Tuesday, May 20, 2008

The"average guy" billionaire, Dallas Mavericks owner, and creator of "The Benefactor" reality TV show shares his secrets for making money.

The"average guy" billionaire, Dallas Mavericks owner, and creator of "The Benefactor" reality TV show shares his secrets for making money.

By Daniel Jimenez, youngmoney.com managing editor

My first encounter with Mark Cuban happened poolside last year at the MGM Grand hotel in Las Vegas. He strolled by me, dressed casually in a t-shirt and swim trunks, holding a towel in one hand. I watched Cuban grab a cold drink before getting into the pool to chat with friends. There was nothing about his appearance or demeanor to signal his status as one of the country's richest men.

This brief experience helped convince me that the"regular guy" image portrayed by Cuban in countless media appearances was not just for show. He really is a man with two very distinct personalities: an ambitious self-made business tycoon who also loves to have fun, sort of like a hipper version of Bill Gates. Cuban, 44, became a millionaire at age 31 after selling MicroSolutions, the computer systems integration company he had founded upon graduating from Indiana University. In fact, he started his computer consulting firm without having ever taken a computer class.

Following a brief retirement, he returned to co-found Broadcast.com, a leading provider of streaming media on the Internet. He eventually took the company public and sold it to Yahoo! in 1999, leaving him about $2 billion richer. The life-long basketball junkie used a mere $280 million of that money to buy the Dallas Mavericks pro basketball team. These days, Cuban is busy promoting his latest business venture called HDNet, the first national all-high definition television network.


This outspoken entrepreneur has drawn more public attention for his hands-on approach to team ownership, which includes yelling and screaming at players and officials from his courtside seat at games. His verbal attacks on an NBA official ("I wouldn't hire him to manage a Dairy Queen") earned him the largest individual fine in league history ($500,000) and led to his accepting an invitation to spend a day working behind the counter of a local DQ. Cuban often shoots baskets with the Mavericks before games and even has his own locker in the team's dressing room.

The long time bachelor married for the first time ever last September and now lives in a 2,000-square-foot mansion in Dallas. He flies in a corporate jet, which he bought online for $41 million. Despite his busy schedule, Cuban is also a much sought after public speaker on business and technology issues.

Cuban has been known to personally answer thousands of fan email, so I contacted him via email to set up an interview. It took him less than 10 minutes to send back responses to all my questions. His advice is not the usual stuff you'll hear from other successful businessmen. But then again, there's nothing common about America's most extraordinary average guy.

YOUNG MONEY TALKS TO MARK CUBAN:

During an exclusive interview with YOUNG MONEY, billionaire Mark Cuban shared his thoughts on using the fear of failure as a motivator, beating the competition, and why investing in the stock market may not be such a good idea.

YM: What is the key to recognizing a profitable business opportunity?
CUBAN: Knowing the industry very well. Most people think it's all about the idea. It's not. EVERYONE has ideas. The hard part is doing the homework to know if the idea could work in an industry, then doing the preparation to be able to execute on the idea.

YM: What personal characteristics should a person possess in order to become a successful entrepreneur?
CUBAN: Willingness to learn, to be able to focus, to absorb information, and to always realize that business is a 24 x 7 job where someone is always out there to kick your ass.

YM: Did you set career goals for yourself while you were in college? If so, what were they?
CUBAN: To retire by the age of 35 was my goal. I wasn't sure how I was going to get there though. I knew I would end up owning my own business someday, so I figured my challenge was to learn as much as anyone about every and all businesses. [I believed] that every job I took was really me getting paid to learn about a new industry. I spent as much time as I could, learning and reading everything about business I could get my hands on. I used to go into the library for hours and hours reading business books and magazines.

YM: Do you consider yourself an innovator? Why?
CUBAN: No. I don't really have new ideas, but I manage to combine information in ways most people hadn't considered. They aren't new ideas, it's just that most people don't do their homework about their businesses and industry, so there is usually a place to sneak in and do something a little different. You just have to make sure what you want to do can sustain a business and make it profitable rather than be a niche that can be crushed [by the competition].

