Small Business Growth Lessons | Jay Abraham

On today’s episode of Strategic Edge, Jay Abraham explores how small business owners can break out of the “incremental zone” to unlock substantial growth and profitability. Drawing on real-world examples, Abraham demonstrates how underutilized assets, strategic thinking, and disciplined experimentation can dramatically boost revenue without adding new locations or increasing ad spend. He emphasizes evaluating customer lifetime value, leveraging AI thoughtfully, and applying the three core growth levers—expanding the number of buyers, increasing transaction size, and encouraging repeat purchases—to create predictable, sustainable gains.

Abraham also outlines advanced strategies, including entering new niches, offering complementary products, pursuing acquisitions, and forming strategic partnerships. His approach encourages entrepreneurs to challenge conventional thinking, focus on high-value opportunities, and maximize the yield of existing resources, demonstrating that meaningful growth comes from logic, strategy, and disciplined execution rather than blindly following industry norms.

Key discussion points:

• Breaking free from incremental thinking to unlock hidden growth
• Evaluating customers, leads, and channels using lifetime value
• The three core levers of business growth: buyers, transaction size, and frequency
• Leveraging underutilized assets, strategic partnerships, and niche markets
• Using AI strategically while preserving human connection
• Advanced tactics: upsells, reselling, and acquisitions to multiply revenue

Transcript

Welcome And The Growth Challenge

Bridget Fitzpatrick 0:32

Hello everyone and welcome to another episode of Strategic Edge. I'm Bridget Fitzpatrick here with Jay Abraham. Thank you so much for joining us.

Jay Abraham 0:39

Always my pleasure. Thank you for having me.

Bridget Fitzpatrick 0:41

You're looking very sharp today. Thank you. Let's talk about maybe an example. Let's start with an example. You have mentioned in the past about businesses getting stuck in the incremental zone that you've mentioned. Can you talk to us about how you've helped a business come out of that? Sure.

Jay Abraham 1:00

I'll give you a couple of different examples.

Pizza Marketing That Doubles Traffic

Jay Abraham 1:03

So uh probably a fun one to start with. I'll I'll go offshore with one. I have a client in Florence, Italy. It's a pizza group. They have pizza restaurants in the squares. And they came to me for breakthrough thinking. They have a bunch of different businesses, but one of them is these pizza restaurants. And they spend a lot of money on digital marketing, which is a very small portion because most of their business is tourist impulsive. They're not planning on coming there. They're not ordering it delivered. They're just walking through the square and they're arbitrarily trying to decide where they're going to go. And they get about 400 seatings a day, which is a lot, but there's 80,000 people walking through the square a dick. And so when we sat down, I said, okay, let's do a reality check. Let's figure it. And if you've ever been to any of the squares in Italy, they're nondescript. There's just lots of little hole-in-the-wall looking restaurants, and you can't tell anything about them. And they've got a dilapidated, sun-bleached little menu behind uh the the uh the receptionist or the or the hostess or host, and there's nothing about them to know who are you going to choose. Maybe, you know, maybe it's the theme, and you say, okay, it's you know, it's Chinese food or it's whatever you want, even though you're in Italy. So I said, let's start looking at all the under-levered areas you're missing out on. And I said, okay, you're spending all this money on advertising and you're accepting the 400 people when you're losing 79,600. If we only got 400 more of those people, that would be uh that would double your revenue, but it would probably quadruple your profit. And he goes, I never thought about that. And I go, okay, so how are we going to do it? You've already got what I call velocity in motion. You got them walking by. And since I've been there two times, I said, Well, when I walk by the square, I can't tell anything. There's nothing about any place that really appeals to me. I just sort of luck of the draw. I'm hungry or I want to drink or whatever. And I said, let's start by trying to make your restaurants stand out. He's in two squares. First thing I did was I had him dress up his uh hostess in a very colorful outfit so it stands out. Nice. But the most important thing we did next was we got a super colossal blower and we started blowing the aromas of the pizza out in the square. But we made a mistake in the beginning, and we we put our hole up at the top, and it just went into the atmosphere, so we had to put it down low. So now we blow the aromas of the delicious pizzas out continually. Then I had him redo his menu because his menu was just a bunch of line items that were cluttered and stigmatic, and we described them, we romanced them, we got much more succulent pictures, we analyzed what was selling the best, and oftentimes that was way down in a um in an area that you wouldn't even see, and it was selling in spite of itself, so we moved it to the top, we gave it more real estate, more prime real estate. Uh, then what I did, which was actually, I think, one of my pride's moments, I had him take the menu and create one version that was five foot tall and two and a half feet wide, and we put it outside so people could see it and not have to go up to the um to the host and hostess. I don't know about you, but every time I've ever been in a country and we sort of trying to figure out do we want to eat here or there, we feel awkward walking up, sort of looking, not doing it, being rude. Then we just say, oh, we feel embarrassed, we're gonna sit there. And I said, put it out there and just those simple, you know, can double and redouble business. So that's an example.

