Special report: How to turn your company into a high-precision, money-making machine!

By Chet Holmes, author of The Ultimate Sales Machine, a #1 selling business book.

Even if you've read my book (or should I say "especially if you've read my book"), this is a killer exercise in seeing how well your company is managed for maximum profits and growth.

Case study: I have a client that makes 30 million per year— Twelve steps that nearly tripled his personal income.

For Fortune 500 standards 30 million doesn't seem like a lot, but I can tell you that this client is very successful, taking home ten percent of that gross revenue each year. Three million is a heck of a lot of take home pay.

This client, let's call him "Bill," got my book at an airport bookstore a year ago and read it once through while on a business trip. He told me he had never heard of 65% of the material in the book, which he told me should be flattering because he says that most of the business books he reads has a lot of the same stuff. And while some of that is necessary in any system - to have tried and true methods —there are some humdingers in that book that change everything.

How to really make that book work miracles.

The second time through the book, Bill started underlining the important points; the points that he thought were important to his company.

The third time through the book, he started making notes in the margins, of actions he was going to take based on his learning curve. When he showed me his copy, I couldn't believe how much detail he had filled in all through the book, in all the margins. Almost every bit of white space in the book was marked up with his notes.

Outline of what he learned, how it impacted him and the formula YOU can follow to really accelerate your growth:

The most important lesson from that book, so important that it's mentioned in every chapter and that the entire introduction is dedicated to it, is the idea that you must (must) have one trait in order to be truly successful in business. That trait: Pigheaded discipline and determination.

Ideas are valuable and the book is full of great ideas. But it's the application of ideas that really makes the difference. Bill already has some pretty good pigheaded discipline and determination (you surely don't get to 30 million without it), but the book motivated him to go even further.

Bills step-by-step growth program:

Chapter 1: Bill started to apply his newly changed pigheaded discipline and determination to getting more out of every single person that worked for him. He started a regimented, tracked and measured time mgmt system for every department and every individual. And he policed that like a madman, pushing every supervisor to push every staff person to plan their days (all laid out in chapter one).

Chapter 2: Bill had each department look at what kind of training would make them more effective in their job. Just ask folks, they'll tell you. And more important, Bill asked "if you reached ‘mastery' in just three areas, which three would have a massive impact on your productivity at work."

Chapter 3: He got super serious about those weekly "workshops" described in detail in this chapter. He took the list from the exercise above and had his staff conduct workshops so that all these areas would be improved each week. Every week, for just one hour per week, each "impact area" of his business had a meeting where he asked two questions: "1) What's going well and – 2) what needs improvement?" From the "what's going well," answers he got from his staff, Bill looked for best practices that he could "systematize."

From the "what needs improvement" he started insisting (as it says in the book) on at least ONE incremental improvement in each area of the business. Even if that improvement is small, if you get one improvement every week, it profoundly improves the business over just a few months.

Chapter 4: This chapter changed everything for Bill. He learned how market data could be woven into every communication and how that made all his marketing more effective. He started with sales calls. He noted that when his salespeople could offer insights (beyond the services they were selling) to the client, it upped the salesperson's rapport, influence and closing ratio dramatically.

He found that when he used market data in his web marketing efforts, he got a higher response rate. When he used market data in his advertising, it also increased his response rate. In one case, by putting a shocking statistic into the headline of one of his ads, his response went up ten fold.

Every aspect of his marketing and selling improved by adding market data ("wow's" as described in the book). He didn't even get to build his full core story/stadium pitch as the chapter recommends, but just by integrating market data into his regular efforts, he saw every aspect of his marketing improve on every front.

Bill also did weekly exercises on how to get more "strategic objectives" achieved with each tactical interaction. At last count, he was up to nine. I'll bet you're probably not even at two or three.

Chapter 5: Bill took a much harder look at "personality profiles" of his various key staff, but especially at the faint-heartedness of some of his salespeople. He restructured his comp plan, put different ads in for talent and used the "attack" method described in this chapter. That showed Bill right away which salespeople were weak and which were strong.

Hint: if you push a salesperson away in the interview process and they go away, let them. If they come back at you and start selling harder, you've got yourself a person whose "personality profile" is much more inclined for sales.

Chapter 6: He put together a "best buyer marketing effort." This is where you have a concentrated effort to get the huge clients or partners that change everything. Each salesperson, while doing everything else they are already doing, now had to add 100 "dream clients" to their prospecting.

96% of salespeople have long given up after only four rejections, but Bill read in the book that it takes at least eight rejections before you even begin to win the respect of your prospects.

So, as outlined in Chapter 6, 9, 10 and 11, Bill put together an entire battle plan of how his salespeople would go after the dream clients at least 22 times each. A letter, a fax, an email, a phone call, and then repeat the cycle, with new approaches each time.

Bill used his sales team to help him build that full model (using techniques he learned in chapter 3) which got them really invested in a more devoted growth effort-- specifically targeted after larger prospects that would have a notable impact if they became clients.

In Bill's case, 950 of his current clients are small and buy small quantities and infrequently, while 50 of his clients are larger and buy a lot, a lot more often. In fact, 90% of Bill's revenue is from only 10% of his clients. By making each salesperson pursue just 100 "dream" clients - constantly (as described in exciting detail in the book), - he has an opportunity to add a lot more of those larger clients.

Bill has 12 salespeople, so collectively, they are going after 1200 new clients. If they got just 10% of those "dream clients" you can see how it might radically impact his business. He only has 50 dream clients now, so getting 120 more could be magnificent.

