live simply because of a Facebook campaign. And she didn’t have anything to do with it, but next thing she’s hosting Saturday Night Live, and her career’s had a massive resurgence. She’s doing all sorts of stuff now. So the power of the internet is, is i- unmeasurable. And so the tools we have available to get your brand out there, and find you lots and lots of clients, and have them find customers for you, too, is, is amazing.

BRIAN:          Well, what, David, what-

DAVID:          You know, five hundred- go on?

BRIAN:          You know, I was going to say, what are the ingredients, in your mind, of a great brand? What makes- w-what makes a great brand? W- what do they, what-

DAVID:          Well, it’s first and foremost we have to be really clear about who our market is. We really have to know them. Because we need to know what buttons we’re pressing, to inspire them. We need to know what, what, what their frustrations are, what their aspirations are. But then we have to look at who we are and what it is we have to say, and what’s important to us on behalf of them. So I can, what I’ve got to share with you right now can take literally an hour to go through each step, but we break it down into little bite-size pieces. I think the most important thing I’m going to share with you right now about what a brand really is, is when I was a kid, I used to pretend to be the Six Million Dollar Man. I used to love pretending to be the Six Million Dollar Man. Do you remember who the Six Million Dollar Man is?

BRIAN:         Yes, I do.

DAVID:          And so I ask my audience, when I’m speaking publicly, you know, “Who did you pretend to be?” Because I used to go to [swimming] baths with my friends, and we’d all run in slow motion pretending to be Steve Austin. And, when I ask audience members people always shout out, “I used to be Wonder Woman! And Superman, and rock stars, and pop stars, and all sorts of different people.” And the point of me asking this question and sharing this, is because part of being human is that we live vicariously through others. When we’re kids, we’re really demonstrative about it. But the truth is, the reason we love the news, who’s won the lottery, or what would that be, be like? Or let me hear about something bad happening to someone. We live vicariously through it. We live vicariously through people’s possessions, through cars, through everything. And through brands. So, one of the things that a successful brand has is what we call a vicarious world. A place that, by default, we’re kind of inviting the market to imagine being at when they’re doing business with us. So, for example, Polo Ralph Lauren, their vicarious world is a very sophisticated lifestyle. The vicarious world of, of the Polo brand is all about old money. It’s all about the landed gentry. The- a very specific, sophisticated class of people. That inspires people, and they want- so that- so that really if you think about it, when they’re buying clothing, it’s like buying a ticket, like buying access, into that world.

BRIAN:          Yeah, [you mean] that –

DAVID:          Same is true with – does that, is that so, that’s one of the elements of a successful brand. Is they understand the world that they represent.

BRIAN:          Yeah-

DAVID:          Same with Apple. Apple really represents smart, cutting edge, the best.

BRIAN:          And you-

DAVID:          So-

BRIAN:          And you live vicariously through that identity.

DAVID:          Exactly.

BRIAN:          I’m going to have to wrap things up, David. I want to spend a little bit more time discussing your book, but for those people that are going [at] this time, I just want to announce the, announce the end of the show. That you’re wa- you’re listening to …Brian Sewell Radio, with Dave Tyreman, founder and owner of World Famous Company. [Those who’d like to stick around ] you can [visit us] at, and we’re going to continue on here with, with David Tyreman. David, so tell me a little bit about the, about your book. So-

DAVID:          Okay, well first-

BRIAN:          I’ve heard –

DAVID:          and foremost – go on?

BRIAN:          Yes. Yes. No, I- I heard a, that, that this book, won second place for Best Business Book of the Year, and so I wanted to just, you know, give my condolences. I mean, it must have felt like a kick in the gut, to –

BRIAN:          – get that second spot place after all that work.

DAVID:          Well, I did call the guy who wrote the book that won to wish him all the best.

BRIAN:          Oh, you did?

DAVID:          And – but I never heard back from him. It’s must because he’s c- c- celebrating. But no I’m, I’m honoured, I- I couldn’t believe that my- I was in the shortlist for that prize. And I was- when I was in the running, I was wishing that it was six months before they announced the winner, ’cause I thought, well, I can, I can at least say I’m in the shortlist for Book of the Year, but I’m, I never thought I’d win. So, to come second with my first book is, is, I’m honoured. It’s amazing.

BRIAN:          Yeah.

DAVID:          It opens, opens lots of doors.

BRIAN:          Absolutely.

DAVID:          So the book is, is called World Famous:         How to Give Your Business a Kick-Ass Brand Identity, and it’s a book that-

BRIAN:          And I’ve read the book, by the way. I’ve read the book-

DAVID:          Right! Okay.

BRIAN:          Just, just a, just fabulous. It covers a lot of things you discussed today, and also, it really gives you some insightful information that’s really tangible, you can really use.

DAVID:          Thank you. And then we have our brand builder programs. So when you, when you get the book, it guides you a certain amount of the way, and you get invited to our website, and you’re invited to download a, a document. It’s called your brand profile, which, actually, if you go to my website to buy it, it’s $99. So it, the best way to get it for free is to buy the book, which is far less. So we give a free gift when you buy the book. And then the brand profile gets you ready to consider doing one of our brand builder programs. Because we guide you through the process of building your brand, and we give you six months of group support and guidance. So you get to join in with other people who are actively building their brands and work with me on the call. So that you can learn how to build a brand, go through the steps, and get one-on-one guidance with me as you do it. So the book is a great way to get started. And it’s a great way to get yourself ready to do a brand-builder program.

BRIAN:          Got it.

DAVID:          What, what i-, I mean, what inspired you to write this book?

BRIAN:          Well, I- I’ve always- you know, when I first moved to the States, I was just this guy who really wanted to- I was inspired by the- I mean, I say that the most powerful brand on the planet is, is brand America. And when I first got here, I really wanted to experience being successful here. And I was inspired by people like Anthony Robbins, and Tom Hopkins, and I bought their books. And I watched them give speeches. And I thought one day, I really want to do that. I want to help other people. I want to help people get something that I can guide them with. The American Dream, really. So . . . Anthony Robbins helped me from believing I could do it, and break through my personal barriers. Tom Hopkins is a sales guru, and he’s really, reading his book helped me learn how to be a salesperson and succeed in selling. And so, the point is, I knew that building a brand is- to me that was the most important thing I ever did; it was the most meaningful thing. Having a business is one thing, but building a brand, when you know that your business is something that people love, and people tell you that, “I-I- I had to do business with you. I didn’t want to do business with anybody else.” That’s really meaningful. And the same with people saying, “I really want to work for your company. I don’t want to work for anyone else. I really want to work for you.” Because they love your brand, that is just really, that’s a real accomplishment. It makes you feel great. So I wanted to write the book, because that’s the best way to get started building your brand. Especially, a lot of times people think that the only way to work with someone like me is to have a hundred thousand dollars. And it’s not! It’s just twenty dollars. You just need to- you just need twenty dollars to get started. So-

BRIAN:          Buy the book?

DAVID:          That’s- to buy the book.

DAVID:          And then our programs are really, amazingly affordable, too. We, we organize ourselves so that you get the hundred thousand dollar experience, but our business is designed for entrepreneurs of small businesses, so we, we price so that it makes having a brand a no-brainer. ’Cause the thing is, when you think about that, that cartwheel that we talked about, where people really spend their money is on website development, on brochures. I mean, I used to be one of those guys, when you’re fi- pricing a printing, and I’m always looking for deal, so I’d be like, “Gosh, if I get ten thousand of this brochure, they’re only going to be twenty-two cents each. And before I knew it, I’m spending tons of money on printing. And, that’s, that’s what I find going around the country. Lots of people have got [you know] garages filled with cheap printing, but it was crap. It didn’t get them the results they wanted.

BRIAN:          That’s right.

DAVID:          So the brand identity part is a- really, really an investment. Because when you’re clear about your brand identity, and then you have your website made, or you have brochures printed, or whatever you’re having done, you’re much more likely to get the results you want, because you’re clear about your brand.

BRIAN:          It’s kind of-

DAVID:          So it’s [import]-

BRIAN:          It’s kind of like it’s, you know, writing the blueprints and designing a house before you go out and build it.