Finding The Starving Crowd

Jay Abraham 5:03

I had a um gold brokerage company, and when we looked at their business, they were running all their ads in in the financial publications, uh, the Wall Street Journals, online, offline, and uh Fortune and things like that. And if you look at it, a small number of those people are gold buyers. There are gold buyers, but I said, where are there, where's the starving crowd? And it was the newsletters. All the newsletters had people that were very heavily weighted in gold buyers. So we went to 30 newsletters, we turned them into uh to partners where they got, we became the recommended provider. We got them to basically advocate for us. We stopped paying advertising, we started just paying on results. We didn't just say, okay, promote us occasionally, we got very indelibly entrenched in the newsletter activity. When you started uh subscription, we had a component in the welcome kit all about hard assets, gold, silver, rare coins, collectibles. Every quarter, we would underwrite the cost of a special edition of the newsletter that would focus on the outlook for gold, silver, things like that. Uh we would we would underwrite regional activities where the editor would come at our expense, we would pay for a iconic person, an economist or or or an investment guru to also speak, and and our president of the gold company would speak, and we would kill it. But I just thought through how do you really leverage the right assets to give you a much higher yield? They went from 300,000 struggling to $500 million in two years, and the $500 million, it's a small margin, but it the guy was making $25,000, $30 million. I have a company, almost everybody that watches the news, listens in their car to Sirius, any kind of a talk, you know, any kind of an advertised show on Sirius would know.

Buying Media The Smart Way

Jay Abraham 7:16

It's called uh Wesley Financial. They're the number one, they're the number one timeshare cancellation company. And when I met him, he wanted to be on TV and radio, but every time he tried, it bombed, but he was buying it at full rate. And I happen to know people who were specialists in what's called last-minute media. A lot of media sources right before publication or right before broadcast, if they haven't sold time, they can't save it. If they haven't sold space, they can't save it. So they will sell something that might normally go for $200 for $20. Well, if you can buy something that didn't work at $100 on the dollar for $20, all of a sudden that can that can turn the tide. And that's what happened. He was able to buy very prime on CNBC, CNN, uh, you know, ESPN, Fox, Bloomberg. And I hear him all the time. Yeah, he's everywhere. And the company went from about uh $20 million to $140 million. So that's the kind of power just by thinking differently, and I can go on and on, but that's just an example of three things.

Bridget Fitzpatrick 8:26

Have you ever come across a company that you couldn't think of another revenue stream for, or they were doing all of them already?

Denominators That Signal Easy Upside

Jay Abraham 8:35

And this is gonna sound arrogant, but it's just clinical no.

Bridget Fitzpatrick 8:38

I I that's what I figured.

