The Game with Alex Hormozi - Day 2 From My $105M Book Launch | Ep 896

Episode Date: September 23, 2025

Welcome to The Game w/Alex Hormozi, hosted by entrepreneur, founder, investor, author, public speaker, and content creator Alex Hormozi. On this podcast you’ll hear how to get more customers, make more profit per customer, how to keep them longer, and the many failures and lessons Alex has learned and will learn on his path from $100M to $1B in net worth.Wanna scale your business? Click here.Follow Alex Hormozi’s Socials:LinkedIn | Instagram | Facebook | YouTube | Twitter | Acquisition

Welcome back to the game. Today is day two of the recordings from the live launch. And so this is day two. On this day was basically a recap that in the beginning. I'm not going to play that part. We're just going to skip straight to the second half of the day, which was all Promisey Hotline. So this was callers that were business owners calling in from all different industries and me using the frameworks that we talk about in the books and my content to help them decontrain their businesses and ultimately get to the next level or take the next step. And so if I could do one thing for anybody who's listening, which is you, if you could hear you, if you could hear you.

here the specific constraint that you're dealing with gets solved for somebody else, it's super likely that that solution might also work for you, or at least get you thinking about some version of that that's adjacent to it that could help you get to the next level. And so this is multiple hours of Q&A that I've taken live. They're super tight. I think it was a lot of fun. And so enjoy.

Of the launch. And so at midnight Pacific, which is 11 hours from now, all of the bonuses associated with voting. Donating more books will go away. And so based on all the things that you guys said, you guys enjoyed Hermosie Hotline, and so I'm going to be doing a lot of those trying to get as many of you guys on the phone, help anybody out. And beyond that, we're going to be doing some giveaways, just some free prizes, giving stuff away. And on top of that, I think I'm going to reading a couple of the chapters from the lost chapters.

So inside the Money Models book, I basically put the 15 most effective model mechanisms. that are in there, but I have others. And so I'll explore some of those guys with you. And I think, if you're seeing this correctly, there should be some milestones that we'll try and hit along the way to close this out as you ride into the sunset. And then I recruit back to, you know, Willy Wonka's factory and then the next two years trying to put something else really cool together for you guys. All right. So first up, we're talking to Heather, natural rev MD. All right. Let's get for a call. Let's see what Heather's up to, shall we? Hey Heather, what's going on?

Good. So you've got five minutes. Tell me what's the biggest, what can I help? Like, what's revenue right now? What's profit? How can I help? All right. Sounds good.

So I'm a physician by background. I'm going to a medical billing company started from scratch. I have $190,000 per month for gross. Okay. And then we're at 25% net profit. I do this on a somewhat semi-passive model, meaning I've got an executive team that runs day-to-day off. Okay. What's headcount?

The biggest things, say that again. What's headcount? So seven W-2s and then the rest are contractors that we have, so maybe 65 total. Okay, got it. All right. So what do you want to get to and what's holding you back? So leads are biggest issues. So I've not done, other than my podcast, which has been 100% what we've done for marketing.

If not the ads, I've not done really cold outreach, like nothing. podcast 100%. But leads are inconsistent. Like it's feast or famine. You know, it's, yeah. So it's, I don't know if I, you know, obviously I can continue to podcast and that's worked. Yeah.

I guess I show up on other people's podcasts, all the things. Yeah. But do I start another acquisition channel or do I just keep doing? How many podcasts are you doing? I've done 110. No, per week. Oh, one.

One. Okay. So an easy one is to combine outbound with your podcast and invite people who would be potential customers or whales onto your podcast. You'll have super high response and show rates and talk them about their business. Sorry? I do a little bit of that, but maybe I should be doing more. Well, yeah, if you're doing one a week, it's not a lot, right?

So, yeah, I'd be doing, like, can we do, like, one a day and say, well, there's a 5x. It's like, that's like, that's just that. Okay. All right. So it's like, I think about, like, least operational change possible that we already know doing something that actually works. So that's thing one. Beyond that, what's the, what's the avatar of who you're going after for medical

billing? Private practice facility, you know, really we want their collection to be, you know, greater than, you know, $150, 200K a month. And that's been the other problem is in the very beginning, right, small client, small fish. Yeah. That has improved where we've gotten bigger fish over the time. But yeah, getting the right avatar or getting the right client in the door. Yeah.

