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Date Posted: 15:42:58 06/15/00 Thu
Author: Remington
Subject: Re: Hook and make successful(Remington)
In reply to: Don 's message, "Re: Hook and make successful(Remington)" on 15:02:34 06/15/00 Thu

Don: In a sense, my company does sit on a golf mine, as do all consultants, in times of fast change, such as we are experiencing now, in the US economy.

You see, NG probably has about 100,000 subscribers to their magazine now (I don't know; a guess). That base allows them to acquire explosive growth, but they don't know how to do it. I'll even tell you right here, how to do it, and that is to "cult" it properly (not being done properly right now), and/or spend the money to drive the system into the mainstream. In my head, it's a "cult" idea, which allows them to continue to use a multi direct marketing approach to new customers. The problem they are having is that they are using old concepts, in their direct marketing approach, and these old concets, as of 1999, will not properly grind numbers.

The second thing they have to do is to address why people don't get the system. Any serious student, that has converted to the system, on their own, can answer that question.

Don, really, I applaud them for how well they have done, to get this far. However, I think it will be difficult for them to get into the 21st Century, with the current management, or, without a lot of outside help (consulting).

NG is making the same mistake that many instructional/equipment sellers go through. They don't ensure that a high enough percentage of the students succeed at the program. During the start-up, you can continue to recruit new members, into the system. However, once you get about 3 or 4 per cent of the market, you create so many unsatisfied students that their bad mouthing hampers recruitment of new students. That's why well-financed companies, that are such smashing successes in instruction, ultimately kill themselves, i.e., they don't create enough successes to offset the people that don't succeed, and the people that don't succeed create enough bad publicity to bury the operation, within just a few years. By the way, the internet is shortening this cycle considerably.

Believe me, they need more consulting than my little company can offer, because they need it on so many fronts. The company is just plain old fashioned by about five years.

We thought about some kind of money making market in single axis, but when I saw that NG only had less than .5% of one percent of the market, I figured I could make more money selling used golf balls on the fifth hole of my local golf course!!

Zealots can take a company a long way, but NG, from my advantage point (which is obviously limited) doesn't understand some of the basics of this type of business; nor, some of the critical marketing ideas of the 21st Century.

Of course, I say all of this from a sense of affection, for the company.

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