Jay Abraham 8:39

Yeah, no, but you have to realize what happens with me, I'm not a static thinker, and I've purposely not become an industry specialist. So I do at any given time 35, 40, 50 different clients around the world, and they're all in different industries. So I'm always, they're all, if you think of them, they're all a research laboratory of Petri dishes that are testing different hypotheses. So it's always evolving because obviously the world evolves, AI distribution channels are different. I don't do AI myself and I don't do digital, but I'm very good at understanding the psychology of the consumer. So I'm able to test constantly and then I get the results and I file it away in my subconscious, and it just sort of sits there waiting to be integrated into hybrids that I can then apply. But no, I I've very now have I met people who won't do things. Absolutely. More than you would know. Have I met people that uh refuse to execute completely? Absolutely. Have I met people who when they executed uh the test didn't work well? Sure. But have I met people that when they embraced it, their business exploded very much so.

unknown 9:54

Yeah.

Bridget Fitzpatrick 9:55

Is there a particular industry that you get more excited about?

Jay Abraham 9:58

Or they're all it's not industries, it's denominators. Okay. It's denominators. People ask me, they said, okay, you want to concentrate on industry? Because people come to me all the time and want to do lead gen for us. They want to find us more clients. And I say, great. And they say, well, what industry do you want? And I say, it's not that, it's the denominators. The denominators are they have a lot of activity in motion, a lot of critical mass. It can be a lot of leads coming in, a lot of ads they're running, a lot of salespeople they've got, a lot of distribution channel they've got, a lot of prospects that don't buy. Uh they can have a brand that they're not using for much of anything, but they've got great access and great credibility in a category that they're only doing one thing in. They can have a lot of uh of products they don't sell all of. They they could have, I really like a lot of service businesses that are highly repetitive. And the reason I like them is they have a lot of profit. Most service businesses are very profitable, and when you have that kind of profit, you you can allocate a lot more investment to acquiring the first sale. Yeah. So I can do a lot more with it when they understand that. There is a fallacy that I try to always get people to realize. If you if you allocate marketing money or sales commission based on arbitrary distinctions, 10%, 5% of sales, uh, arbitrary $30,000, $5,000 a month, you're either spending too much or too little and you're spending, and spending is speculating. We want to know what what different actions yield so that we are investors for predictable yield. So uh giving example, if you know that a salesperson bringing in a certain kind of a buyer, whether it's a category buyer or a product or service type buyer, is going to be generating for you a certain amount of profit over a certain number of years, you should want to incentivize that salesperson a lot more for the ones that are more profitable than the ones that are not. If you know, for example, that a certain kind of elite is going to convert three or four times better, or are going to convert two or three times larger, or is going to repurchase two or three times more, that is a better investment to allocate time, that time and money into. But most people, and we were talking about, because you have involvement in the automotive business, that they'll say, okay, I'm willing to spend $50, $100 a leak. And I said, that makes no sense because one lead might be buying a very expensive car with a lot more profit. Another lead might just be, you know, first-timer only buying something very modest with little profit. One lead might be somebody who'll buy every three years, some another lead might be somebody who's going to take every option and different categories, different sources, different ads produce different results. And if you don't know the variable value of different categories of buyers or leads, or even salespeople, whatever you allocate is going to be wrong. Because some things are worth a lot more investment, because the yield you're going to get, most people don't understand. We call it 3D entrepreneurs versus 2D. Most business owners, Bridget, they think revenue minus expense equals profit. It's a very static way of looking at business. We look at it very different. We look at the yield you're going to get on a distribution channel, the yield you're going to get on a lead, the yield you're going to get on a category of buyer, the yield you're going to get on a salesperson, the yield you're going to get on an activity. And we're not talking about a static yield. We're looking at the yield you're going to get all the way through the buying, the buying cycle till forever, if that's what it is. And most people don't look that way, but when you look at that kind of a longer term, you have much more capacity to invest forward. We talked about it in the last uh show about about um about competitive advantage. And I said when you understand that you can add a lot more, we call it back-end profit to a buyer's ver value. Let's say you triple the amount of profit that your buyer is worth compared to your competitor. Well, when you do that, you have a lot more you can invest, not spend. Spend is speculation, invest is with a predictable known yield that you're going to get. It's got a better metric to it. But I'm getting a little bit sophisticated, but most people don't even think that way. No, they don't. It's it's it makes no sense though, does it?

Bridget Fitzpatrick 14:43

Right. Thank you for sharing that, because you're right.