All these initiatives are accomplished in a one hour meeting each week with each "impact area" as described thoroughly in the book. Bill has just six impact areas. So he's now getting more done in six hours per week than he got done in 60 hours per week prior to reading The Ultimate Sales Machine.

Chapter 7: "The seven musts of marketing" chapter really took Bill's efforts to the next level. He made his ads even stronger when he discovered the four things that make all ads pull more response. He tried some new methods of marketing that did remarkably well, driving in more leads for less money.

He increased his results from trade shows by 534% in a single trade show. He made his website more effective, found out how to get articles about him in hundreds of newspapers and got all his marketing working more in harmony in one year than he had in the twenty years prior.

Chapter 8: Following the advice gleaned from this chapter, Bill did a "workshop" (chapter 3) with his team on how to communicate more effectively. They developed a one page promotional piece that told a better, more compelling story than any other ten pages they had developed in the past.

He specifically worked on how to visually illustrate some of his more potent sales messages and ended up dramatically increasing the performance of every sales interaction whether on the web or in person. Plus he discovered, a few of his salespeople were terrible at presenting. Awful. He was shocked. So he went to work on that "skill" area as well.

Chapter 9: Speaking of skill, getting "best buyers" is definitely a skill. When Bill was going through this chapter, it hit him hard that his folks needed more role-playing to polish and improve appointment-setting skills. Bill sells business to business, so he really utilized that material on getting top execs on the telephone. But if you sell to consumers, this chapter lays out ways to get thousands of new clients all at once, by gaining affiliate relationships.

Chapter 10: If you cannot breakdown and expertly define your sales process, you're always going to be sloppy. And you'd better hope your competitors never read this book. The book lays it OUT. What exactly is the sales process? Exactly.

Remember the title of the book is: "The Ultimate Sales Machine." Have you built in machine-like precision into how sales are made at your company? Bill drilled his team in each of the seven areas of sales skills, every week. Without fail.

Chapter 11: Bill then took a hard look at the kind of follow up that was (mostly not) going on in his company. Most companies leave the follow up to the discretion of each individual. Great companies involve those individuals in designing follow up that is second to none, impressive to the clients and leaves no stone unturned. There is detailed follow up for everything that happens with that prospect.

Chapter 12: Now Bill looked at helping every person set goals and track all the important activities in the company (using sample forms given in the book). Bill realized he was there. He had done it. He had woven through the 12 chapters, using each as an impetus to make himself crack down and do it right. He created new habits within his company, got everyone moving forward every week with another growth initiative.

Bill got his salespeople selling better than ever and the best part, they helped create the program, so they had excellent buy-in. Bill became a fantastic leader and executive (as you can tell from this case study—the man really upped his game on the leadership side of things). He got more results in less time, reduced his own personal stress enormously and made every dollar work harder and get more results. He policed everything in every department with just one hour per week and was able to get more done in a week than in a month in years previous.

The results:

His sales staff started to get those "dream" clients. One fellow, his top producer, all by himself, got 53 out of his dream 100. It took him four months to get the first one, but within 10 months he had 53 of them testing the services and some committed to switch to become full clients. Every salesperson was getting some of their dream clients. One salesperson might have 3 of them and another 13 of them, but they all saw the results of continuing to pursue a client no matter how many times the client says they are not interested.

Bill got every single area of the company running with much greater efficiencies, improving productivity at every level. Much of the sales growth that came, came at a higher profit than the previous sales.

In one year, Bill increased his sales from 30 million to 62 million, but instead of adding three million in additional profit, he added 5.6 million in additional profit. So Bill went from earning three million dollars the year before he devoured The Ultimate Sales Machine, to earning 8.6 million just one year later.

Bill bought me a really nice gift and thanked me for my twenty plus years in devotion to learning and then sharing all that is spelled out in this book. Bill paid a whopping twenty-five dollars for that five million increase in pay. Now you can pay just half of that for the paperback version.

To Bill:

Bill, I know you're going to read this. So I urge one thing now that my book is going to paperback. Go and invest in a copy for every person in your company. Make them mark it up like you did. Underline everything that they learn that helps them in their job.

If you want to one-up everything you did last year, Bill, when you read my book, get your entire staff going over that book as thoroughly as you did. Use The Ultimate Sales Machine as if it were your workbook; A virtual guide to building and strengthening your business.

And Bill, I know you'll do this for me. I know you'll go and buy my daughter's song on iTunes. That's just a favor from a friend who has benefited from the book. Or from a fellow parent.

But I want you to note Bill (and you too-who are reading this); you'll note that my daughter is not writing about her "booty" her "umbrella" or how hot she is. She is writing about important things, beautiful things and issues of significance to most people. For this reason alone we have to send a message that these kinds of songs not only have a place, but should be more of what we're getting on the radio.

You can help get better songs on the radio if you order my daughter's song on iTunes and if you call a local radio station and request that they play the song.

I even give you a list of the top fifty radio markets in the US and put them on the below website that helps you buy my book and order my daughter's song on iTunes.

Obviously, it's nice to get the ten thousand in bonuses just for buying a book. But take a look at Bill's story and you easily see that the investment in the book can be worth substantially more than the bonuses. But clearly, the bonuses are nice ;-).

Please go vote on my daughter's new single. If you like it, buy it for only 99 cents. And please send this email to two others to do the same.

And now that my paperback is so reasonable compared to the hard cover, please get one for every one you know. It's a serious gift.

Visit here www.ChetandAmandaHolmes.com