DAVID:          Exactly. That’s so true. And it’s like- one of the things I say is, “If branding is the icing on the cake, then brand identity is the cake. And it’s really difficult to be successful with icing on a cake that hasn’t been made yet.” So we need to be clear about the brand identity. That’s the cake. That’s the most important part. And the money that you spend on branding, that’s an ongoing expense, so let’s make sure that we know what we’re talking about when we spend that money on, on branding.

BRIAN:          That’s correct. Well, David, how do our, how do our listeners get in contact with you?

DAVID:          Well, one thing you can do is, we offer – and anybody who’s listening to your show, Brian – we’re offering free consultations, so you’re welcome to call us, and have a free consultation about your brand. We’d also invite you to our tele-seminars that we do to share with you about other things you can do to build your brand, and get involved in our brand builder programs. So the first thing you could do is, drop us an e-mail. And I’m going to give you my partner’s e-mail, as he’s in charge of scheduling. So that would be Theo, t-h-e-o at worl – excuse me – So that’s worldfamous c-o dot com. Or you can call us at 808-593-8485.  That’s 808-593-8485, and make an appointment that way.

BRIAN:          And you also have a website.

DAVID:          And our website, of course, it’s a – thank you for reminding me – it’s And through that website you can check out our blog, our news flash, and you can join us on Facebook, on Twitter. So, and it’s all- that’s all through the website. You can get to all of that through the website. And once you’re in our database, which is a really useful thing to get on to, and there’s a- on the top right-hand corner of our homepage, you can just click and sign up. Then you’re going to be invited to our tele-seminars, you’re going to get our, our news flash, which is not one of those boring newsletters that everybody sends out. Ours is actually engaging and interesting. And i- you’re going to get information on how to build a kick-ass brand, and how to get your teeth into building yours.

BRIAN:          Well, that’s exciting. Maybe you can help me out. I’ll- I’ll have to give you a call, David. I-

BRIAN:          I really appreciate- I really appreciate your time. I mean, this has been fascinating. We’ve covered a lot, and I hope that our, our listeners have gotten a lot out of this call, and I sure have gotten a lot out of this call, and I appreciate you for being on the show. You know, [it was]-

DAVID:          You’re so welcome. It was a blast.

BRIAN:          Absolutely. So, let’s, let’s sign off at this point, and thank everyone who has listened to the show, and join us next time on Sewell- Brian Sewell Radio. ’Bye-bye, now.

DAVID:          Awesome. Thank you very much.


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Harry Lay – Strategic Planning Mon, 04 Apr 2011 04:16:28 +0000 More ]]> BRIAN:          Today we have a special guest with us. Harry Lay is the trusted advisor of many CEO’s and business leaders world wide. And when companies are performing below their potential, they call Harry Lay. He adds and creates value that directly impacts the bottom line. With his unique approach to strategic planning and profitability improvement and he has the expertise in both private and public business sectors. He served as the partner in charge of non-traditional consulting services and the Director of profit advisory for a regional CPA firm. One of the most impressive things I know about Harry is that he was President and CEO of an international architectural engineering firm, where he oversaw the design and opening of Wal-Mart stores all over the country, in fact I think all of them between 1990 and 1996. In the public accounting sector, Lay served 19 years in public accounting with three firms, two national and one local. He’s been featured in  Fortune magazine and the Wall Street Journal and serves as a member of numerous Boards of Directors. Harry Lay, it’s such a pleasure to have you here on the show and welcome.


HARRY:         Thank you Brian it’s my pleasure to be with you.

[To read the rest of this interview or listen to the podcast please become a member. It’s FREE! Just click the link below.]


BRIAN:          Harry I was thinking about our discussion today and I was wondering if this is what you wanted to do when you were younger? How did you get involved with strategic planning and CEOs?


HARRY:         What I really wanted to do when I was younger was play 2nd base with the New York Yankees. And I went to college with the idea I was going to make it in accounting because I’ve always wanted to own my own business, and after I finished playing baseball, accounting would be a good career to fall back on. When I went to college at that level, I discovered that my goal to play second base for the New York Yankees was really a dream. So I focused on my education and prepared myself to become a CPA. I spent 19 years in that profession. Enjoyed it very much while I was there. In 1998, I left and became the president of the architectural firm. When I got over the shock of being ill-prepared of being in that role, I really really liked it and found out that I had some skill sets that I didn’t know I had and I was unable to apply as much as I’d have liked in public accounting, and despite my ignorance and inexperience being the President of the company, we did really well as we journeyed from a $4 million a year firm to a $100 million a year firm. I discovered that I needed lots of help and I hired lots of consultants. But those consultants didn’t give me the help that I needed and in our frustration, the other leaders in the firm and I decided that it wasn’t that these people wouldn’t help us, they couldn’t. So after nine years in that arena, I decided that there was a need out there that’s not being addressed. How do under-performing companies get better? Where do they go to look? So in about 197? I thought that’s what I’ll try to do is help companies prevent the mistakes that I made, and that’s how I got into doing what I do now.


BRIAN:          You know I think that we have some things in common there. I wanted to be a singer songwriter in my early years and going to college and I ended up realising that becoming a singer songwriter and a great composer was also a dream as opposed to a logical business path. And I still write music every now and again but I changed my degree to business and of course, worked as an executive for a Fortune 500 in investment banking and ran several companies myself. So it’s interesting that we both have that in common. How do you define success?


HARRY:         That’s a very good question and it sounds so simple. I believe success is obtaining whatever it is someone is trying to achieve. Whether it’s winning a baseball game or it’s wining a conference championship or whether it’s building a successful company It’s just obtaining whatever we’re trying to achieve. It can be a specific goal, it could be achieving a vision of a company that we’ve set five years from now.


BRIAN:          That makes a lot of sense and that’s a good answer. Obtaining whatever your values and objectives are. In terms of business, what determines success for a business? How do you define that?


HARRY:         First of all, it’s defining what success means for that business and in my opinion it’s one of two things. Most business people should define a vision of what they want their business to become. So when I talk about a vision, I talk about a destination. You or I might have a successful business today, but it’s not what we want or need it to be in the five or ten years. So we need to frame and quantify our vision in such a way so that it meets the destination, so we’ll know when we’ve achieved it. The second thing important to a business is optability and so I need to know what is my client’s vision and what is their profit potential. Those two things are the only two things that a company’s leadership should be working on. Either activities that are moving their organisation towards their vision, or those activities that are going to produce sustainable profits.


BRIAN:          What would you say are the one or two things which would have the most significant impact on what you just described?


HARRY:         First of all it’s defining exactly what is the vision and how we know what we’re going to get and when we’re gong to get there and usually that includes the people, the culture that we want in that business. What kind of operations do we want? What kind of a marketing plan do we need to get there and finally, is financial goals and objectives for that organization. The most important thing to achieve that is to focus and commit the resources required to meet those objectives.


BRIAN:          When you talk about defining the vision, often people think of a business plan, but what you’re talking about is more than that and I completely agree with you. Having started several businesses myself, putting ?? the very fine detail, I liken it to a house I built once. I learned very quickly the first time I built a house that every detail of that house should be designed before the foundation of that house is begun and we start to raise that house, because it created many costly change orders down the road and in fact I didn’t end up finishing that house because the costs ran out of control. What is it you mean about creating this vision? Is it creating a business plan or is it something else?


HARRY:         For me the vision includes all the motivations that you have to start a business. I don’t care what your motivation is but I need to know what they are in order to help. These reasons may be material, in that you want to earn so much money or financial security, so I’ll need to know how much money you will need or income stream you need to have before you have the option to retire, and how much of that money or income stream do you expect to take out of the business. I need to know other things – are you motivated because you help mankind, are you motivated because you want to provide a culture and environment where people can work and feel fulfilled and enjoy what they do. There’s all kinds of motivation of why people get into business. I need to know what they are. Because here’s one of the things I’ve learned over the years, I cannot make another human being do anything that they don’t want to do. The only person’s behaviour that I can control is Harry.  But if I’m working with a business founder, a CEO, and I know where they want to be, I know what the business needs to look like to give them what they want, sooner or later I may have to give them advice to do something or to stop doing something because of the paradigm they have in trying to run a successful business. I can’t make them stop doing something they want to do, I can’t make them do anything I want them to do. But if I know what they want, I can say, well to get where you want to go, you’re going to have to step out of your comfort zone and do this.