YM: What advice would you give young adults just struggling to move up in the business world?
CUBAN: There are no shortcuts. You have to work hard, and try to put yourself in a position where if luck strikes, you can see the opportunity and take advantage of it. I would also say it's hard not to fool yourself. Everyone tells you how they are going to be"special," but few do the work to get there. Do the work.

YM: What types of opportunities would you pursue if you were starting over today?
CUBAN: I just started a business called HDNet. There never is one area that has a door open to everyone. Try to find an area with something you love to do and do it. It's a lot easier to work hard and prepare when you love what you are doing.

YM: What would you tell entrepreneur hopefuls who are afraid of failing?
CUBAN: It's good [for them]. I'm always afraid of failing. It's great motivation to work harder.

YM: What is the most important piece of advice you could offer someone who's just starting a business?
CUBAN: Do your homework and know your business better than anyone. Otherwise, someone who knows more and works harder will kick your ass.

YM: Did you have to sacrifice your personal life in order to become a business success?
CUBAN: Sure, ask about five of my former girlfriends that question... I went seven years without a vacation. I didn't even read a fiction book in that time. I was pretty focused.

YM: Do you have any general saving and investing advice for young people?
CUBAN: Put it in the bank. The idiots that tell you to put your money in the market because eventually it will go up need to tell you that because they are trying to sell you something. The stock market is probably the worst investment vehicle out there.

If you won't put your money in the bank, NEVER put your money in something where you don't have an information advantage. Why invest your money in something because a broker told you to? If the broker had a clue, he/she wouldn't be a broker, they would be on a beach somewhere.

© 2002, InCharge® Education Foundation, Inc. All rights reserved.

Thursday, May 15, 2008

Interview with Peter Schiff, Billionaire

Interview with Peter Schiff, Billionaire

http://politicalinquirer.com/2008/04/22/interview-with-peter-schiff-billionaire/

The billionaire Peter Schiff was interviewed by Tim Swanson on economics, the economy, and what the future has in store for us as Americans. This is a bit long but well worth the read (from the Mises Institute):

Peter: There is no such thing as agflation. Rising commodity prices, or increases in any prices, do not cause inflation. Inflation is what causes prices to rise. Of course, in market economies, prices for individual goods and services rise and fall based on changes in supply and demand, but it is only through inflation, that prices rise in aggregate. If there is additional demand for corn to produce ethanol, all else being equal its price might rise. However, such prices increases are not inflationary.

Tim: You promote various Austrian authors on your website and quote some of their theories (ABCT, Broken Window), what got you interested in this school of thought?

Peter: I was introduced to the Austrian school early on by my father. According to my dad saying Austrian economics makes as much sense as saying Chinese physics. Austrian economics is economics, period!

Tim: What do you think the Austrian school contributes the most to financial planning?

Peter: My investment advice is rooted in my understanding of economics. It is that understanding that allowed me to accurately forecast the trends of the last decade, and to have positioned my clients in advance to both protect their purchasing power and profit from what has already played out.

Tim: Writers such as Bob Murphy had given you a hard time on what seemed to be your anti-trade deficit views, though Murphy has since admitted that you are right in your assessment of our current mess. Do you think a trade deficit is always bad for a country?

Peter: No. Trade deficits are OK under certain circumstance. 1. An emerging nation imports capital goods necessary to enhance its productivity. 2. A developed nation, with a current account surplus, uses some of its investment income to finance the purchases of additional consumer goods from abroad.

The problem with our deficit is that we import consumer goods we can not afford to pay for with either exports or foreign earnings. As such we accumulate external liabilities that we will never be able to repay and our nation’s future productive capacity continues to deteriorate. We are de-industrializing and are condemning ourselves and future generations to falling standards of living.

Tim: Can you elaborate more on the manner in which America is de-industrializing?

Peter: More Americans now work for government than in manufacturing. Most other Americans are employed in retailing, financial and other professional services, healthcare, and education. What we used to produce ourselves we now import. We “pay” for those imports with IOUs (dollars) yet we lack the industrial capacity to ever redeem them with genuine goods.

