New Distributors' Orientation - Basic Business Builder Seminar
I. Introduction
The How to do but first we should learn and be Open.
Learn - You must empty your cup. aknY
Desire to be a teacher more than a salesman. Business of duplication
Eradicate you FEARS - False Expectation Appearing Real
Fears + Doubts = No Action = No Results
To overcome fear is to face it!
II. Before the How, we should answer the Why.
Robert Kiyosaki's Four Quadrants
Why Business
Traditional, Direct Selling, Franchising
Multi- level Marketing or Network Marketing
You're the Boss - Time Freedom
Benefit from the Law of Leverage - Copy Business - Secret To Financial Success
Small Capital Big Potential Income - Financial Freedom -FFFW
Wave of Future and the Future is Today
III. Components of Success
ATTITUDE - 90% Your Attitude determines your Altitude.
GLLAD good learning attitude with Determindation. Learn - attend trainings and seminars. Read Books.
How we perceive things as they are - Examples. A and B salesman sent to Africa to sell shoes.
The Rabbit and the Fox.
OPPORTUNITYISNOWHERE! IS NOW HERE OR NO WHERE.
BE - DO - HAVE - What you think will become! Build Self Image - Invest in Appropriate Dressing, Invest on Pen,
Be friendly to all, Erase badwords and refrain from chismis. Walk, talk and Act like a Genaral - in Control.
2. BELIEF - GOD, Yourself,
THE COMPANY, PRODUCT, MARKETING PLAN,
Business Partners - sponsor, upline, team(network of downlines), crosslines, Speakers
and your DREAMS for love ones and for the community.
3. COMMITMENT - I will do my best vs. I will Do Whatever it Takes!
Be Prepared for Discouragement. Do not take rejection personally. Never Listen to negative people.
Have DEEP REASONS why you will do MEGA C.
Commit to yourself not to anybody.. commit to make your dreams into Reality.
4. EXCITEMENT - Burning Desire, Always on the go, Inspired to help others
You can get what you want if you help others get what they want.
5. Set GOALS - SMART - Specific Measurable Attainable Realistic and Time-bounded
Make a dream board. Collage of your Dream Car, House and Lot, Travel Desinations, etc
Three Kinds of People - people who Wait and for things to happen, who SEE things happen,
who MAKE things happen!
IV. Why do people Fail?
NO Interest, Quit easily
Do not understand the business.
Do not share the business and do not ACT.
Do not learn continuously.
Blaming others.
Monday, December 13, 2010
Wednesday, November 3, 2010
Thursday, March 25, 2010
Keypoints for - The Tipping Point: How Little Things Can Make a Big Difference
A “tipping point” is the point in an epidemic (where the term comes from), or any social phenomenon that doesn’t grow linearly (most don’t). It’s the inflection point in the classic “hockey stick” graph where the thing has gathered critical mass and takes off, growing exponentially.
The types of people that produce a “tipping point”:
1. Connectors: people with wide social circles, especially those who move in many different groups and subcultures.
2. Mavens: people who are experts, or at least very knowledgeable.
3. Salesmen: those who are charismatic enough to influence other people. People that others “want to be like”, even if it’s not conscious.
* “The Law of the Few”: the above types of individual are disproportionately more powerful in terms of social phenomenon. These exceptional people are capable of starting epidemics.
* “The Power of Context”: small changes in context can make a big difference in “tipping”. An epidemic will not take hold unless the context is right.
* The stickyness factor: Mechanisms to make something sticky or memorable include reinforcement and repetition, refinement and distillation, celebrity, hooks and triggers, clarity and understandability of message, conveyance by narrative (story), suspense, and other ways of “packaging to make it irresistable”.
Tips for creating your own “epidemic”:
1.Focus on the group of mavens who have the ability and desire to work on the idea and the connectors and salesmen who can bring your idea to a wider community.
2.Test the message or idea with people to refine it and improve its packaging.