BRIAN:          Would you say that there’s a parallel between this and raising children?


HARRY:         I can’t make my two-year old grandson do anything.


BRIAN:          Let’s pretend that you and I are going to start a lemonade stand together. You’re the business advisor and I’m the CEO. How would you advise me?


HARRY:         The first thing I’d want to do is have you explain to me why you want to start a lemonade stand. What are you expecting that lemonade stand to do for you? I want to make this vision that we’re talking about very personal. So based on what’s motivating you to do that, and how much money you want to make out of that lemonade stand, then we have a basis of talking about how big does it need to be. How much profit does it need to make, etc.


BRIAN:          Let’s talk about, so I have some children I want to teach on how to be an entrepreneur. I have children that I want to teach on how to start, run and manage a business. We live near the beach in Southern California, it’s often hot, there’s great locations to put a lemonade stand, I think there will be opportunity to create some profits and put some money in their pockets, and I want to teach them those principals. So that’s my purpose for starting this lemonade stand. What next?


HARRY:         Given that, how many children are there? What are their ages? How much money do they want to make out of this lemonade stand? So let’s say we have three children. We need a lemonade stand that would generate enough profits to pay them a million dollars apiece. Now, by when do they need to make that million dollars apiece?


BRIAN:          So I imagine they need a two-year ramp up time and there’s probably going to be multiple locations for this lemonade stand so they don’t need it in two years but it would nice to meet that objective.


HARRY:         The first thing we want to know is, is there the potential for that lemonade stand to generate that revenue and that kind of profit. So one of the first questions I would ask is what are the needs; what are the problems that your lemonade stand is going to be the solution for. Who has those needs or problems and how are we going to get in front of them? In other words, we’re trying to define who are our target customers. And we need to evaluate if there are enough potential customers in order to generate that kind of revenue over the next two years.


BRIAN:          Got it, so that’s where the market study begins. Our customers are thirsty tourists, walking the beach, walking the sidewalk, they’re on vacation or visiting the beach for the day and they’re often thirsty. The salt water, the heat, the swimming makes them thirsty, these are our customers, and so what you’re saying is we need to evaluate how many customers there are and define the marketplace around us to see if we can be competitive and attract enough business to accomplish that goal.


HARRY:         We also have to find out is there anyone else selling lemonade in our marketplace or other drinks to satisfy that thirst. And if so, how long have they been doing it? Why are people buying from them and, we need to evaluate, can we make a compelling case for people that are using established businesses for them to change from buying from them, to buying from us at a price point that will give us enough profit before owners compensation. That we can generate revenue that will exceed expenses by at least $3 million in two years.


BRIAN:          That makes complete sense and we would walk down this path together and collect all this data and the process of doing that would mean our business model and strategy would be tweaked. It would start to take shape through the process of gathering and evaluating data, because right now we’re thinking of putting up a lemonade stand, but later we think of putting floating stands out in the ocean for surfers. Who knows what evolves from that process. Do you find that as we go through that process the business begins to take shape?


HARRY:         Yes and I really appreciate using the word process, because you’re describing a process by which we are planning our business. There’s a paradigm out there that says, if we just write a business plan, that can lay out our roadmap to success. And I believe that paradigm of using a business plan being used to run a business is flawed. What you’re describing is  that as we are setting up our lemonade stand in a given location, there may not be enough traffic at that location, or maybe there is but if we put another stand floating in the water we could reach more customers. So as we start the business, we learn things and as we learn things we create more opportunities, so it’s this process that we’re going through and I call that process, strategic planning. It is not a one time event, it is literally an every day process that creates opportunities, encounters barriers and we have to be able to react to those opportunities and barriers on an ongoing basis and a written business plan can not possibly address that.


BRIAN:          That’s keeping the clear and concise vision in mind and that’s why you say that is the most critical part is you really need to understand what you are trying to accomplish, because how can you draw a line from where you are to where you want to get to without having the clear detailed vision of where it is you want to end up.


HARRY:         I equate strategic planning to take a trip. If I’m going to visit you, I need your address. If I have your address I can Google you, I can lay out a map and you and I can plan to drive to your house. Now what are the chances of me coming across a detour of that defined map or route? Probably a certainty. But because I’m focused on your address, even though I may have to take a detour from my plan, I’m still going to get there. Why? Because I am focussed on my destination. In business it’s the same way. If we all take the time to define what we want our company to look like someday, and we can frame and quantify it in such a sway that it’s very personal, even though we encounter barriers and difficulties and problems, we will overcome them because we’re focussed on the destination. And that’s the main difference of how I define a vision and others do. Yes it needs to be measured and quantified as a destination so we can constantly monitor and measure our progress towards that destination. It can also be used as a compass. If I get an opportunity, say we had an opportunity to move fifteen miles up the beach and put another lemonade stand there, then we need to evaluate that if we add another lemonade stand fifteen miles up the beach, is it really going to move us to our vision or not. Or is it too risky because of the competition in there, or is it going to be too expensive. We evaluate those in terms of, is it really a short cut to get to our vision or not. If it is then we’ll take it, if it’s too risky, then we’ll pass.


BRIAN:          It sounds like common sense and to a certain extent it sounds simplistic. But I want to emphasize for our listeners, it’s a critical step and process whether it is penetrating into a new market or creating a business. This is the point at which most businesses succeed or fail as a business. If this process is done well and done right, businesses have a much higher probability of success. What are the most common mistakes that a new CEO might make?


HARRY:         That’s going to vary with individuals, as you know. But one of the most common mistakes that CEOs make is not defining or quantifying his or her vision for the business. There’s a paradigm out there that says we need to get into business and get into revenue as quickly as possible. And that is a paradigm that I have; I think it’s important for business to get into revenue as quickly as possible. But how many times have we seen people starting a business, it’s like figuratively getting in a car in Okalahoma, knowing that I’m going to California, I’m just going to head west and hope I get to California someday. Eventually I will, but if I’d have gotten your address in California, I could drive right to it. If we get back now to the common mistake that I see CEOs are making, in their rush to get the business started, they start driving that car west without any direction. People start businesses without any direction and therefore there is zigzagging, they don’t have a clear road map for success, however they define that.


BRIAN:          Oftentimes that pressure comes from investors. If the CEO has his own money in the business or it’s a larger company and they’ve got investors behind them, oftentimes the investors are pushing the CEOs to move so they see activity and also to rush to get into revenues. Because that’s what investors want to see or they get to the next stage of financing. As CEO, you really need to be able to push back on that pressure and take the time to define the vision.


HARRY:         Yes, if the CEO, investors and Board in-between those two would get together and design, frame and quantify a vision that all three parties can agree on, the likelihood of success is going to go up substantially.


BRIAN:          What is the hardest thing to change in an under-performing company?


HARRY:         I think that depends on a number of things. The company itself, its leadership, the various value propositions it’s providing, even its people. But in considering all these things I’d suggest the hardest things to change are the current trends of that company and related moral and attitude of the leadership. Example, if there’s a downward spiral in sales and it’s negatively affecting the bottom line, it affects the moods and moral of the leadership and it permeates down through the organization. And one of the hardest things to change is that feeling of, we’re failing, we’re sinking.


BRIAN:          What do you look for in evaluating a company?


HARRY:         I want to hear from the leadership specifically what they wish was different about their company, their business or performance and then why. Why do they feel that way?


BRIAN:          In that process, you’re listening to what they’ve been trying to accomplish and what they’re frustrated with. Is there anything that’s common in under-performing companies?