So I think conferences are going to be really good for you. Because I, so the way that I would set. this up is you go to the conferences, I would pay for the booth. If you can get on stage, even if you have to pay for it. And one of the benefits of this is that when you, I go, I try to get the first one as you turn right into whatever the area is, because 70% of people turn right. And so they're typically organizers price them all the same by size, but you'll get more ROI from on the right hand right by the door. Number one, number two, I would create some sort of giveaway for people to, like, win that you'll reveal on the second or third day of the event.

And then by doing that, you'll get, like, they basically have to give their contact information in order to enter the giveaway. And if you want, you can model the way I did it. Like, it's better than this and it's less than that. So it just gives a little bit of sandwich of value like, okay, it's better than an FD, less than a Bitcoin. It's better than, you know, better than a gift card, less than a Tesla. Like, I like to have some sort of sandwich of up and down value in terms of the giveaway. And so the whole time you're collecting leads. And if you want, Toronto talked about this yesterday.

but if you you can say, hey, I have a $25,000 speaking fee. Instead of the speaking fee, one of two things you can do. So one is, can I send one email to the list? That's an option. And then secondarily, you can, when you do your presentation, your slides or whatever, you can say, hey, if you want these slides, like Joe, like just give me your email and I'll send them to you. And then you can just basically ask two or three more questions and then it'll sort out

the traffic of the people from the audience who the most engaged. And so I think if lead flow is the number one issue, then that gives you two things. So one is you 5X your podcast and using Outbound to get more of the quote whales and that's going to be super targeted. And then from a speaking perspective, that's three different ways that you can monetize the conferences. So getting the list, survey closing from stage, and then also having a giveaway at your booth that's bigger and better than everyone else is. So you can collect leads up that way too. Awesome. Done.

I can do all of thought. Rock and roll, Heather. Enjoy. Appreciate it. All right. Thanks so much, Alex. Have birthday. All right.

Thank you. Bye. So as my birthday present to myself, I'm going to help as many business owners as I possibly can. All right. So that's the goal for the day. That's what we're doing. For those of you were hopping on, we're closing out the book donation drive.

I've got all these prizes and bonuses for anybody donates over 200 books. But they all disappear at Midnight Pacific. So if you're like, I don't know if I should, like, if you're one of those last minute people, this is now the last minute. Beyond that, though, I'm just calling people as they come through, and the 800, basically, people who donate the most books I'm trying to call as many of them as I possibly can. That's what we're doing right now. All right, so we got Dation Floria.

All right, let's see what Dation's up to. 80% margins. I wonder what this is. Dation, what is LIMS Plus? Well, it's an environmental test. platform for environmental testing lab. Okay. And thank you for doing it as a gift.

You bet, man. For the birthday. Come on. Okay. So 200. Well, thank you for donating books, which I super appreciate. All right. You got five minutes.

So let's rock and roll. So you have a testing platform. Got it. You're running 80% margins, which is super, super impressive. What's the issue right now? What are you trying to get to?

I try to make money. The only problem, Or the biggest problem I have right now is that I have this software platform. I'm targeting B2B labs, like their enterprise. They have like usually two to three people or maybe more that I have to talk with to get a deal done. Yeah, that's normal. Usually the deal size, the deal size is starts at 50K up front and then it can go to like 100K. Yeah.

And I go into an annual recurring revenue of 50K usually for the type of clients. Cool. Cool. Okay. The problem I have is that I don't have anybody in the pipeline, and I don't know how to get them in. You're like, I've got this great business. There's no one, no one's buying it. So is it $250K a month or $250K a year right now that you're at? A year. A year.

Okay, got it. So you're really not getting that many clients, if that's your price point. Okay. Understood. So what did you do to get these, what did you do to get these first clients? So first client was flock via call call. Okay. Then the second client was saying call call and the third one was.