Tim: Is the Fed deflating or inflating right now?

Peter: Inflating.

Tim: How do you know the Fed is inflating?

Peter: It’s obvious. Plus they even admit as much, though they refer to it as “adding liquidity” a politically palatable euphemism for creating inflation.

Tim: Who is ultimately financing the emergency loans to various financial institutions?

Peter: Anyone with U.S. dollar denominated savings, investments, pensions, insurance policies, wages, or other dollar based assets or income streams.

Tim: How are booms and busts caused?

Peter: They are caused by the Fed setting interest rates too low. The false economic signals that are sent result in an artificial boom characterized by malinvestments that must ultimately be liquidated in the inevitable bust. This pattern, label the business cycle, is not an inherent flaw in capitalism, but in central government planning and price fixing.

Tim: How would you characterize the proposed restructuring plan from Paulson?

Peter: A national disgrace.

Tim: Would you characterize the Paulson plan as cartelization, nationalization, reregulation or all of the above?

Peter: Fascism.

Tim: Will these moves prevent booms and busts from occurring in the future?

Peter: Absolutely not.

Tim: Why won’t this plan create the stability or growth that central planners want?

Peter: Central planning never works.

Tim: Isn’t the stimulus package supposed to prevent or stymie the effects of a recession?

Peter: That may be the intention but it will not be the result. Since our problems stem from too much borrower to consumer, more of the same will only exacerbate our predicament.

Tim: After nearly a century of managing the expansion of credit, interest rates, and the monetary supply do you think the Fed should be allowed to continue its role as a central planner?

Peter: No, there should be no central planning at all. The market needs to set prices, including interest rates and allocate resources. If it were up to me we would abolish the Fed and return to the gold standard. Absent that, the Fed should be completely removed from the political sphere, its dual mandate replaced by a single mission to provide the nation with sound money. This does not mean stable prices, but rather gradually falling consumer prices that are the natural bounty of capitalism.

Tim: Over the past several weeks Congressman Barney Frank has proposed a large bailout for mortgage holders. Should the government get involved with the current housing crunch with relief aid?

Peter: Absolutely not.

Tim: Who wins and loses when real-estate prices decline?

Peter: Losers. 1. Homeowners looking to sell houses and downsize, or those who confused homeownership with an investment. 2. Real estate professionals who make money based on high turn-over, inflated commissions based on high home vales, and peddle the illusion that buying a home constitutes making an investment. 3. Lenders who extended too much credit based on inflated home values and investors who purchased those securitized loans 4. Everyone with U.S dollars as the Fed tries to prevent home prices from falling and bail out irresponsible borrowers and lenders by creating more inflation. 5. Government as it collects excess taxes based on inflated home prices and frequent turnover.

Winners. 1. Anyone who wants to buy a home. 2. Society in general as homeownership becomes more affordable, thus enabling homeowners to accumulated legitimate savings that finances real capital formation and leads to rising living standards for us all.

Tim: In what way have GSEs such as Fannie Mae contributed to the mortgage crunch?

Peter: By guaranteeing mortgages against default they created the moral hazard that allowed risky loans to be originated and securitized, which provided the initial air that inflated the housing bubble.

Tim: Various numbers are thrown around regarding personal debt, savings, equity and consumption. What sources do you consider valid metrics to analyze the solvency of both enterprises and individuals?

Peter: For companies, profits, balance sheets, and dividend yield.

For individuals, income producing financial assets net of debt, not counting primary or other non-investment residences.

For nations, savings rates, industrial production, infrastructure, and balance of payments.

Tim: Are you familiar with the True Money Supply aggregate devised by Murray Rothbard and Joe Salerno?

Peter: Yes.

Tim: Do you think it is a better measurement of what policy the Fed is attempting to implement?

Peter: It certainly appears to be.

Tim: What do you think of alternative metrics such as John Williams’ ShadowStats?