HARRY:         Yes, most companies that are under-performing are doing so in one or two areas. Either the leadership is not satisfied with the progress the company is making, and by that I mean they’re not getting to their vision fast enough. Or two, they’re not making as much profit as they think they have the potential to make. And that’s why I want to talk to and listen to the leadership is to see which one is bothering them the most. Getting back to my point earlier, I may see some things that I think are broken inside that company, but if the leadership don’t see it, I don’t want to have to try to convince them. I want to know where their pain is so I can react to their pain and usually it falls into the category of one of those two things. They’re not getting to their vision fast enough or they’re not making enough profit.


BRIAN:          Today, and in recent shows, we’ve been talking about the recent economic situation our nation is in with the enormous amount of debt that we face and the political environment and economic policy that have come forward today, and it makes a lot of CEOs nervous. A lot of them have reacted in different ways. Many of them have stopped hiring and decided to hold back and not grow their company. Would you start a business in today’s economic environment?


HARRY:         Yes I would. If I felt there was a need out there that my product or service was a solution for. That my solution was clearly superior to other solutions beings provided out there. And if I was convinced that there was enough people that had that need that I could attract and sell to at a price point that would give me a sustainable profit, absolutely I’d start a business today. Even in tough economic times, people will spend money to buy what they need and if I can see that there’s need out there that no one is meeting or can’t meet it as well as I can, sure I’d start a new business today.


BRIAN:          There’s a great example of that. At the top of the INC 500 list, a list of the fastest growing companies in the nation, there’s a company called Ambit Energy, I think they’re in Texas, etc. And they’re taking advantage of the deregulation of electricity. They have grown from 2006; they did $325 million in revenues last year and they’re on course to do about a billion dollars this year. It’s a testament as to what you just said. There is a need for more efficient and cheaper energy and its basic need that people have and they’re utilized technology and innovation to take advantage of that market place.


HARRY:         That’s a great example.


BRIAN:          I was going to ask you what the most important thing is to consider when building a business. Do you have anything to add to that except for what we’ve talked about?


HARRY:         I would focus on what’s the potential to earn a sustainable profit in that proposed business is the most important thing.


BRIAN:          Do you think anyone can learn to be a good CEO or does it take skills that you are born with?


HARRY:         I want to believe that anyone can learn to be a good, effective CEO, but frankly I’m not sure anymore. I see CEOs failing at what they’re trying to do. I believe CEOS must have an entrepreneurial  mindset and that is rare today. Even that is trainable There are two kinds of people in business today.  There are those with an entrepreneurial mindset and those with an employee mindset, and thank God for both. There’s nothing wrong with having an employee mindset. The biggest difference between the two is if I have an employee mind set and I work forty hours for you, I expect to be paid. Did the business generate enough profit to pour into a barrel? An employee doesn’t know that. An entrepreneur sees her or his vision so clearly that they know that it’s just a matter of time and they’ll get there. So, if I have to do without a pay check for the first week or second week, I’m okay with that. I’ll make sure my employees are paid. But I’m okay with that. And that’s a very difficult thing with an employee mindset to do. If you take a person with an employee mindset and put them in charge of a company and ask them to build all the processes to make that company successful, that’s very difficult to do. Hypothetically I want to believe that anyone can be trained to become an effective CEO. I want to believe that, I’m just not sure I believe that anymore.


BRIAN:          Well you have to think like an entrepreneur or a CEO. There has to be something in your blood. You can’t just think like an employee when you’re starting a business. But also to your point about failing, most if not all CEOs or entrepreneurs fail several times or many times, before they succeed, because it’s often the road of hard knocks that teaches the entrepreneur the lessons they must learn to be successful. There aren’t many schools that teach those things today. You can only learn them in real life and on the field, and you’re right, there are a lot of CEO failures. But if someone can endure those failures and if an entrepreneur wanted to start a business, and they realize it’s going to take a heck of a lot longer than you anticipate, eventually they can learn the skills necessary to be successful, I believe. But as you said, they have to have that mindset as an entrepreneur as you described.


Let me ask you something personal because this is something many people can relate to. Have you ever worried about money?


HARRY:         Sure I’ve worried about money, but mostly it was when I was an employee. When I became self-employed, it doesn’t worry me as much as it used to.


BRIAN:          There’s a lot of people worried about money and particularly CEOs because a lot of them go without pay. Hopefully they’ve got enough cash reserves to hang in there. What do you do to deal with stress?


HARRY:         I go fishing. It’s very therapeutic for me when I get out on the lake. It is the one thing I can do that I can totally forget the sources of my stress.


BRIAN:          Say we’re in a business together and things are going in the wrong direction, what would you recommend to someone to turn it around?


HARRY:         First of all is to find what it is that is causing me to think that it’s going in the wrong direction. Are we not getting to the vision fast enough? Or are we not making as much profit as we need to? Once we define specifically what it is we want to change, then we can focus on that.


BRIAN:          How do you create an environment where everyone in the organization shares that vision and everyone rallies around to make that happen?


HARRY:         I’m so glad you asked that. It requires continually visiting with my people about our vision and more specifically, what is their role in accomplishing that vision. I use the term “visit with” on purpose. Because “visit with” means I must really listen to what they want from that company as well as what I want for that company. When we built that architectural firm in Okalahoma, and we were building all those Wal-Mart stores, we were actually helping Wal-Mart open up to 350 stores a year. How in the world was I able to attract 600 engineers and architects from around the country to move to Tulsa Okalahoma, to build a flat roofed, rectangular building over and over again? We did that by asking them what are they looking for in an ideal employer, and one of the key things they said was to have a job and employer where they didn’t have to worry about moving away from that job three years later. So we built a company that would have enough business year in and year out so that people could come to work there and have the stability of having a good company so they would never have to leave. That defined what sort of customers we needed to have. So we (inaudible) marketed? to big box retailers, back in the early 90’s, they were building stores year after year. So by listening to the people, they told us what it would take to recruit those architects. So, on every corner we would have a breakfast. The people would come, the company would pay for breakfast, and all I talked about was the vision, the company we wanted to become. And I would ask them, do you want to be a part of that vision. What else could we do to make it be the ideal employer for you. And by continually listening to the people and talking about the vision, talking about what their role was, they got excited about it. It sounds corny but it’s very effective. But there has to be a constant dialogue between the leaders of the business and the people in there about that vision so that they know we’re serious about it and we’re listening to them.


BRIAN:          I imagine you had to hire a lot of people in a short timeframe during that process. What is the most important attribute you look for when hiring someone?


HARRY:         For me it’s loyalty. I need to earn a person’s loyalty and I do that by being loyal to them. I’ve been asked this question a lot and the answer is always the same. I’m loyal to my people and I expect them to be loyal to me. And I tell them up front, that’s the number one attribute I’m looking for; I want to earn your loyalty and you’ll have mine. I’ll take a loyal person rather than someone without that attribute any day.


BRIAN:          How do you determine that when you’re sitting in an interview with someone or talking on the phone? People will tell you what you want to hear.


HARRY:         We talk about the vision of the company and I ask them, do they want to be a part of that company. I tell them about the performance expectations that we have for that particular position. Over the years I’ve hired hundreds of people and it’s just an instinct and a skill set that I’ve determined. I’ve been fooled a few times and I make a big deal out of it. I make a big deal out of it from the start during the interview process. I’ve been fooled a few times, but in most of those instances we won them over once they saw the culture an environment of the company. It’s like a husband and wife. We have to earn that. Sometimes you get burned, but if you’re loyal to people they’ll respond in kind.


BRIAN:          What do you think motivates people?


HARRY:         I believe it’s acknowledgement. People like to be acknowledged for work, what they do and who they are. I think they want to know that they’re cared about, genuinely cared about and probably the third thing is opportunity. Opportunity to advance, to do what they like to do, but again it’s listening to people and giving them an opportunity for them to get what they want and that’s how to motivate them. I cannot control your behaviour. I know what you want and then I can provide an opportunity to get what you want. Then we can really work together.


BRIAN:          Harry you have graciously shared some very valuable information with us today and thank you for coming on the Brian Sewell Show, we appreciate it tremendously and we look forward to having you back at a future time.