Jay Abraham 14:46

Yeah, well, everyone thinks all leads are worth the same, all salespeople are are should be worth the same, all sources should be worth the same, and they're not. And so you can't, if you ascribe the same relative value to them in terms of what you're willing to allocate and either spend or or resources or time or attention or the quality of of of people you're going to allocate your sales force, you're probably really doing yourself and your business and maybe them, if you're preeminent, a disservice.

Bridget Fitzpatrick 15:18

Yeah, that's that's for sure. And most businesses take a commission structure and it's a certain percentage across the board where it's just arbitrary.

Jay Abraham 15:28

Whereas if I mean if I if I could bring you, so this is a platform, you have sponsors, you have advertisers. If I could bring you all day sponsors that would be worth $500,000 a year, and the other person is going to bring you sponsors that are worth $100,000, I should be worth more, not just on a volume basis, but on a value basis, shouldn't I? But most people don't. It's everyone gets the same. And it may and again, we're very, I don't call it democratic. I would call it very um we believe in correlative thinking, where you basically don't you don't randomly say, okay, we're going to spend you know 5% of last quarter or we're going to spend $25,000. We look at the yield the spend should be producing, and then we look at allocating different amounts of investment to different sources that are worth more or less. Most people don't.

Bridget Fitzpatrick 16:28

It's fascinating.

Jay Abraham 16:29

Yeah, and it's very powerful when you think that way, though.

The Three Ways To Grow

Bridget Fitzpatrick 16:33

Let's change gears a little bit and talk about the three ways to grow a business.

Jay Abraham 16:37

Sure. So when I got started in my career decades ago, I was fortunate enough to sort of have an aha revelation, an epiphany where I was able to see what I'll call the meaning of business life. Everyone would always say there must be a trillion ways to grow a business. And the answer is there are a near-infinite number of tactics you can do. But if you talk about real business growth, there's three main ones and three advanced ones. And most people don't even capitalize on those, but I'll explain them very simply. And I think you've got a slide you can put up that uh shows how powerful this is. So the first way, which is the way most companies almost totally focus on, is acquiring new buyers. Now that is important for a reason most people don't understand. They think it's important for uh generating revenue, but it's actually if you have the right business model, it's much more important for generating future revenue. But most people spend all their time, their money, their resources in bringing new buyers in. It's the slowest, the most costly, the lowest profit transaction you can do. The second way to grow a business is increasing the size of the transaction and thus the profit that transaction produces for you. When you are preeminent, you don't manipulate, you just advise. So if you buy something, and I in good faith know that if you bought a higher quality or a higher combination or a higher uh amount of something, you would get a better outcome. And I advise you as such, I would be doing you a service, but the doubling or the redoubling of profit that I would get from that could make my business totally transformed. So it's first thing is you the first way to grow a business, you just add more buyers. And there's about 20 or 30 ways you can do that. The next is you increase the size of the transaction and thus the profit it produces. The third is you increase the frequency of transaction or the utility. The difference is this if you have other products, services, or a sustainable single product or service that they can buy continually, you increase the consumption and the frequency. If you don't have anything else, you find other items to put through your distribution that are complementary, that either are extensions. You know, I always say, so if you sell, so if I sold uh uh plumbing pipes to plumbers, but plumbers also need any of a number of other things, and I had their trust, I could add those if all I had were seven pipes that I sold. And most people just see themselves in a very, in a very vertical limited capacity. Those are the three main ways to grow a business. And we have a slide, but it's pretty cool. I have a couple slides. So we have a hypothetical. If you had a business that hypothetically had a thousand buyers right now, Bridget, and the average buyer was spending a hundred dollars every time they purchased, and when you analyzed it, they bought two times a year, that business would be doing a a thousand times a hundred times two, two hundred thousand dollars a year. If you increased those numbers just ten percent across the board, you got the thousand buyers to grow to eleven hundred, you got the hundred dollars to be a hundred and ten average instead, and you got the uh two purchases a year to be two point two, it's only ten percent. But when you multiply and let the geometry of business uh work, it's it's thirty-three and a third percent, and that extra can be all to the bottom line if you do it right, if you have a fixed overhead. Number two is if you really got serious and you doubled those numbers, if your thousand hypothetical buyers went to two, if your average of a hundred went to two hundred, if your two purchases a year went to four, it wouldn't double your revenue. It's eight hundred percent. So we we look at how to use the power of geometry. And it's very, very, very, very powerful when you understand it, and most people don't. But if you only work on one thing, bringing new people in the front door and letting what a lot of people do is let people buy what they're going to naturally buy, and they don't help them understand the value of buying more or more frequently or more combinations. And you're doing the you're doing the the the buyer, the client a disservice, really. There there are three other ways, the the advanced ways.