Peter: Empirically that seem to be far more accurate then those provided by the government.

Tim: Several years ago you wrote a fable about 5 Asians and 1 American stuck on an island; how the 5 Asians produce wealth and capital and the American merely sends them IOUs (T-bills) in exchange for their goods. Do you believe this is still an accurate assessment of the situation?

Peter: Absolutely.

Tim: How much longer do you believe this will be tolerated? When do you think the various Asian decision makers will turn off the spigot?

Peter: Not much. Signs of stress are evident all around us. Global inflation is spiraling out of control as foreign central banks try to maintain the dollar’s value relative to their own currencies and the coffers of sovereign wealth funds bulge with surplus dollars.

Tim: In what way are foreign entities such as the central banks of China and Japan propping up the dollar?

Peter: They are directly intervening in the foreign exchange markets by buying dollars. They are also talking up the dollar and declaring their intentions neither to abandon it as the reserve currency, abolish their pegs, nor price key commodities, such as oil, in another currency. However in the end they will stop throwing good money after bad and abundant their support for the dollar.

Tim: Individuals like Jim Rogers are also bullish on overseas markets such as Northeast Asia. What makes these segments more desirable than investing domestically? Aren’t the Asian central banks inflating too?

Peter: Yes, but only to prop up the dollar. Once they come to their senses they will stop inflating. In the meantime they have viable economies that are well positioned to flourish once they bite the bullet on the dollar.

Tim: Are sovereign wealth funds doing a disservice to their shareholders by investing in failing banks? Are they solvent enough to ’save the day’?

Peter: Of course, but they are doing a greater disservice to their citizens by having these funds in the first place. They should cease accumulating dollar, liquidate these funds, and return the proceeds to their respective citizens to invest or spend the money as they please.

Tim: Last year you wrote a highly acclaimed book Crash Proof: How to Profit From the Coming Economic Collapse. How would you advise the average American to simply protect his wealth and financial security in face of a potential world financial crisis?

Peter: It is not a world financial crisis but American financial crises. For the rest of the word, we could be headed for the greatest economic boom of our lifetimes. My advice to Americans is to get in on it. Divest yourselves of depreciating U.S. dollars and refuse to be a patsy in “bail out Ben” Bernanke’s helicopter drop. You can accomplish both by investing in high yielding foreign stocks, precious metals, and commodities.

Tim: In Crash Proof you mention in passing the (then) new gold and silver ETFs. Since that time those ETFs have grown dramatically, and a spate of new ETFs providing exposure to other commodities, foreign markets and currencies. In light of this, do you still believe it is essential for American investors to open accounts to trade securities overseas, or is it now possible to have sufficient hedges against hyperinflation without leaving the American exchanges?

Peter: Yes, it is easier to gain some protection though domestically listed securities, but the best most well balanced, protection can still only be found abroad.

Tim: Some people say that if you are always predicting a crash, eventually you will be right. What’s your response to that type of objection?

Peter: Not true. While it is true that I have been predicting an economic collapse in the U.S for many years, if the underlying economic fundamentals of our economy were in fact sound, then such a collapse would never occur. It is only because my observations regarding the false nature of our prosperity were correct all along that my analysis is finally being vindicated.

Tim: As governments invest in and mandate the use of biofuels, do you believe this contributes to driving up food prices?

Peter: Yes.

Tim: Do you believe that the federal subsidies of corn to produce ethanol will create the unintended consequences of long lasting agflation? For instance, do you think it is the driving factor behind the dramatic increases of certain commodities (Rough Rice up over 100% in 12 months) or if its simply another consequence of the debasement of the dollar.

Peter: There is no such thing as agflation. Rising commodity prices, or increases in any prices, do not cause inflation. Inflation is what causes prices to rise. Of course, in market economies, prices for individual goods and services rise and fall based on changes in supply and demand, but it is only through inflation, that prices rise in aggregate. If there is additional demand for corn to produce ethanol, all else being equal its price might rise. However, such prices increases are not inflationary.