3.Believe in your idea and its possibilities to radically change the world. With a small push in just the right place, the world can be tipped.
link - http://www.gladwell.com/
The types of people that produce a “tipping point”:
1. Connectors: people with wide social circles, especially those who move in many different groups and subcultures.
2. Mavens: people who are experts, or at least very knowledgeable.
3. Salesmen: those who are charismatic enough to influence other people. People that others “want to be like”, even if it’s not conscious.
* “The Law of the Few”: the above types of individual are disproportionately more powerful in terms of social phenomenon. These exceptional people are capable of starting epidemics.
* “The Power of Context”: small changes in context can make a big difference in “tipping”. An epidemic will not take hold unless the context is right.
* The stickyness factor: Mechanisms to make something sticky or memorable include reinforcement and repetition, refinement and distillation, celebrity, hooks and triggers, clarity and understandability of message, conveyance by narrative (story), suspense, and other ways of “packaging to make it irresistable”.
Tips for creating your own “epidemic”:
1.Focus on the group of mavens who have the ability and desire to work on the idea and the connectors and salesmen who can bring your idea to a wider community.
2.Test the message or idea with people to refine it and improve its packaging.
3.Believe in your idea and its possibilities to radically change the world. With a small push in just the right place, the world can be tipped.
link - http://www.gladwell.com/
The Tipping Point: How Little Things Can Make a Big Difference by Malcolm Gladwell
In sociology, a tipping point or angle of repose is the event of a previously rare phenomenon becoming rapidly and dramatically more common. The phrase was coined in its sociological use by Morton Grodzins, by analogy with the fact in physics that adding a small amount of weight to a balanced object can cause it to suddenly and completely topple. - source http://en.wikipedia.org/wiki/Tipping_point_(sociology)
This eye opener book of Gladwell invites us to venture in a new way of thinking. Even a minute detail can create an impact which we never imagined to realize.
Book Summary
What it's about
The spread of products or ideas and the decline of others are rarely understood. Gladwell’s insight into social dynamics provides concrete laws governing the trends of human behaviour. He likens rapid growth, decline and co-incidence to epidemics. Ideas are ‘infectious’, fashions represent ‘outbreaks’ and new ideas and products are ‘viruses’. Advertising is a way of infecting others. Developing his analogy, Gladwell shows how a factor ‘tips’ - when a critical mass ‘catches’ the infection and passes it on. This is when a shoe becomes a ‘fashion craze’, social smoking becomes ‘addiction’ and crime becomes a ‘wave’. The Tipping Point is a manual for understanding and directing change: a revolutionary’s handbook.
Significance
The value of ‘The Tipping Point’ is to understand Gladwell’s ‘laws of epidemics’. Beyond his entertaining anecdotes lie an exploration of the forces driving the spread of products and ideas. The ‘tipping point’ is the dramatic moment when everything changes simultaneously because a threshold has been crossed – though the situation might have been building for some time. Epidemics can be either ‘good’ or ‘bad’. The spread of HIV is catastrophic, but thrives on the same mechanism that spreads positive things – like fashions or health warnings. Underpinning this mechanism lie the fundamental forces driving all epidemics.
Key points
1. The Law of The Few
Epidemics need a small number of people to transmit their infection to many others. The majority do not transmit the infection at such a scale. This is apparent with the spread of disease: the few people that socialise and travel the most make the difference between a local outbreak and a global pandemic. Word of mouth is a critical form of communication. Those that speak the most (and speak the best) create epidemics of ideas. Gladwell categorises these decisive people into connectors, mavens and salespeople.
Connectors bring people together, using their social skills to make connections. This affords them power over the spread of epidemics, as they communicate throughout different ‘networks’ of people. Masters of the ‘weak tie’ (a friendly, superficial connection) can spread ideas far. Since ordinary people form time-consuming relationships, they make fewer of them and, therefore, they affect fewer people. Mavens – information specialists – are subtly different. They focus on the needs of others rather than on their own needs, and they have the most to say. Examples of mavens include teachers.