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Fred Catona – How to use radio to attract and retain more customers Sat, 02 Apr 2011 04:30:26 +0000 More ]]> Transcript & Podcat of Brian Sewell’s interview with Fred Catona, World’s BEST Radio Marketer

BRIAN:          In today’s episode of the Brian Sewell show you will learn how to capture and retain more customers than you can possibly imagine using direct response radio and converging that with internet marketing techniques. Today’s guest is Fred Catona successfully launched multi billion dollar companies such as,, Disney online and many others. He is known as the world’s best radio marketer. In this exclusive interview you will learn how Fred went from a schoolteacher to becoming the world’s best radio marketer. What his formula for success is, what his recipe is. How to refine your marketing message in to one that generates money. How to launch a successful campaign with as little as $100. How to seamlessly converge social media and online marketing with radio advertising. How to make a billion dollars for your business with direct response radio. No Kidding. You will learn the secrets to develop your own successful campaign. You don’t want to miss this interview with Fred Catona.


Fred, something that every business is trying to work towards is bring in and retain more customers. Every business, every product needs more customers and you have become a well-known expert at accomplishing that, using a medium which I thought was very interesting and I’m glad to have you on the show with us today. Can you tell our audience how it is you bring customers in and how do you retain them? What is your secret?


FRED:                        First of all thanks Brain for having me on. It’s always fun to talk to you and entrepreneurs. You are precisely correct that the whole idea of business is to gain customers and to keep them. So how do you do that? What we do I call the secret sauce? It’s certain brand or style of marketing. We’re an advertising company and when I talk about the things I’m talking about, it’s real because we are using these with our present clients. It’s not a theory; these are things we’re using every day.

[To read the rest of this interview or listen to the podcast please become a member. It’s FREE! Just click the link below.]


BRIAN:          Fred, before we do the secret sauce, let me just share a little bit. I know that you’ve had some huge successes in applying this so let’s talk about that briefly. How do you create one of these billion dollar businesses like and freecreditreport and snapple? You’ve had several successes. Can you highlight that and give us an idea as to how you accomplished that.


FRED:            As a school teacher, I said to my wife one day, do you think our kids are smart enough to go to college? And she said, no, but they’re going to go anyway because of the parties and beer. So I had to get another job and on the side I started a mail order business mailing and mailing out hoagie sandwiches and I used mail all over the country. SO I went in to the mail order business. I had a little corner store and one day I got interviewed by a radio station and then my phone started ringing and people wanted me to mail hoagie sandwiches out to them. So I thought that this was really cool, and it’s called advertising. So to make a long story short, I took a course from a guy that had promoted the Beatles. He said I’m going to teach you about promotion. He asked me what I sold and I said Hoagies. He asked what they were and said he could do that. So we had a discussion about that and I ended up creating hoagies that were on the menu of NASA. So I had to create a hoagie that could go in to space. I got a lot of publicity and people started buying my hoagies and they started hearing about me, then all of a sudden, I was up in the Wall Street Journal. I was making $17,500 teaching and coaching and the hoagie business went up to $900,000 just shipping hoagies. People asked me how am I doing this, and I said the radio because to radio station is now giving away hoagies for contests. Then they said could you do it for me. So I said yes, here’s my plan; this is how I did it. I ended up a full service advertising company but I just did radio. Local and national radio


BRIAN:          Did your wife let you quit the teaching job?


FRED:            Eventually. We actually wanted an income all the time. Entrepreneurs have these problems.


BRIAN:          From this success you started to develop a business on coaching other companies on how to do the same.


FRED:            Yes then I learned the first full service advertising company in America that just did radio marketing. So I’m the father of direct response radio marketing. I was selling all types of commercial products on the radio. IN the beginning I didn’t now how much I should sell, how much I should charge, any of that. So one day about 1997 I get a call from a friend of a friend and that’s why this conversation is important because that how we connect. This guy with a far out idea, but he wants to radio advertising can you speak with him. I visited this guy; it was Jay Walker the founder of priceline. He said I have an idea what do you think? What do you think on how I’m selling it? I’m auctioning them off. I said it sounds pretty good. We have to test the message. The message was name your own price for an airline ticket. That became brilliant. He didn’t say you’d get it for less, he didn’t say you would get it for free, he was saying name your own price. So this in interesting and asked me to get him a celebrity. So Bill Shatner was in between jobs at the time so we gave him some stock and a little bit of cash and over the next 12 years priceline has paid $600 million. I saw him once and told him I was the guy that got him the priceline deal. He said – damn good idea.


So I go back to my office and I launch my national radio campaign for, name your price for an airline ticket. That was the message that we settled on. In 14 days we got 2.2 million requests for airlines tickets and we sold $50 million of airline tickets in one week. In 120 days we built the second largest ecommerce brand in the world, second only to Amazon. The company did $1 billion in sales in 18 months, more than any company in history from start up to 18 months. The company was valued at more than $20 billion, more than all the airlines put together, and J. Walker become the 42nd most wealthy man in America. Not one TV commercial, not one internet commercial. 95% radio, 5% print.


BRIAN:          That’s an amazing accomplishment. One of the things that stands out to me is the fact that the message plays such a critical role in advertising. You can kill a product with the wrong message and explode it with the right message. How do you create a message that resonates as you obviously have several times?


FRED:            You just asked me the most important question that you could have asked. I’m going to give you a really bug techniques right now. It doesn’t matter how big or small your company is, this is something you have to realise and understand. The reason I’ve been able to build radio and create billion dollar enterprises. Here’s the reason that I use radio and this is interesting for people interested in taking their business to the next level and it has to do with the message. I use radio because I can test the message locally. I’m in Philadelphia. I can test the message here. I can write and produce the radio commercial for hundreds of dollars. I can test it extremely cheaply and I can change it of it doesn’t respond. I could change the message every day until I find a message that people respond to. If it doesn’t respond at all I can cancel it in 48 hours. You can’t do that with other types of media. I can track it and get real time tracing with response. There are lots of features that you can do with radio.


BRIAN:          Are you saying that you can develop it, trust it and refine it inexpensively?


FRED:            That’s perfect.


BRIAN:          So tell me about the direct response component of this. What do you mean by direct response? Are people responding by phone, online, and how are you connecting those dots?


FRED:            Once you’ve found your message and you’ve measured that because of the response that came in a certain amount of those people are going to come to your phone room or your website and a small percentage of them are going to immediately order your product. We recommend as part of the strategy, offer something free as part of their radio commercial. Something free that the person listening would want – a report, analysis, a video, a consultation. In response for the freebie, they leave their email. At that point anywhere from 2 to 5% are going to order. But the other 95% you have their email. You then invite that other 95% to be in your social network, you send them more information that they want. Not buy now messages. And by doing that you’re made yourself a trust agent. People get to know, like a trust you. The principle involved is that people need to trust you before they buy from you. Picture radio launching to 235 million people and the percentage of those buying and the other percentage getting to know you trust you eventually. You’ve created the most powerful marketing system on the planet.


BRIAN:          That’s the convergence of the radio and internet marketing. What you’ve described I often used as internet marketing. The issue with internet marketing is trying to capture the traffic, but you do that through radio. Then you provide the freebie and become a trust agent and you bring value to them and that the reason they remain on your list.


FRED:            We always say that a 60 second commercial is 160 words. With the right 169 words, you’re that far away from being rich. If you find the right words, then the future is very bright for you and an entrepreneur.


BRIAN:          In your experience how much does it cost to refine a message, How much money do you anticipate that they have available to send, to refine the message and get it right.


FRED:            We call it the step ladder, and what we do is test locally at about $5000 per week for 2 weeks. We do the creative for $750. If the local works, we move up to a small national test and that costs $15 to $20k and if that works then you go buy a Bentley because you can roll out to the whole country in 48 hours.


BRIAN:          When you do this and get the message right, how do you capture someone media through inbound online calls or do you not, are you trying to drive web traffic?


FRED:            It’s the same mechanism. What you’re doing is giving something away in return for their email and it’s something that doesn’t cost anything. We give away a free whit paper on the power of marketing that we do.


BRIAN:          That makes a lot of sense. In the past you’ve used celebrities. Do you still do that today?