Trade show. So I have three customers for now. Okay, heard. Okay. So you've got cold call, trade show. And what was the other one? Call as well. Okay. So how many cold calls did it take to get you the one deal? Well, it was a while ago, probably around 100, but it was luck. I mean, dude, that's how it works. You did, I mean, you're like, I did 100 and then one of them bought, it's luck. It's like, no, you did 100. Like, if you called one and one of them bought, that would be luck. If you tell 100 in one of them bought, that's just a process. So let me ask you this way.

So I've said this before, but it's super common for sub a million, which is that what feels like volatility is actually a symptom of insufficient volume. I mean, you're not doing enough, which is what makes it feel erratic. And so it's like you did 100 and you got one, and then you did other cold calls and you got the other, right? Yeah. Okay. So how many cold calls did it take you to get the second one? Probably around the same.

Okay. So that sounds lucky, though. The second one sounds lucky. The first 100, you get one. You know what I'm saying here? You made 200 calls. You got two customers. So the question then becomes,

what stops us from doing 10,000 calls? Would be that. You need leads. I'm not that good at call. Well, dude, you got one. Dude, one percent conversion on coal calls, by the way. Fine. Totally fine.

On a 50K, 100K price point? Totally fine. Do you think about it like this? you're making $500 a dial. Yeah. That's pretty good. For a dial, I don't know about you. If I want to go out to dinner tonight, I'll be like, okay, I'll make one dial.

There we go. I covered my dinner. Right? Of course, you have to think about it. Because you've gotten your head about this. Like, every time you make 100 calls, you get a deal. Then it's like, how do I need to game this for you so that you just make 100 calls every day? Okay, so we have 60 seconds.

So what's the thing that's holding you back from just saying like, yes, that makes sense? Well, that makes sense, but I don't know how to get myself leads. Okay. Right, then that's the leads list. Second problem is how do I position myself of what attraction offer can I create? So it makes sense for these guys. Well, for a bigger company, for what you have, a waived fee structure, which is the third fee structure that I talk about inside of the continuity section for money models, which is you have

a big upfront nut. You say, hey, it's $50,000 for me to do this whole. whole integration and then it's $5,000 a month, month to month, right? It's like, or if you want to commit, I'll waive the $50,000, but you've got to commit to the whole year. We'll do that because all their data is in our system. Right. Well, the thing is, but you're just, no, no, dude, I get it.

The way that a money model works from a positioning perspective is that you don't, like, whenever you give someone a choice, it doesn't mean that you're saying you actually give them the choice. You give the illusion of choice that then obviously. selects or waits for one of the selections. So you'll, basically, the question that you had is, how do I get more of these people to sign up? How do I make it more compelling for them?

Well, if they think that they're getting something that costs $50,000 to set up for free, they're far more likely to do it than just saying, well, I do that anyways. It's like, yeah, no shit, but the problem is that they don't know that. You know what I'm saying? Yeah, makes sense.

Okay, so I'll give you, let me... Is this going to add or something? No, I think, I actually don't, no, this is more for the mechanics of how you actually close when you get into the into the thing with them. But let's solve the original issue really quickly. We are over, so I'm going to just make this as fast I can, and they've got to get the next person, okay?

So number one is, I would say, list brokers. You can do that. Number two is you can scrape using software. Number three is that you can go to people who own groups or communities that, and there always are some. You just look. There's someone at school. There's some LinkedIn, there's Reddit, whatever.

There's definitely communities for these people. and then you want to pay the group owner to basically make an ad inside of the group. Those are three different places that you can look like right now to go get leads. Okay. Cool. Also, highly recommend flying out there

and saying, hey, you know, you find out that they're in California, you know, like in Los Angeles. You say, hey, it's so crazy. I'm actually in L.A. this week. I figured I'm happy to swing by while I'm in town. And if they say yes, then you just fly there. Okay?

That's how that works. Yeah. Rock and roll, man. Appreciate you. you. Thank you for not at any bookstation. Oh, thank you. I appreciate it.

All right, bye. All right. Next up, we got Shameen. All right, Shameen, here we go. Easy dwell. So I think this is, I'm guessing this is like a home,

like dwellings. Dwellings. That sounds, that sounds legit. Shamein? Hey, Hey, what's up, Alex? What's up, dude?