Tim: Will funding multi-trillion dollar liabilities such as social security and Medicare eventually become a politically charged issue for the tax-free status of a 401(K) or Roth IRA twenty years from now?

Peter: These obligations are impossible to fund. They will be repudiated, either honestly or more likely through inflation.

Tim: In terms of welfare liabilities, what structural problems exist that make them unfundable?

Peter: We are simply too broke to afford them.

Tim: Do you think a 401k or IRA are of practical value in a hyperinflationary environment?

Peter: In such an environment they will be practically worthless.

Tim: When you have analysts suggesting that the destruction caused by natural disasters and the destruction caused by wars are good for an economy what keeps you from taking off your mic and calling it a day?

Peter: I am driven by the fact that my words will resonate with some viewers who will ultimate seek me out for investment advice. I realize that I can not save everyone, but I will do my best to extend my hand to those with the good sense to reach for it themselves.

Tim: Do you believe that it is fair for your colleagues and peers to characterize you as Dr. Doom? Would you counter by saying they are wearing rose-tinted glasses?

Peter: I suppose it is fair as doom which is exactly what I have been predicting. Our phony economy, build on the flimsy foundation of consumer credit and perpetual trade deficits, is in fact doomed. However, I am very bullish on the global economy and in fact remain hopeful that one day a legitimate U.S. economy will one day rise to replace the bubble economy now deflating.

Tim: For those of us that have watched you discuss these issues on CNBC and FBN, why do you think most financial commentators tend to overlook or downplay the role the Fed has in subsidizing malinvestment or causing business cycles?

Peter: They simply do not understand it.

Tim: Investment manager Mike Norman recently suggested that the free-market contributed to and caused the Great Depression. Is he right?

Peter: No, he could not be more wrong.

Tim: Are there any sectors of the US economy you feel are particularly well positioned to remain competitive in the global economy during a sustained domestic bear market?

Peter: Not sure, as there is no way to know what types of onerous regulations or confiscatory taxes might be imposed by desperate politicians looking for scapegoats.

Tim: What is your long-term, 20 year outlook on for the health and durability of the American economy as a whole? Will the combination of new regulations, welfare liabilities and inflationary pressure create a prolonged recession similar to what Japan has undergone since the early ’90s?

Peter: I am not sure. The road ahead will be filled with many potholes and include some important forks. Since I do not for sure which ones we will follow, I prefer to invest abroad until our path is more certain. As it stands now, we are headed to a hyperinflationary depression. I hope will choose a different path before we actually get there.

Tim: So are you forecasting a long-term economic recession, somewhat independent of the business cycle, or a change in the overall trend of the wealth and living standard of the country?

Peter: More the latter. We need to rebuild the foundation of our economy from one of borrow and consume to one of save and produce. Politicians and central bankers will resist this transformation and make the process that much more difficult and painful for all Americans.

Tim: How would you describe a legitimate economy?

Peter: A nation that produces more then it consumes and saves more than its capital stock and infrastructure depreciates.

Tim: If you were granted 3 legislative wishes from the financial genie what institutions or laws would you change, add or abolish?

Peter: I only need one. Abolish all government spending, agencies, departments, programs, and taxes not authorized by the constitution.

Tim: What other key resources do you recommend investors educate themselves with?

Peter: Read my book Crash Proof: How to Profit from the Coming Economic Collapse, as well as many others recommended on my web site. However, the most important thing to do is not allow the knowledge to go to waste. Make sure to protect your wealth and try to encourage others to do likewise. My brokers and I are ready to help.

Monday, May 5, 2008

How I Did It: Billionaire Sidney Frank, founder, Sidney Frank Importing

How I Did It: Sidney Frank, founder, Sidney Frank Importing

"I wanted to be a billionaire," says the man responsible for your Jägermeister headache. At age 85 he stunned the liquor industry by getting his wish.

From: Inc. Magazine, September 2005 | By: Sidney Frank


As told to Stephanie Clifford

Note: I'm copying it here, so in case the article gets archived or moved, my notes below will still make sense.