FRED:            I would say 5 or 6 years ago I would answer differently, but today people are sceptical of buying anything from anybody, so that’s why trust agent is important. So if I’m using a celebrity, I used the celebrity at time to introduce the trust agent. So I capture your attention with the celebrity and the celebrity introduces you to the trust agent. It’s kind of like Oprah introducing you to Dr Phil. In certain situations, for example we’re doing a project now with Alex Trebeck and the product is called wordsmart. Alex is both a celebrity and he’s a trust agent. Because he’s a very credible person in that field. So in rare situations, the celebrity is actually the trust agent. That’s in a rare situation. But you want your audience to perceive you as the trust agent.


BRIAN:          Yes it’s a real person talking to real people in an area that he is confident and trusted in. Those are the two words. Social media is a buzz and something that is trying to be leveraged by many businesses. You capture email addresses, but you also connect with them through a social media, and how is that going.


FRED:            This is the way you should use it. If you have the right trust agent, people will become infatuated with (unknown 0:22:21). What happens people want to be involved with the trust agent so the trust agent invites people into their social circle, twitter and youtube for example. When people enter the social network, eventually they will buy. So it’s not a strategy for get rich overnight. It’s not a strategy for getting a person to buy immediately, but it is a strategy for getting continual sales and you haven’t paid a dollar more for that marketing.


BRIAN:          You paid for the radio, but now you have them on your email list, and social network and your leveraging al that towards more sales.


FRED:            That’s perfect.


BRIAN:          What to recommend that you send to these potential via email. You’ve got the email addresses and given them something free. And you said don’t try to sell to them immediately. What you strategy once you have that email address?


FRED:            We send a minimum of 15 emails. Between the 8th and the 12th email 80% of all those that will purchase from you are going to purchase. Each email can be a video it can be a survey. The survey is interesting in you have a person profile themselves. At the end they’ve identified that they are a person that would probably buy your product. I can’t stress this enough. The information that you’re sending has to be valuable to them. It can’t be buy now messaging. You have to be a real person talking to a real person so they get to know you like you and trust you. That’s the strategy.


BRIAN:          So refining the message, inexpensive and then doing this convergence with radio and web and capture visa phone or online and then you measure those responses. You use analytics to track that, number of inbound phone calls, email, online enquires and then break it down fro there.


FRED:            You’re exactly correct. If you can measure it, you can grow it. If you’re driving somebody to a website you have the analytics, where they came from, how many pages views etc and you have that real time. With radio if you’re driving someone to a phone central we have systems now where we can actually pull up a report that shows us how many people are calling that phone centre, the phone number they’re calling from, how long they’re talking to the person at the phone centre and as I said this is perfect, we can see if almost real time, so we’re able to see a response and that tells us whether our message was right. I would like to mention one other thing. When I set up a phone room, or a phone centre, this is really heavy-duty hint for success. Hire a third party that’s expert at training the phone room and writing inbound scripts and have that person loyal to you not the phone room. And this is what we’ve been doing. A phone room can close anything from 5% to 18%. When you use this third party the ay I just described, they can close 35% to 40%. That’s an immense difference.


BRIAN:          It is. Describe that for me because I’m thinking you hire a phone room that are already set up that provide services, you outsource to them but is there something else, is there something unique about what you recommend.


FRED:            Yes, that’s what everybody thinks, but that’s not the way you should do it. You should call this third party and then third party, it’s their whole life, they’re expert oat training inbound operators and monitoring they’re close rate, and retraining them on a consistent basis and reporting back to you.  Because sometimes what happens is that they start out great then they fall off and you don’t know what’s going on at the phone room. The person that you hired is on top of that. He’s’ the guy that can make you real wealth.


BRIAN:          So you’re talking about hiring someone full time.


FRED:            We pay them $4000 upfront and then we give them fee for each close.


BRIAN:          You hire someone full time for you – are you providing the infrastructure?


FRED:            Different phone centres have different cultures. No may not hire a phone centre to sell a health centre that you would to sell a fitness product. So these people are expert at how the phone centre should be set up, how they should be set up and how to train them for that particular product or service.


BRIAN:          I see that. That’s a great tip. Yes there’s a culture in every call centre and have experience in certain industries or products. So you have someone who works exclusively for you, identifies the right call centre and actively manages that centre and refines that process to increase skill sets and close rates within there.


FRED:            We recommend people. We don’t take any money because that’s not our business. Our business is to make you successful, to make the client successful. We don’t get any extra money for that recommendation. The chain is only as strong as the weakest link. If you have a great product, commercial, message but you inbound telemarketing centre can’t close, its wasted effort.


BRIAN:          Let me talk about that message really quickly. Maybe for a small business owner who is maybe wanting to create and test that message, There is often talk about either whether they should hire some outside ad agency to help them record that message to get a great jingle etc. Or should they bootstrap it and do the best they can themselves. You think there’s value in wrapping or packaging of that message, or do you feel the value is just in the message itself.


FRED:            I think that that would be a critical mistake to try and do it yourself. I think you should hire direct response copywriter, I think you should follow, we’ve created 15 steps in creating as regular commercial, you should follow those steps and to the degree that your copywriter is skilled, is the degree that that message is going to be crafted. It’s cheap and inexpensive.


BRIAN:          What does one have to do to engage you in this process? What’s the cost?


FRED:            We only make money if you make money. Here’s how it works. When we place $100 buy with a radio station because we’re an ad agency, they sell it to us for $85. So the difference is what we make, that’s how we get paid. So my objective is get you successful enough where you’re spending a dollar and getting balk $3 and each week you keep increasing your spend until I can get you up to spending millions. You’re not going to do that unless you’re successful, so I’m interested in getting you successful.


BRIAN:          That’s a great model particularly for a developing company. Well all companies. With your model it sounds like not only can it be affordable to get started but also trackable. And you’re expanding this into radio and converging it with online marketing is very trackable I like that.


FRED:            Thank you


BRIAN:          I have enjoyed talking about your business. I want to talk to you a little bit personally. I want to find out from you how. You shared with me a little bit how this developed and started out as a teacher and had an idea for hoagies and it developed. What was the most challenging aspect about building your business? What was the thing that was the most difficult and how did you overcome that.


FRED:            To this very day I employ consultants. When you don’t know the answer to something, you have to go out and find the answer and that’s expensive, For example I mentioned we have a 15 part system that we write 60 second commercials, with 15 rules we follow. And I quote my million commercial write-in process. It’s not because I made a million dollars, it probably cost me $1m to find the 15 steps. If I did it over again, I would do what I do now. Every time I go in to a new area, I always hire a consultant whose life it is to be expert in that area. S what I recommend to you whether you’re fortune 500 company and they know this already, or if you’re a developing company, if you ant to guarantee your success, use consultants that have good reputations and it’s be the best money you’ve ever spent.


BRIAN:          I can vouch for that, rather than trying to be expert at all things. It’s hard enough as an entrepreneur you’re wearing so many hats. They believe they can do it, but you need to offload it to someone who is an expert in that area. Interesting. I use elance quite a bit and you do as well?


FRED:            Yes I do, Lets say I need to write something a subject I have no idea, lets say ice-skating. I will go to elance and say I’m looking for a copywriter who knows about ice-skating and I’ll get somebody. And it’s not the final, I’ll probably have to tweak it and refine it but at least I get information on it.


BRIAN:          I imagine that you are having fun with what you’re doing. There re people out there who are currently teachers or in another industry, who would love to develop and idea they’ve had. What tips or advice could you give to that person?


FRED:            This is commercialism, but I created a product called, how to get free advertising and it has tons of hints and tips on it and it’s exactly how I started. If you go to and there’s a place called store, I sell that product on there. It’s not expensive; I have another product called making money with radio. If you’re a little more sophisticated, it’s not that expensive either. I have a third product coming out. It’s called digital convergence marketing and it’s exactly what we talked about today on how to fuse together inexpensive radio with the internet. This is education we’re talking about If you educating yourself. Now I go in, make a pitch and I rarely lose a deal. It doesn’t matter who I’m in front of because I know so much more about my particular are then they could ever now and that’s where the entrepreneur has to get to. They have to know more about what they’re doing than anyone else. Our type of marketing is so simple that they can get expert at it so quickly they can be light years ahead of the competition and make money faster.