Advanced Growth Through New Markets

Jay Abraham 21:28

You penetrate a new market or a niche every year. You add a new product or service every year, which extends the the the amount of things they can buy, the frequency they can buy, and you acquire a business or a sales force or you uh uh or or a website or a discussion group or a podcast, and you can buy competitors who are weaker, and you consolidate them, and you basically go. You can have clients that you didn't have, you can have salespeople that are better, you can have maybe proprietary uh product, service, methodologies, systems, or greater talent. You can I mean it's just a lot of ways to do it that people don't think about. And most of these can be done with little or no out-of-pocket, because if I had a if I had a business that I'd owned for a long time and I was a competitor of yours, but my business, but you are much more strategic. You are much more advanced. You are living the three ways. You are understanding how to multiply the value of your business and the multiple, but I'm sort of just I'm just tactically and and um and uh status quo, just br just trying to you know hold on for dear life, and I'm breaking even. You can buy my business from me, and you can basically consolidate my non-duplicative clients, products that I have, salespeople I have that are, you can help me get out of my leases, you can help me sell my equipment, and you can pay me a share of the revenue, profit, whichever it is you derive from that acquisition, and that can be the way you pay it off, either perpetually or for a certain dollar-denominated amount with interest imputed, and I'm getting a little esoteric. But if I'm not making any money because I'm trying to keep my business alive, and by consolidating in you, you can pay me $20,000 or $30,000 a month for doing nothing. And then the trick is a lot of these people were very good when they started their business at selling. Then they became managers, then they became CEOs, and then they lost track of their own client. They don't even know who their clients are. The salespeople have the relationship. And if you can take them out of the of the of the demands of trying to keep a marginal business alive and send them back out to be an ambassador, they can make you money and you can give them even more income. So there's a lot of methodologies. We I hope that's not too esoteric.

Bridget Fitzpatrick 23:59

No, that was great. And makes so much sense, but people don't think about it.

Jay Abraham 24:04

People don't think about it. I know. Well, my career has been defined by what people think I'm a very nonlinear thinker, and I argue maybe, but I think I'm a super logical thinker. But most people don't think logically. They just really like it.

Bridget Fitzpatrick 24:19

People say, oh. Why did I think about that?

Jay Abraham 24:21

Or and and none of this is hypothetical. All this is is real-world, empirically validated. There's plenty of precedent, but most people just follow the herd.

Bridget Fitzpatrick 24:31

Yeah. Which one of those things do you think business owners neglect the most?

Jay Abraham 24:36

Uh well, I think that that reselling is probably the most the most neglected. I think upselling it's not an art, it's more a process. And you can't really upsell effectively if you don't serve as an advisor. Yeah. So, I mean, uh you know, in in your business, you know, uh in your other side of your business, there's what's called F and I. And F and I is finance and insurance, and it's all the warranties and all the packages. If you trust somebody and you and you trust their recommendation, you're inclined to buy it. If you don't, you're gonna see them just trying to make money. So it has to do with the mindset, the intention, the authority, and the and the trust and the authenticity of the person.

Bridget Fitzpatrick 25:28

So true. Now let's just shift yours a second.

Preemptive Offers And Partner Leverage

Bridget Fitzpatrick 25:33

Which strategic shift do you see creating the fastest impact for business owners who implement it?