His pals in the liquor business thought Sidney Frank was crazy when he started importing a German herbal elixir, called Jägermeister, in 1972. The drink was selling about 500 cases a year. But Frank had a plan, revolving around promotion techniques the liquor industry had never seen. He employed a squadron of young women--dubbed Jägerettes--to patrol bars and sell drinks, and he threw parties for high visibility. In the first half of 2005, Sidney Frank Importing sold 2 million cases of Jägermeister.

Frank's second big success was the French vodka Grey Goose, which he introduced to the market in 1997 and sold last year to Bacardi for more than $2 billion. At 85, he is enjoying his money--his fleet of cars, chefs, and golf instructors attests to that--but he's also looking for new deals. He's rounding out Sidney Frank Importing with wines from around the world and Corazon de Agave tequila; he's introduced an energy drink called Crunk; he just bought a magazine, called Travel Savvy. Retirement, he says, is ages away.

I grew up on a farm in Montville, Conn., near Mohegan Rock. That rock was one of the largest rocks in the United States. So a lot of people would come and look at it. When I was 12, I made a ladder to go onto the rock, and I charged 10 cents to go on top of it. From the top of the rock you can see Long Island Sound, Norwich, New London. So that was my first entrepreneurial deal.

I wanted to save to go to college, and it took me until I was 17 years old to accumulate $1,000. I went to Brown for a year; I didn't have money for the second year. I noticed in the paper that they were hiring people at Pratt and Whitney, which made airplane engines, in East Hartford, Conn. I went up there, and there must have been 100 people in line and nobody was getting a job. And the hiring manager said to me, "No--oh, you went to Brown? I did too. Go down and see the foreman where they test the engines." I went down to see the foreman, who said, "Come back in a couple of hours. I want you to show me you can use a slide rule."

I said, "Of course." I didn't know how to use a slide rule. But I looked at the directions, came back two hours later, and showed him how. It was a great job, a dollar an hour, dollar and a half for overtime, two dollars Sunday. So I worked seven days a week.

The father of a girlfriend of mine was having a party in Greenwich Village. Well, I went down and met her father, Lewis Rosenstiel, who was chairman of the board of Schenley, which at that time was the largest distillery in the world. He said, "You know anything about alcohol as a motor fuel?" I said, "We use it at takeoff. It gives 20% more power." He said, "Will you have lunch with me and my chief engineer tomorrow?" And he began teaching me the liquor business. [Frank married Rosenstiel's daughter, Skippy, in 1947.]

I found out what hard work was. I remember one time there was going to be a glass strike. So we rented every warehouse in the country and filled them with glass, and sure enough a couple of months later, the glass strike came on, and we had glass and no other distributor did. You have to be forward-thinking.

The big time came around 1950 when we bought a Scotch plant in Scotland, and the distiller called up my father-in-law and said, "You have two executive vice presidents getting drunk every night; bring them home and send your son-in-law over." Well, I went up to the plant in Glasgow, and it was producing a million gallons of grain whiskey a year. I didn't think that was much because some of our plants in the States would do 10 million gallons. And so I watched very carefully, and I said to the distiller, "I notice you're only distilling twice a week. Why is that?" He said, "It used to be law." I said, "Is it still the law?" "No." "No? You mean you can distill seven days a week?" "Yes, but my instructions were to do what was always done." So we began doing seven days a week and increased production from one million to three million six. It cost a dollar a gallon to make, and you can sell it for $5 a gallon. That's $10 million and we only paid $13 million for the company. So I was a big hero.

I butted heads with my father-in-law, and I finally started my own company in 1972. It was just me, my brother, and a secretary.

One of the things I'd learned was it's a lot of money for bricks and mortar; don't build a distillery until you have enough money to do it properly and enough production to put in it. So I began looking for something to import. I noticed a few bars selling Jägermeister. I was looking for anything that had a niche. And warm Jägermeister is terrible, but whatever it was, people of German descent like Jägermeister. There were a lot of Germans around the country. So I sent a telex to the president of Jägermeister in Germany and asked if he would see me.