BRIAN:          In any business, it’s the advertising, marketing. Reaching the market getting your messages across. And proving your message can convert into sales. The lifeblood of any business. Many are fearful of taking that leap of faith. They need to have a clear strategic advantage. Become a master of something and not a jack of all trades. Focus on where you a master and align core competencies with that strategic advantage. There is a fear that many have when they’re getting in to becoming self-employed and starting their own company and there’s many aspects of that. You made money right off. You bootstrapped this business yourself. You didn’t use investors did you?


FRED:            No


BRIAN:          So you did this yourself. Do you recommend that way for someone else to do it, or try to bring in investors?


FRED:            I’ve done both depending on the project size. I only look at projects that excite me that I think I can make billion dollars on. I always tell people I’m really lazy, I’m motivated by other people. If you can get a partner that is really on fire about the idea, I suggest work with a partner. You can test the waters free, just like I did, but when the time comes, you can’t be a wimp, you’ve go to step up and make your product wealthy. And that’s the entrepreneurial moment. You have enough information now, not 100%, but perhaps 60% of the information, that says these things can go. At that moment, in your life, that’s the opportunity and maybe that opportunity 3 times twice in your life, it doesn’t come half a dozen I’ll tell you that much, It’s rare. I have to tell this story.


When we launched priceline we didn’t know we were going to get 2.2 million requests for airline tickets. And we actually had a phone number on our commercial. How yare you going to answer 2.2 million phones? It’s impossible. So we blew out our phones, or go to, so it blew out our servers. And I have hundreds of thousands of dollars worth of media to hit again. I called J Walker and I said, it s Fred. He said, hi Fred, how you doing? I said, Jay, we have no phones, we have no server. What are we going to do? He said oh, that’s nothing. We don’t have any airline tickets either. We’re buying them retail and selling them wholesale. I said, that’s not a good model. He said, a lot of investment money is coming in, don’t worry about it. I said, well what should I do? He asked what our budget was and I told him, and he told me to double it. He said, are we doing anything illegal? I said no. He said, relax, we’ll catch up.


That’s an entrepreneurial moment for me and I’ll never forget it. That’s the guy who had the guts to do something and it was inspiring.


BRIAN:          Certainly and that’s a great story. Sometimes that happens. When you hit it, it sometimes goes out of the park and there’s no way you’re prepared for that response.


FRED:            The airlines in the beginning didn’t want to play with priceline, that’s why we didn’t have any tickets. But then within months, priceline was worth more than all the airlines put together, then they were very willing to play with priceline. Today that stock is over $400 per share.


BRIAN:          How did that happen? You didn’t have any tickets to sell, the phone calls are coming in, how did you get over that hump?


FRED:            A lot of people ask me that question. A lot of people say, we can test locally because we can afford that. And it works. Then we can test nationally and it works and we can afford that. But where do we get the money to expand? I said, if you do a local test and it works, and a small national test and it works, you’ll have more friends than you know willing to give you money to do whatever you want to do. And that’s what was happening to priceline. He was able to show in the last 14 days he got 2.2 million orders in airline tickets, and sold $50 million in tickets. Do you guys want a piece of that? Are you kidding? Money was pouring in.


BRIAN:          I bet it was, plus you were able to get it much cheaper. That’s often the obstacle early on is the money is so expensive. But you demonstrate that in your proof of your method and your advertising and you’re right, you can essentially get whatever you want and write the terms for it.


FRED:            Correct. Before I forget there’s a free white paper on what we’re talking about.


BRIAN:          How do we get that?


FRED:                        It says free white paper you can download that.


BRIAN:          I’ll also put links to that on my website. I hope the information that you’ve heard today has been valuable to you, I know it was for me. Fred, you have been fabulous, thank you so much coming on our show.




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John B. Rogers, Jr. President & CEO of Local Motors – March 30th Wed, 30 Mar 2011 19:23:46 +0000 More ]]>

John B. Rogers, Jr. President, CEO & Co-Founder Local Motors

Today on The Brian Sewell Show you’ll discover how Jay’s passion and vision has created one of the most innovative automotive companies in the world. Your going to learn what it takes to be an entrepreneur in one of the oldest and most competitive industries in the world.

Jay will share what he has learned while in the trenches pursuing his dream of a new kind of Auto Company.

Jay says you need to know when not to listen to everyone around you.  When everyone is telling you it’s a bad idea you need to know if it is truly a bad idea or is there an opportunity that you can take advantage of. If everyone thinks your idea is great then maybe it’s not such a great idea.

How passion and vision are needed to carry you through on the days when everything looks grim.

Why it’s important to have a great board of directors? And what is a great board of directors.

And much, much more…


John “Jay” Rogers is President, CEO and Co-Founder of Local Motors, a next-generation car company that is changing the way cars are designed, built, and owned. Founded less than 4 years ago, Local Motors is home to over 60,000 car design concepts, 10,000 community members, 20 full time employees and 1 production vehicle so far: the Rally Fighter.
Jay grew up a lover of cars and a student of the industry; his grandfather owned the legendary Indian Motorcycle Company and was the first Cummins Engine Distributor in the United States. Jay’s path of experience took many turns, and along the way he gained the tools and understanding for a most ambitious plan: Exciting, efficient vehicles designed through opensource then built locally in a sustainable manner with customer participation.
He went from Princeton University to a startup in China and then to Ewing & Partners where he became a Chartered Financial Analyst (CFA). After that he went on to the US Marine Corp where he served for 9 years, and to Harvard Business School and to become a consultant for McKinsey & Co. He has been crafting Local Motors since his time in the Marine Corp.
The story of how communities of customers and enthusiasts can effectively participate in the innovation and creation of products new and old is a story Jay shares well. He has spoken at BIF, PopTech, TedX Phoenix, Picnic in Amsterdam, Do Conference in Wales, and many more.
Visit Jay and Local Motors in Phoenix, Arizona – you can help design, develop and build the next great American car.


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World’s BEST Radio Marketer – Fred Catona Fri, 18 Mar 2011 02:03:01 +0000 In today’s episode of The Brian Sewell Show you will learn:

  • How Fred went from a schoolteacher to the World’s BEST Radio marketer. His formula for success.
  • How to refine your marketing message into one that generates money.
  • How to launch a successful campaign with as little as $100
  • How to seamlessly converge Social Media and Online Marketing with Radio Advertising
  • How to make a billion dollars for your business with Direct Response Radio
  • You will learn the secrets to create your own successful campaign.

Fred Catona Bulldozer Digital

Bulldozer Digital

World’s BEST Radio Marketers                                                                                                                                                                                                                                           887 Village Circle, Blue Bell, PA 19422
Phone: 215 540 1860, Fax: 215 392 3379                                                                                
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Gordon C. Hannigan President & CEO BlueOrca Technologies Wed, 02 Mar 2011 22:13:55 +0000 More ]]> Gordon C. Hannigan

Gordon C. Hannigan

In todays interview you’ll learn what to do when your company in going in the wrong direction.  Gordon has stepped into more than one company with no knowledge of the company, its business or products and turned them around. You’ll learn how to build the right team.  Why it’s important to make decisions quickly. What is at the core of a successful business. Tips as how Gord keeps balance in his life.  And the rich rewarding relationship his philosophy has created with his children.

A man who’s father died at age 10 leaving his mother with 9 children close in age and a restaurant business.  What his uncle and mentor meant to him and how he rose above life’s challenges to become one of the most sought after CEO’s and entrepreneurs in Canada.

In this exclusive interview Gord goes deep into his philosophy and guiding principals.  He shares how after attending one of the most prestigious business schools in the world he was not prepared for the learning he was about to obtain from the life of an entrepreneur.  Any seasoned entrepreneur will realate to Gord Hannigan’s insight born from of life of real experience.  This is truly an amazing interview with a great entrepreneur you won’t want to miss.