Jay Abraham 25:40

Well, I think if you're going to change your strategy, and it sort of can be overlap with business model, if everybody else is selling the same way, and you can preemptively get people to start a relation before that, you have great advantage. So let me give you some examples. Do you know if you buy anything on Amazon, it will say people who buy this bought this? Well, if the this that people buying your product also buy, there's going to be two categories of this is. Well, three. One that they buy after they buy your product, one that they buy during your product, but the one that's most important is what do they buy before your product. If you can figure out what that is and that product has enough margin in it, or even if it doesn't, you can sell it for a loss because you're going to get access to the buyer way before anybody else. That's pretty smart, isn't it? Particularly if your main business is much more profitable. So that's something you can do. If you have a highly repetitive uh business or you have a service business, you can go to people and you can offer the first experience with you as a bonus they add to theirs. So you can preemptively have everybody basically giving your first month service or your first quarter service. Uh and that's pretty powerful. We have two SaaS companies that we blew up because we showed them that one is a SaaS company that has they do training for trucking companies, safety training. And once somebody signs on, the average, most people don't even know the average lifetime value and all the revenue that comes with it and the profit that revenue generates incrementally. But we have a uh this SaaS trucking company that does safety. Once they get a client that spends about $15,000 minimum a year, the client stays five to eight years. Okay, so it's worth, let's call it, uh uh, well, let's say let's take seven as a mean seven times, so it's five, three, $105,000 profit. Okay. All right. So I've convinced them to go to people that have access to their audience, insurance agencies, uh, people that sell other product service to the same decision maker and give them almost all of the, you know, they used to say, okay, we'll give you 10%. Nobody was rocked. But now they say we'll give you all but five or ten percent, just enough, they keep just enough to operate the hard cost, because it's very profitable. I mean, incrementally you can add somebody to a SaaS business and it's not very expensive to service them after break-even. So now instead of being 10%, they're giving them 90%. Well, it's not just nine times more motivating. The dollars are so, so basically I'm saying on a $15,000, so let's say the retail was $15. On $15,000 you get to keep, you know, $13,500. Well, that's much more motivating, but I'm getting year two, three, four, five, and you're doing all the work and you're using your relationships. Is it I mean, there's just a lot of ways to do it. There's almost an infinite number of ways to do it.

Bridget Fitzpatrick 28:51

No.

Jay Abraham 28:52

And these all work, by the way.

AI Gains Without Losing Humanity

Bridget Fitzpatrick 28:54

Yeah, they do. Now, with all that's going on in the AI world, with being a small business owner, we're all trying to get our hands around how it's going to help our business, what efficiencies we can improve on, and things like that. Talk to us about that and the work that you do. How does AI come into play?