Salespeople concentrate on the relationship, not the message, and are more persuasive because they have better ‘sales’ skills, mastering non-verbal communication and ‘motor mimicry’ (the imitation of another’s emotions and behaviour to gain trust). The product is not necessarily theirs. An individual might make smoking look ‘cool’ to an impressionable teenager, without owning the cigarettes. Without connectors, mavens and salespeople, epidemics would not reach a ‘tipping point’. Epidemics need surprisingly few such people.
2. The Stickiness Factor
With products or ideas, how attractive it is matters as much as how it is communicated in determining whether it spreads. Its ‘stickiness’ determines whether it passes by or catches on. To reach a tipping point, ideas have to be compelling. If the idea or product is unattractive, it will be rejected irrespective of how it is transmitted. The information age has created a stickiness problem – the ‘clutter’ of messages we face leads to products and ideas being ignored. For those wishing to create epidemics (e.g. marketers) it has become increasingly important to pay attention to the presentation of the message. If ‘contagiousness’ is a function of the messenger, stickiness is a property of the message.
3. The Power of Context
We rarely appreciate how our personal lives are affected by circumstances. Changes in the context of a message can tip an epidemic. An example is ‘broken windows theory’ – if someone sees a single broken window, that person may believe there is an absence of control and authority. Consequently, they are more likely to commit other crimes. A broken window or wall covered in graffiti invites more serious crimes, spawning a crime wave. Yet the origin of the epidemic might not be with the connectors, mavens or salespeople. And it may not be with the stickiness of the factor (assuming crime is not a basically human act). It could result from an accident in the environment. Gladwell argues that our circumstances, or context, matter as much as character. Realizing this permits controlling the tipping point through altering the environment.
Context
Gladwell’s experience at the Washington Post and the New Yorker in business, science and medicine have left him with some excellent explanations for a diverse range of questions. The Tipping Point charts a common course between a range of different questions and phenomena. Gladwell argues that the anti-smoking campaign’s poor success, despite the vast sums spent combating the epidemic, represents a failure to tackle the spread of the epidemic at the ‘tipping point’. Here, the brain becomes dependent on nicotine to prevent depression, so giving anti-depressants to those ‘kicking the habit’ would have more success. But successful strategies require improvements in our thinking and a shift from an exclusive focus on cause and effect. Gladwell supports a ‘systems-thinking’ approach. Behind all successful epidemics rests a belief that change is possible. Tipping points underline the power of intelligent action – always an empowering vision. source http://www.leadershipexpertise.com/book_summary_the_tipping_point.php
This eye opener book of Gladwell invites us to venture in a new way of thinking. Even a minute detail can create an impact which we never imagined to realize.
Book Summary
What it's about
The spread of products or ideas and the decline of others are rarely understood. Gladwell’s insight into social dynamics provides concrete laws governing the trends of human behaviour. He likens rapid growth, decline and co-incidence to epidemics. Ideas are ‘infectious’, fashions represent ‘outbreaks’ and new ideas and products are ‘viruses’. Advertising is a way of infecting others. Developing his analogy, Gladwell shows how a factor ‘tips’ - when a critical mass ‘catches’ the infection and passes it on. This is when a shoe becomes a ‘fashion craze’, social smoking becomes ‘addiction’ and crime becomes a ‘wave’. The Tipping Point is a manual for understanding and directing change: a revolutionary’s handbook.
Significance
The value of ‘The Tipping Point’ is to understand Gladwell’s ‘laws of epidemics’. Beyond his entertaining anecdotes lie an exploration of the forces driving the spread of products and ideas. The ‘tipping point’ is the dramatic moment when everything changes simultaneously because a threshold has been crossed – though the situation might have been building for some time. Epidemics can be either ‘good’ or ‘bad’. The spread of HIV is catastrophic, but thrives on the same mechanism that spreads positive things – like fashions or health warnings. Underpinning this mechanism lie the fundamental forces driving all epidemics.