Gord Hannigan is, President and Chief Executive officer for BlueOrca Technologies.  He is responsible for providing strategic leadership for the company by working with the Partners, Alliances and the Executive Management Team to establish long-range goals, strategies, plans, policies and results.

There is a relatively small segment of leaders in the business world; individuals who seem able to build relationships, trust, and rapport with almost anyone, and then are able to broker the relationships and make connections between people, creating partnerships and alliances, and motivating forward momentum to ‘get things done.’

Gord Hannigan has literally built his entire executive career on that definition. A high energy, fiscally conscious, and goal-driven technology executive, Gord Hannigan approaches each new business challenge with his intrinsic flair for innovation, creative problem-solving, and measured risk-taking to drive consistent bottom-line improvements and shareholder returns

As President and CEO of Hydroxyl Systems Inc. and Executive Vice President of Global Sales for CounterPath Corporation Gord Hannigan has repeatedly proved his ability to lead through diverse and challenging situations. As an enthusiastic lifelong hockey player who has mastered team sportsmanship, he is an excellent agent of change and has a documented track record of accomplishments that include the turnaround of chaotic and struggling operations; start-up and management of mid to large scale corporations; creation and launch of new and improved educational, sales, and operational programs; and growth and expansion of mature, established operations.

Gord has a Bachelor of Science Degree in Economics from the Wharton School of Finance at the University of Pennsylvania. With an enthusiastic and genuinely friendly attitude, Gord radiates a sincere passion for delivering value and benefits to his customers successfully and repeatedly.

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World Famous CEO – David Tyreman Thu, 10 Feb 2011 19:02:32 +0000 In this interview you will learn about what it takes to create a “Kick-Ass Brand”.  You will learn what a brand really is and how it can inspire your market to do business with you. You will discover why most people who use the word “Brand” really don’t understand what the word means.  You will gain insight into how to create your brand and inspire your market.

David Tyreman

Branding "Guru"

David arrived in the United States from England in 1988.  He began an antique business in his garage and morphed it into Propaganda Inc: a ‘Visual Branding Company’ that helped brand and differentiate some of the best known companies on the planet including Polo Ralph Lauren, Nike, Guess and Disney.

As David grew his multi-million business he developed processes and strategies that guide businesses through the BRAND IDENTITY process. He sold Propaganda Inc in 2000 to work with his true love: entrepreneurs and small businesses.

David is a best-selling author, public speaker, mentor and guide.  His mission is to inspire others to develop an exciting presence in their market by focusing on authentic Brand Identity. As David says; “without a brand you are simply a vendor”. David lives in Honolulu, Hawaii.

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Eric Lofholm – Master Sales Trainer 2/2 Wed, 02 Feb 2011 16:48:04 +0000 More ]]>  

Eric Lofholm is a Master Sales Trainer who has trained tens of thousands of sales professionals nationwide. He is President and CEO of Eric Lofholm International, Inc., an organization he founded to serve the needs of sales professionals worldwide.

Eric began his career as a top-producing sales representative for 3 different sales organizations. His consistent track record of regularly outperforming his fellow sales reps earned a reputation of success that follows him to this day.

Eric has been trained by the top trainers of his time including: Anthony Robbins and Dr. Donald Moine Ph. D. as well as countless others. He has an insatiable quest for knowledge that he feeds by reading, listening to audio tapes, and attending seminars regularly.

Learn more about Eric in this video

Many of America’s top companies hire Eric regularly to train, motivate, and inspire their sales teams. His clients have added millions of dollars in sales to their record after attending Eric’s energetic and groundbreaking seminars.

Mentors Magazine featured Eric in a recent issue. Linda Forsythe, Publisher, said, “I’m delighted to bring to you a transcript of my wide-open conversation with Eric Lofholm. Eric is a world-class sales training guru, as you’ll discover in this interview. As a sales trainer, he has commanded the respect, and in fact has trained salespeople from hundreds of companies including: Century 21, Wells Fargo, Microsoft, Prudential and Toyota just to name a few. Even Anthony Robbins turned to Eric to increase his sales results. Eric trained Tony’s trainers over a two year period.”

Eric has delivered over 1,500 public and private presentations in companies such as:

Microsoft Smith Barney Primerica State Prison Bell South Norwest Mortgage Bank of New York GTE Lexus World Financial Group CitiCorp MCI ERA Sega Chamber of Commerce Toastmasters Century 21 RE/MAX Bell Atlantic Texas Instruments Ford Motor Company Mary Kay Excel Communications Chrysler Pritchett and Associates Ikon Sheraton Nabisco Time Warner Silicon Graphics Toyota Prudential Acordia Phillips The U.S. Army Fortis Olde Discount Brokers Merrill Lynch Coldwell Banker Sebastiani Vineyards Hilton Danka Sun Microsystems Pitney Bowes Acura Honda

Eric also is an instructor for CEOSpace, Quattro University and Networking University

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Berny Dohrmann 1/26/2011 Tue, 11 Jan 2011 17:45:23 +0000 More ]]>

About CEO Space

CEO Space has helped countless entrepreneurs raise millions of dollars, as investors come to CEO Space confident they will always find new and exciting products, and a wide variety of businesses in which to invest. Plus, members tap into larger networks for problem solving, CEO-to-CEO role modeling, and for accountability of measurable objectives.

CEO Space member acknowledgments and awards last year include:

  • Best New Consumer Electronic Product of the Year
  • Best New Automotive Product of the Year
  • Best New Pet Product of the Year
  • Largest Independent Film Distribution Deal of the Year
  • Best New Children’s Product of the Year, and
  • Best Selling Books

Attending our Free Enterprise Forum Previews will let you explore all of our extraordinary member benefits!

Your first week long forum is included in your lifetime membership. Once you become a lifetime member of CEO Space you may attend the weekend of training (Friday, Saturday, Sunday) at the forum absolutely free – for life! And tuition to your next week long forum is always significantly reduced. Contact us for details.

What makes CEO Space different from other business education or networking groups?

Because CEO Space is a highly effective, cooperative business model. Imagine a safe environment where participants are committed to advancing each other’s businesses and non-profit dreams.

With better plans and better teams you can accelerate your business success. Everyone wins!

CEO Space can help you. . .

  • Attract investors
  • Thrive in an uncertain economy
  • Create a powerful team
  • Attract new clients and customers
  • Drastically increase your income
  • Bring a new product to market
  • Patent and manufacture your invention
  • Develop multiple streams of income
  • Publish your book
  • and more…


As Chairman of CEO Space, Berny Dohrmann has provided over 65,000 members a space in which to experience the manifestation of desired results at the speed of thought. Mr. Dohrmann has created the ultimate playground for those who are committed to experiencing the Law of Attraction in Action!

CEO Space delivers the most applicable MBA level entrepreneurial training and networking on the planet! After having attended 5 straight CEO Space forums, I can attest to the shear power and opportunity this community creates. Hear it from the creator himself! You will be glad you did!

Berny has invented a class room technology to re-design how class rooms are constructed in the future known as SUPER TEACHING which boasts an 83% retention rate. CEO Space and the Tony Robbins’ companies have aligned and will be taking this accelerated learning technology to the world! It will forever change the way we absorb teachings. Come and hear Berny Dohrmann share SUPER TEACHING and CEO Space with us!

Berny is best known for “coaching the coaches”. For three decades Berny has provided strategic planning advice to the best known names in Corporate Training, including Tony Robbins, Lisa Nichols, Jack Canfield, and many others. He is a retired investment banker having served as Chairman of publicly traded international brokerage firms operating in fourteen countries.

He is a multiple NY Times best-selling author with such titles as “Money Magic” and “Super Achievers Mind Sets”, and a recent release of “Perfection CAN BE Had”.He hosts a national radio show “American Dreamers Broadcasting” since 2003 where he interviews guests including Mark Victor Hansen, Lisa Nichols, T. Harv Eker, John Grey, Bob Proctor, and countless other well known celebrities.

Mr. Dohrmann presently is Chairman of CEO Space (an exclusive club and trade show for business owners that is held 5 times a year)

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