Eighty percent of all

businesses fail in their first

five years!

When you are facing clown

those kind of odds, you’d better

know exactly what you are doing

before you take the plunge.

Business guru Michael

Gerber knows that most small-

business enterprisers are not

getting what they want out of

their businesses. And the

chances are slim that they ever

will—because the majority of

business owners are missing

the fundamental point: The sole

and specific reason to build

your own business is to provide

you with a better life—and more

of it. Period.

Great businesses take

ordinary people and leverage

them with extraordinary sys-

tems. Michael Gerber will give

you the practical know-how

to build your own system and

to become a “Business

Development Specialist.”

Success lies in the system!

Gerber knows that for a busi-

ness to be prosperous it must

function like a powerful

machine. The type of business is

irrelevant—a precise system of

dynamic interplay between the

connected parts should

be in place. The well-planned

system will, once started, chug

along continually and pre-

dictably, transporting you to

the better life of which you’ve

only dreamed.

After all, your business

should make it possible for

you to do whatever you wish,

whenever you wish, while

continuing to produce excep-

tional results. . . without you!

That is your fundamental goal—

dispensability!

Gerber will:

• Show you the Three

Essential Components of

Business Development—

Innovation, Quantification, and

Orchestration.

• Teach you the important ques-

tions to ask in order to nurture

an extraordinary business.

• Reveal the five skills vital to

the entrepreneur—

Discrimination, Concentration,

Organization, Innovation

and Communication.

Gerber’s refined techniques

for entrepreneurs enumerate

how to successfully build a busi-

ness that will soar in both boom-

ing and sagging economic mar-

kets. Learn to focus on the

results, not the work, and to see

your business as your product.

You’ll also hear:

Gerber’s 7 Steps of Business

Development:

Development of your Primary Aim

Development of your Business Picture

Organizational Development

Management Development

People Development

Marketing Development

Systems Development

Let Michael Gerber teach

you to work on your business,

not in it, to create a perfect

turnkey operation—a perfect

money machine—that delivers

predictable results, day after day,

whether you are there

or not.

Producers: Laurie Pentell,

Sue Telingator

Engineer: David Bragman

Michael Gerber—A business visionary, entrepreneur and noted author, Gerber is a popular

keynote speaker who has delivered his message to business audiences throughout the world.

Chairman and CEO of GERBER Business Development Corporation, he has grown his own

business from humble beginnings in 1977, to the multi-million dollar venture it is today. He is

the author of two highly acclaimed business books, The E-Myth: Why Most Businesses Don't

Work and What to Do About It and The Power Point.

SIDE 1-GOING TO WORK ON YOUR BUSINESS, NOT IN IT

Businesses that fail: the staggering statistics. Being extraordinarily

effective at the wrong things. Why our businesses do not work. Give

me more life: the sole purpose of a business. The entrepreneurial

myth. A story about IBM. Buying your own business every7 day. The

purpose of a business.

SIDE 2-CREATLNG THE PERFECT TURNKEY OPERATION

Ray Kroc and die Turnkey Revolution. Why great businesses look for

ordinary7 people. More life, more control. Two reasons why people go

into business. Three essential components of the business

development process: innovation, quantification and orchestration.

SIDE 3-7 STEPS TO BUILDING YOUR BUSINESS (PART I)

Focusing on results, not on work. The first four of the seven steps of a

business development program: developing your primary7 aim,

deciding how big your business will be, focusing on organizational

development and creating management development.

SIDE 4-7 STEPS TO BUILDING YOUR BUSINESS (PART 2)

The final three of the seven steps of a business development program:

maintaining people development, identifying marketing development

and four categories of preference, and producing visual development.

Point of view is everytliing. What is your business system?

SIDE 5-DEVELOPING YOUR ESSENTIAL BUSINESS SKILLS

The skill of concentration and “being here" all the time.

Discrimination: a skill that helps you choose between important and

less important things. Organization and the fight against chaos.

Innovation: die continuous process of asking questions. The skill of

communication. Four statements to consider when creating your

business' primary7 aim.

SIDE 6-LEARNLNG TO PACKAGE YOUR BUSINESS

Being more alive as your purpose in life. Making a commitment to

yourself. What it will take to sell your business. Creating a new

product. What is die single most compelling reason people will

choose your business over every other? The key role of key

frustrations.

SIDE 7-ORDINARY PEOPLE, EXTRAORDINARY RESULTS

What is at the center of your business? Defining the key frustrations

of people who work in a business like yours. Four categories of

preference: visual, emotional, functional and financial. Determining

what your customer needs to hear The story of a banker.

SIDE 8-KNOWING WHEN TO FOLLOW THE RULES

Reviewing an organizational chart. The real marketing function. The

war of the three functions: operations., marketing and finances.

Three sets of rules for any business: relationship, ownership and

employeeship. Talcing a position.

SIDE 9-HOW TO CREATE THE IDEAL MARKETING PLAN

Product, brand and marketing. Educating your consumer. Three

kinds of consumers: tactile, neutral and withdrawal. Experimental

buyers, transitional buyers and traditional buyers. Returning to your

central demographic model. Why you shouldn't try to position

yourself for everyone.

SIDE 10-STRUCTURING YOUR ORGANIZATION

Putting it into questions: a true task of organizing. Adopting a

preliminary7 objective, creating planning assumptions and devising a

forecast. Creating an operating budget. Benchmarks as transitional

objectives. Two forms of work: routinized and special projects.

Planning, details and deadlines.

SIDE 11-DEFINING YOUR CUSTOMERS

Examining our fives through our businesses. The subject of people

development. An effective ad: people with passion, people with heart.

The process of hiring someone. What's the story7 of your business?

The power of the hiring seminar.

SIDE I2-GOING BACK TO THE RITZ-CARLTON BASICS

A story about the Ritz-Carlton Hotel. The 20 basics. A review of the

people development process. Building your business with heart and

passion, powerfully. Conclusion.