"Of course greatest power Sara possessed and one which gained her even more followers than her luxuries..., power that Lavina and certain other girls were most envious of, and at same time most fascinated by in spite of themselves, was her power of telling stories and of making everything she talked about seem like a story, whether it was or not." A Little Princess by Frances Hodgson Burnett

It was a dark and stormy afternoon when newsletter arrived in my inbox. It was most recent issue from Dan, a new client, and he wanted scoop on why his newsletter wasn't working.

You've seen newsletters like his--attractive design, polished articles, but something just seems missing.

He had all basics covered in his newsletter--it balanced promotion with information, he had specific goals, and he published on a consistent basis. He was even starting to integrate some advanced newsletter techniques like storytelling.

And it was precisely storytelling that was tripping him up.

See, he'd tell stories about his clients and problems they faced. He painted great pictures of where client was before working with him.

But that's where story ended.

He was consistently ending story in middle.

...................................... When telling a story, make sure to share ending ...................................... The first rule of storytelling is to start at beginning and tell it straight through to ending. If you choose to share success stories with your readers of great work you've done for readers, stopping in middle only leaves readers wondering if you were actually able to solve your client's problem--not exactly question you want to leave readers with.

Dear Friend,

Hogwash!

That’s what I say to people who tell me that their business is purely and solely a "cheapest price business."

People who stubbornly insist that "MY business is different" are right, but not in a good way.

Their business is different because it will never make big money.

People who are unwilling to open their eyes to BIG ideas are solidly parked right in their own way... their own BIG obstacle to success.

Big money is made by translating great ideas from outside your industry -- whatever it is -- into your industry. What gives you your competitive edge is a unique selling proposition (USP).

That’s key... not your low, low price. (Although in some instances your price may be part of your USP.)

Recently, I was consulting with a client and I was explaining my opposition to selling by cheapest price.

She insisted that hers was an intangible, not a product; that my examples didn't apply to her business; and that, basically, I had my head up my butt. I tried to explain in terms I hoped she'd understand:

* You can fly coach or PAY MORE to fly first class in same plane and get to same place at same time

* You can get financial planning for free from over half of all financial planners (who make their money only from commissions) or PAY MORE for service and still pay commissions to other fee-based planners.

* You can get your taxes done by H&R Block or PAY MORE to use a CPA

So critical question is:

“Why Do People PAY MORE For Some Services When The CORE SERVICES Offered by CHEAPEST PRICE Competitors Are Pretty Much The Same?”

“Debbie," I told her, "You've gotta understand: value differences don’t have to come from ‘core’ item."

It doesn't matter whether you're talking about a product or a service. Value differences usually come out of areas of expertise and service such as:

* Exclusivity * Access * Guarantee

"And Debbie," I explained, "it's a hell lot easier to make money by selling half as much at double price. Does that make sense?"

It made sense to Debbie and I hope it makes sense to you! Just to make sure, I'm going to give you...

5 QUICK-TURN TACTICS for closing BIG TICKET deals