It's an honor. Oh, honor's mine, man. Did I say your name right? Shameen. Yeah, that's right. Okay, rock and roll. Okay, so you're doing $3 million top line. What is Easy Dwell?

Easy Dwell, we're out here to change the way people buy homes. Oh. We sell them in an LLC, like a business that owns the house instead of, like, traditional financing. Okay. Got it. So you're doing $3 million top line, $500,000 in profit. What's the constraint? And we have four and a half minutes left.

So what's the constraint right now? Right now, there's a team of about 20 of us. Okay. And so I'm getting into like the acquiring and training leaders. Our goal is to do 280 houses. So we've done in the last two years 46 acquisitions. We've sold 30 of those. But we're scaling up Dispo.

Dispo where we sell the properties is really how we, I think, can get our cack up on that. a bunch of stuff. I guess, I mean, I'm trying to get to 280 in a year so we can iterate quickly enough, you know, launching an investment fund of $18 million. Are you wholesaling? Yeah. No, not wholesaling. So we'll, it's like a fund and an operations company.

So we buy properties, sell properties, and we raise capital, but we've also like structured it on our own model. Dude, I'm, I'm so confused. What, like, walk me through how you make money. Okay. So, let's say you have like a 2% rate loan or your retired landlord, your seller financing. You're just doing like sub-chews, or they're transferring the mortgages. So sub-chus, you can run cash, but right now we're leveraging sub-tues because of capital constraints.

Right, yeah. Buy a property, average cost $25K. Okay. Pay the operations, $25K, holding, cost, marketing, et cetera. Average deal cost is $65K. Okay. We'll sell a property to a buyer average time on market right now about 90 days. We want to get that down to 45.

We'll collect 25K up front and then about $800 cash flow for the next 30 to 40 years. So we're not a 3 to 1. Yeah, yeah. But we're like 60% cash on cash at the fund level, at the total level. And then let's say we take that 25K, we do that twice. Now we can buy another deal so we can cycle those funds back in. So we're trying to build a compounding mission. machine with a lot of like stickiness.

So what do you need? You need what, $18 million? Well, we need to be able to acquire more properties. So you need capital to acquire more properties? No, the capital we have. Okay. Oh, so you just don't have enough deals? Yeah, not enough deal flow on acquisition right now.

Got it. Got it. What are you doing right now to get? It was sales. Now it's acquisitions. Okay, I heard. So what are you doing right now to get deals? Just wholesalers.

like wholesalers in state of Florida, Facebook groups, and we've been doing it for a year, so we know a lot of the people. Yeah, yeah. But we've had some team, there's a lack of, like, leadership over there right now, which I may need to kind of jump back into. Yeah. Okay, so what stops you from just like, basically, instead of buying from wholesalers, just learning how to wholesale?

We started out wholesaling. Okay. And it was, we were doing, we pull all the briefsail. foreclosures, we'd do, you know, cold calling. It was just, it became way more leverage to just go to the wholesalers who had already negotiated on those. Okay. Buy from them. So, so then all I, so if I'm you, I'd be thinking, what are the wholesale networks and associations that I can get into so that I can just say, like, I'm a guaranteed buyer for all of this stuff? Because it sounds like you have a pretty good, you know, return on capital, you're getting 60% cash on cash returns is phenomenal, right?

Yeah. So I'm just, basically, you can outspend if you have that kind of return, even if you've got 50% cash on cash, you could still, you know, you still be probably pretty happy. If it meant you could double the amount of deals you did, right? Yeah. So we've, part of the problem, like, we joined like some of those groups and we've, like, there's a site where all the wholesalers post their deals on Facebook and we've quite literally scraped like all of them.

It's almost a lead problem at that point. now we're shifting to look at portfolios. Like who owns 100 and property homes, who owns 200. I understand. Yeah. My thing is, is that you've only done 40, you did 40 deals in the last two years, something like that? Forty-eight, yeah.

