FROM THE FOREWORD of the book:
"If My Product's So Great, How Come I Can't Sell It?"
http://www.networkingtimes.com/link/klaverBook

Network marketing is perhaps the only business where one has to justify going after customers.

In every other business, customers are sacred. Companies do everything they can to woo and keep them. Nordstrom, for example, has built their entire business by offering outrageously good customer service.

But, how often have you heard, especially from people at the top of your heap, that it's a waste of time to go after customers? That the money is in recruiting business builders? Hmm.

What's the story here? Why are customers at the low end of everyone's totem pole in the network marketing business?

For some it's because income from customers looks like small potatoes compared to the big money a business builder might bring. And the few people who get builders in their organizations are the ones showcased in front of the room.

These big earners are the ones who have been fortunate enough to stumble upon a business builder or two , who bring in a whole organization of aspiring builders. Soon there are thousands of people selling the dream to others, and everybody is buying product regularly so that they can be a "product of the product". And this rare top banana, at the top of the heap, gets a percent of most all of it. That's why the income gets so big.

Nice work if you can get it.

However, everyone who's been in the business for a year or more knows the downside: the odds of getting an entrepreneur who really does something and stays with it until, are almost as small as winning the lottery.

How many of you have succeeded in finding those entrepreneurs? And in keeping them? ...

For years, when I was building my various network marketing businesses, I too focused on finding aspiring marketers. I used to call them "turbos" because they started with the larger volumes of product ($2,000 to $25,000), so that they could instantly achieve a higher commission level. These initial purchases gave my income a turbo boost.

So, I went after them with a vengeance, enjoying the "big money" for a good while. But I had to work 10- to 12- hour days to sustain the income because most of the turbos lasted less than three months. They'd sign up, buy the quota and were gone in a couple of months. Some would disappear in a week.

Most really weren't business builders. They were mesmerized by the financial promise of the circles on the wall and my success. They forgot that I had been working at it relentlessly for five years previously, plus, I had finally "won the lottery". I had stumbled across an extraordinary business builder within the first three months of starting my fifth network marketing business.

The starry eyed "turbos" I signed up would use the product themselves, and sit on the rest. They discovered they really didn't enjoy selling, and their initial enthusiasm disappeared in the face of the unresponsive or unexpected pukey treatment they got from their friends, family, and the general marketplace.

So, I often ended up moving the product for them, so they wouldn't be "garage qualified" or have to send it back. To speed up moving product, we started an "automatic reorder" program in our organization, so that customers could commit to using the product every month, at a preferred price.

In hindsight, 97% of the people I signed up ended up being just customers. And I was getting them the hard way - by leading with the business. There are way fewer people who sell a product than use it. Data from several large network companies show that for every 100 people who regularly order a product or service for their own use, only two or three also sell the product. Around 97 are just customers, not distributors, even though many were signed up as distributors. So, why not woo customers to begin with? It's a less stressful and more predictable way to build significant income.

At the end of the Chapter 1 "Take Off", you'll run through a little exercise that causes many of my students to gasp with delight. It demonstrates just how much income you can make from regular monthly customers. Certainly enough to provide some necessary insurance against the possibility that it might take longer than you expect to find that Ace.

Something in the bank for those rainy times...

FROM THE FOREWORD of the book: "If My Product's So Great, How Come I Can't Sell It?"http://www.networkingtimes.com/link/klaverBook

In her debut as a professional direct seller, Kim Klaver retailed more water filters than anyone in the company's history - nearly $60k in her first month. Five years later with another product she loved, Kim achieved the highest position in the shortest time in that company's history.