Key points
1. The Law of The Few
Epidemics need a small number of people to transmit their infection to many others. The majority do not transmit the infection at such a scale. This is apparent with the spread of disease: the few people that socialise and travel the most make the difference between a local outbreak and a global pandemic. Word of mouth is a critical form of communication. Those that speak the most (and speak the best) create epidemics of ideas. Gladwell categorises these decisive people into connectors, mavens and salespeople.
Connectors bring people together, using their social skills to make connections. This affords them power over the spread of epidemics, as they communicate throughout different ‘networks’ of people. Masters of the ‘weak tie’ (a friendly, superficial connection) can spread ideas far. Since ordinary people form time-consuming relationships, they make fewer of them and, therefore, they affect fewer people. Mavens – information specialists – are subtly different. They focus on the needs of others rather than on their own needs, and they have the most to say. Examples of mavens include teachers.
Salespeople concentrate on the relationship, not the message, and are more persuasive because they have better ‘sales’ skills, mastering non-verbal communication and ‘motor mimicry’ (the imitation of another’s emotions and behaviour to gain trust). The product is not necessarily theirs. An individual might make smoking look ‘cool’ to an impressionable teenager, without owning the cigarettes. Without connectors, mavens and salespeople, epidemics would not reach a ‘tipping point’. Epidemics need surprisingly few such people.
2. The Stickiness Factor
With products or ideas, how attractive it is matters as much as how it is communicated in determining whether it spreads. Its ‘stickiness’ determines whether it passes by or catches on. To reach a tipping point, ideas have to be compelling. If the idea or product is unattractive, it will be rejected irrespective of how it is transmitted. The information age has created a stickiness problem – the ‘clutter’ of messages we face leads to products and ideas being ignored. For those wishing to create epidemics (e.g. marketers) it has become increasingly important to pay attention to the presentation of the message. If ‘contagiousness’ is a function of the messenger, stickiness is a property of the message.
3. The Power of Context
We rarely appreciate how our personal lives are affected by circumstances. Changes in the context of a message can tip an epidemic. An example is ‘broken windows theory’ – if someone sees a single broken window, that person may believe there is an absence of control and authority. Consequently, they are more likely to commit other crimes. A broken window or wall covered in graffiti invites more serious crimes, spawning a crime wave. Yet the origin of the epidemic might not be with the connectors, mavens or salespeople. And it may not be with the stickiness of the factor (assuming crime is not a basically human act). It could result from an accident in the environment. Gladwell argues that our circumstances, or context, matter as much as character. Realizing this permits controlling the tipping point through altering the environment.
Context
Gladwell’s experience at the Washington Post and the New Yorker in business, science and medicine have left him with some excellent explanations for a diverse range of questions. The Tipping Point charts a common course between a range of different questions and phenomena. Gladwell argues that the anti-smoking campaign’s poor success, despite the vast sums spent combating the epidemic, represents a failure to tackle the spread of the epidemic at the ‘tipping point’. Here, the brain becomes dependent on nicotine to prevent depression, so giving anti-depressants to those ‘kicking the habit’ would have more success. But successful strategies require improvements in our thinking and a shift from an exclusive focus on cause and effect. Gladwell supports a ‘systems-thinking’ approach. Behind all successful epidemics rests a belief that change is possible. Tipping points underline the power of intelligent action – always an empowering vision. source http://www.leadershipexpertise.com/book_summary_the_tipping_point.php
Wednesday, March 3, 2010
Friday, February 12, 2010
three big secrets to success in network marketing
The three big secrets to success in network marketing, according to Andre Vatke, are:
- Find the company or companies that are right for you
- Learn to market your products, and
- Learn to recruit the right people to get you in a profitable position fast.
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