We went to dinner. I said, "I'd like to have Jägermeister for the States." He said, "We already have commitments for most of the country, but we still have Maryland to Florida left." I said, "I'll take it." But the next year the importer from the East Coast didn't pay his bills on time. So I got Jägermeister, eventually, for every place except the West Coast. The president had never been to the U.S. but he flew to the West Coast and asked the importer there to take him to Disneyland. They got lost, so he figured he didn't know the territory. So I got the whole country in 1973.

We had no money for advertising, but we got a big break. The Baton Rouge newspaper said Jägermeister, to the drinker, is instant Valium. Well, there are no drugs in it, but sales went from 10 cases a month to 1,000. I made millions of copies of that story.

But the big thing I had, I came up with Jägerettes. I thought a pretty girl can always help you selling, and I noticed that one girl I had in California would go to 80 tables in a room and say, Open your mouth. She asked, Would you like a Jägermeister? And 80% of 'em said yes.

"It was hard getting that first Jägerette. They thought we were running a den of iniquity."

It was hard getting that first girl. They thought we were running a den of iniquity. Eventually they began to trust us, and we got two and three and 10. Now we have 900. And 300 Jägerdudes.

Grey Goose started because I figured that we were so popular with the bars and distributors were making a lot of money on us. I figured they'd go along if I came up with a vodka. The nice thing about vodka is you make it today, you sell it tomorrow; even Jägermeister is aged for a year. So you don't have to put your money into buildings and machines and warehouses. Just make it today, sell it tomorrow.

The big-selling high-priced vodka at the time was Absolut, which was $15 a bottle. I figured, let's make it very exclusive and sell it for $30 a bottle. I said, France has the best of everything. I asked a distiller there whether they could make a vodka. They said sure. The product manager and I tasted about 100 vodkas on my front porch here, and we agreed on one vodka as the best-tasting.

We submitted two bottles to the Beverage Testing Institute, and Grey Goose won as the best-tasting vodka in the world. So we took $3 million, which was going to be our total profit for a year, and we put it into advertising. We made big, beautiful ads that listed Grey Goose as the best-tasting vodka in the world, and we indoctrinated the distributors and 20,000 bartenders, and when somebody would come in and say, What's your best-tasting vodka, they said Grey Goose.

We gave away Grey Goose to any charity that wanted vodka at its bar. The people at charity events are the people who are our target audience. Sales started to zoom. In 2004 we sold 1.5 million cases.

A few years ago, a banker in Paris asked to see me. He said, "I think you're getting someplace with Grey Goose; a lot of distillers would like it." About a year ago he came to me and said, "I was just with the chair of the board of Bacardi. He says he would give you over $2 billion for Grey Goose." We went back and forth, and then the chairman said, "I'll give you two"--I can't give the actual figure, but it was a lot more than $2 billion.

I wanted to make sure that nobody in the company would quit. So we gave bonuses--if they were with us 10 years, we gave them a two-year bonus. It changed a lot of people's minds. Not one employee left.

First I bought two Maybachs. Two big Maybachs, not the little ones. In one of the Maybachs, if you sit in the back seat and press a button it extends like a bed. I bought a Bentley. Little toys. I gave $100 million to Brown. I wanted to be a billionaire. I'm 85 years old; I wanted to count the money while I was on this side of the ground.

End of Article.

Now the 10 Lessons:
1. You must be forward thinking. (glass strike)
2. You must act radically effective so it's near impossible to fail. (10 Year reward is 2 year bonus)
3. You must be observant to what works. (Jägerettes)
4. Know how much you're going to earn and spend it in advertising - up front (yes, I know this needs refinement)
5. Patience can start things (saving for 1,000)
6. Incomplete ventures can turn gold (Brown university)
7. Acknowledge your mortality (last sentence)
8. Enjoy your riches (2 maybachs, the SAME CAR I want)
9. A single positive free publicity can turn things around (valium)
10. Question inefficient tasks (2 x a week because of a law that doesn't exist)