Jay Abraham 29:12

So I'm not an AI specialist, but I I understand a lot of the applications. So we have a list, and I should have brought it, of about 80 different ways AI can be applied to any kind of business. And most people in the entrepreneurial world talk more about it if you're SMB, smaller ones, they talk about marketing or selling, advertising. It can write ads, but most of it is pretty, is it's pretty much the same. So you're gonna get the same ad uh as I do, and it's gonna be the same problem that you had before, which is not gonna be distinct. It can basically do identification of uh higher probability sources. It can show you, you know, what customize offers. There's a lot of things you can do, but what you shouldn't do is dehumanize the communication. Uh, this is sad. My wife was ill in the hospital with a really major uh problem a couple of uh months ago, and somebody gave her this wonderful gift basket with goodies and robe and all things, and she liked it so much that she gave something like 10 other friends one and she had a problem with them, and she called them, and nobody called her back, and she got all these AI, very generic things, and she was frustrated because it didn't really deal with her personally, and she vowed after after being one of their best clients and buying 10 of them in less than a year that she would never do it again. If you're using AI, you have to realize there's revenue generation, there's there's expense reduction, there is uh there is uh sales optimization, there is uh analysis that reveals uh opportunities you've never thought about because different buyers have different trend lines and they show you where to find them, they show you what also to offer them. And I think everybody should explore it and and should embrace the elements that are the most powerful, but I'm a little leery about generalities. But so I live in the world of experimentation, testing, variability. People get all excited about having an AI agent that will talk to somebody. And everybody sells that. But what they don't sell is experimenting between different messaging. And because I come from the world that one message can be three to five times more effective than another, they don't do that. They just get excited. I'm gonna have Heather, my AI agent, is going to basically be the communicator. Hi, I'm Heather. What can I help you with today? Well, what can I help you with? Maybe a terrible way to start. There might be another way to start that is three times more probable to get you a different outcome. There might be something that Heather can say that you can test against other things Heather can say that might upgrade it two or three times, but nobody teaches you that. I think one of the keys, so in the beginning, AI is cool because the people that get in on it early have theoretical advantage. Now, they it it has to do with how they apply it. But sooner or later, everybody's gonna have AI and it's just gonna be it's gonna be table stakes. So the key to AI is how well you guide it. I think prompt management and prompt mastery is going to be better. I don't use, I've got every one, well, I don't have one of them, but I got it all but one of the of the platforms, you know, the perplexies, the chat, the Claude, et cetera. And I get better outcomes because I put better input. I don't just say, Claude, I want an ad for this. I'll say, Claude, let me tell you, first of all, I put all kinds of knowledge about man. Then I said, let's review what I just gave you so you understand the uniqueness. Then I'll say, here's what I want, and here's what it's got to be different about, and here's uh here's what everyone else is doing, and here's what you need to distinguish, and here's why, and here's an example, and here's the way I want you to do it, and it's that big. Yeah, but I get great results. Most people think, Claude, I need an ad selling my widgets, and here's the here's the specs, and here's you know, here's the market, and I need it to be something I can run on uh TikTok or you know, wherever. And you're gonna get a very superficial result, and frankly, it can truthfully be better than what somebody does on their own because they don't understand any of the dynamics we've talked about in all these sessions, but it's not gonna be profound. It can't be, and I've got it, it's funny. I I I do wild uh indulgent experiments all the time. And one of our uh salespeople called me one time and said, I've got this really interesting dilemma. Somebody said, Why should I hire a J. Abraham and pay him all this when I can spend $20 on, you know, it doesn't matter, chat or Claude and get great answers. And I thought, well, that's a really interesting dilemma. So we went into chat because chat has millions of words of mine. They've got all kinds of content, they've got all kinds of research on me. And I said, this is a really interesting question. Can you honestly? I said, this might be awkward for you, but can you tell me 75 reasons why neither you or any other AI can do what I do and explain it and explain the relevancy? And I got it. And it's pretty profound. But AI has got incredible ability, but it also has incredible inability. Right. And I can get you the list, uh, and it's pretty profound. It's really interesting, and it doesn't have the capacity to do a lot of things, and it also doesn't have empirical understanding. Right.

Bridget Fitzpatrick 35:26

And the story you told about your wife, the thing that she was purchasing from this company was a very non-AI thing. This is a very true thing.

Jay Abraham 35:33

She wanted someone empathic to connect with her. And it got, you know, Heidi or Judy the Queen. Right, right. And and and when you what you'll find also with a lot of the AI, they're programmed to a lot of scenarios, but they are not programmed to a lot of scenarios. So if you feed it something that it can't it has no programming for, you get the same stupid answer you got before, or no answer. Or I can't I can't respond to that. And that frustrates you enormously. I think there's a case, I mean, the cost differential is high, but the human connection differential, I think, on some very high high profit, high-priced, high-value, high repeat products and services is worth having human intervention. And I think everyone's trying to they're they're looking at at the efficiency and the economy and not the human catalytic value. And I think that's a mistake. Right.

Bridget Fitzpatrick 36:34

I agree. Very much

Final Thoughts And Thanks

Bridget Fitzpatrick 36:36

so. Jay Abraham, once again, thank you so much for being here with us today. We really appreciate your time.

Jay Abraham 36:41

My pleasure. Thank you.

Speaker 36:49

Exclusively on ASBN.