[GET] Jay Abraham and Chet Holmes - PEQ I - Performance Enhancement Quotient

***mrlink*** · 12-20-2013, 09:52 PM

Jay Abraham and Chet Holmes - PEQ I - Performance Enhancement Quotient
[67 MP3,25 PDF,2 DOC,1 RTF]

Quote:This includes a fistfull of Jay Abraham's marketing materials (some or all of which you may already have). This includes a 600+page transcript of this event. There is also a folder called 15K that has 16 MP3's. I believe this to be Jay's $15,000 Marketing Bootcamp

Here is a partial pitch I found (Aug 2-5 is four days, yet the pitch talks about 5 days!):
The first and best PEQ Workshop was held in August 2-5 2001 It was a five day workshop. This was one intense marketing program. Seminar participants paid $15,000 to attend this five day event. PEQ is a stand alone product.

Topics covered in this program--

Create Growth Through Training--Participant's Training Action Steps--Strategies vs. Tactics and Core Stories--Core Story Examples--Preeminence and Strategic Alliances--Strategies and Tactics to Get Clients--Radio Advertising featuring Dan O'Day--How to Hire a Superstar--Actual Interview using the Hire a Superstar Technique--Three Ways to Grow a Business--Contact Management Software--Winning on the Internet--Six Steps to Time Management--Ten Traits of Overachievers--Effective Presentation Skills--How the Brain Works and the Power of Goals--Headlines that Sell--Digital Marketing--Participant's Biggest Breakthroughs-Q and A

This is the August 2001 SEMINAR.

Includes BONUS CD with complete TRANSCRIPTS and some other AMAZING and PRICELESS marketing e-books and materials including Jay's complete CONSULTATION TRANSCRIPTS and STEALTH MARKETING (Worth $1,500 ALONE!).
==========

From the opening introduction (from the transcript) here is a taste of what Jay and Chet are up to.
JAY - And so I started struggling with a concept that I evolved called the “PEQ,” and it’s a corollary, which is called the QPE. And it’s basically – it stands for basically, “Performance Enhancement Quotient,” or “Quantum Performance Equation.” And I started saying, “Well, what is it about a business that could instantaneously get them a lot more performance? What is it about a business that would get them extraordinarily greater results for the same effort…the same investment… the same time… the same people, etc., etc.” And I started struggling with it.

And about that time I had had a relationship with the gentleman [CHET HOLMES] to my left. And we’d been impressed by a number of the products that he’d sold, and I’d sold them to my marketplace successfully – very successfully. And I started having discussion with him, because I went through a three year sabbatical where I started working very ardently, and meeting and interacting with all kinds of top people in all kinds of disciplines – from multivariable testing to psychological and sociological profiling of the the buying habits and the attitudinal mores of different consumers in different environments. Because I wanted to learn what in the heck was working today… what in the heck was the dynamic that drove today’s new marketplace, mindset, etc., etc.

And Chet and I started really talking a lot. And Chet is a very brilliant guy in his discipline. He’s a very strategic-minded person, but his even stronger suit is figuring out the systems, the process, the procedures that drive, sustain, maintain and replicate a system so that it can grow and become what I think is missing in most entrepreneurial companies. And part of the process of awareness that I went through was recognizing the difference between what made a Fortune 1000-type company great, grow, sustain, endure – and what was, not necessarily wrong, but what was lacking in the smaller and medium-sized companies that I had worked with, that I had looked at.

And the couple of things that came to mind, as I was having these dialogues with Chet, were that, #1, a Fortune 1000 company sees their business as an enduring asset. They see it as an institution. They see the people involved as being very valuable, but they see the functions being more valuable. They see it being a system that is replicated, sustained, perpetuated. Most – not all, but most entrepreneurs tend to be reactive, non-strategic, they are systematic in the way they stock or buy their inventory. They are systematic, to some degree, in the way they come in in the morning and turn on the lights, and turn the register on, and at the end of the day do a reading, or if they’re a retailer, whatever they do procedure-wise. They are absolutely, by and large, (no disrespect intended if you’re not this way) they are not systematic. And they are absolutely anti-strategic in the way they market, and the way they generate revenue and sustain or don’t sustain. They tend to be intermittent. They tend to be promotion. They tend to be reactive. They tend to be non-strategic. They’re tactical.

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