Yeah. Yeah, I mean, you're not even close to tapping the wholesale market for the state of Florida. You know what I mean? You're not even close. There's no, like, you're not even close. It's like, not, you're like not even a blip on the radar. Like, I just want to break your belief around this. Like, you're not like, oh, I've, I'm in every single one of these, it's like,

dude, you're doing $3 million a year wholesaling. You're not, you're not even close. Like a single franchisee for some of the wholesale franchises that exist average $3 million a year per location. Right. A lot of that's cash, though, no? What? I'm not trying to protect my limiting belief here. Yeah.

No, no, you're not even close to it. Like, there's zero way, no chance. Not even in a million years. You're not even close. Okay. If you were like, I'm doing $200 million a year in Florida, I'd be like, okay, he's one of the bigger players. Like, you're not even close. Okay.

So let's just blow through that right now. I do think that you revisiting the idea of, like, if I'm you and I want the fastest way to grow this, I'm going to find the biggest wholesalers and see if I can bring them in-house because they're just giving you what they're giving you, not what they have. Right. They sell to other people. So it's like I want to bring, like, again, I like to control the whole funnel, right? I want to say, like, how do I go from click to close? How do it own the whole thing?

Because if I can be vertically integrated here and I can bring someone in or acquire, like you have the cash, If I can acquire a wholesaler who has a good amount of volume, then it's like I have a way better monetization vehicle than they do. And so then it's like I buy something into cash flows and then I just have another way to make even more on it. And so it's like that business works on its own. With mine, it just juices. And I love, that's the game. Those are the games I like to play. Yeah.

Right? Juicy games. Yes, juicy games. I got to call the next person, but hopefully is that like, first off, belief broke it. Like, you are not even close. Not even close. Yeah. Okay.

Yeah. And then number two, it's like, what would it take? And this is the question that I would ask them. What would it take to be your exclusive person to get all of the deals that you're doing? I would ask that. As like, if I had to make money tomorrow before even doing anything complex, I'd call every single person I had to deal with over the last year and say, what would it take? Okay.

Cool? And you've got the returns, man. If you go from 60% to 50 or 45, but all of a sudden you have exclusive pipeline and that triples your pipeline, then there you go. Yeah. All right. Thank you. Appreciate you, man.

Thanks for doing it, book. later. All right. All right. So anyone hopping on. I'm just calling all the people who donated the most books. So we have a bunch of 800 book donors. And so I'm calling them. And this is in spirit of the final countdown. I think we're at 10 hours and 10 hours and plus 10, 10, 10 40, a little less than 11 hours. And we're going, we're marching on. All of these bonuses disappear for anyone who donates to more books. All that stuff disappears in 10 and change hours. All right. So if you are a last minute person, this is the last minute. All right. Dang Du Wong. All right. Calm down. All right. Calm down, guys. Let's not get carried away. All right. Infinity medical consulting. Infinity medical consulting. Dang Duong. What's up, man? Hey, hey, Alex. Happy birthday. Thank you again for your time and helping us with our constraints. I really appreciate it.

You bet, man. Thank you for donating a ton of books. All right. So you got $5 million top line. You got $2 million in profit. Okay. What's the, what are we working with here? We've got medical consulting.

What's holding you back? Yeah, so essentially we are dealing in the space of chronic wounds. So we help folks who with chronic wounds close their wounds. So the largest constraint that we have is trying to hone down on our specific avatar in terms of the actual patients. Because the LTV is, once it's closed, it's closed, there's no more LTV afterwards. So we're trying to do Facebook ad leads

that actually constraints it to Medicare Part B. That's the specific insurance that we're able to accept to provide the service for the patient. Okay. But I don't know how to essentially filter out so we can have that specific avatar in terms of Medicare Part B. Okay, well, what is the application saying,

what does the ad copy say? So essentially, we are here to help with heart of evil wounds. I think it's very generic and we're trying to refine it. And then essentially we provide a PDF so that it's a lame and so folks can understand the wounds that they're having and seeing if they could help themselves during the times when they don't get treatments from services that does standard. But you make money for Medicare Plan B, right? Or that's what you just said, right? Yes.

Okay. But so you just want the people, like, not from my. a not from a humanitarian perspective, so I'm just purely talking business here. The point for you is that you want to get as many plan B people as possible, right? Exactly. Okay. So you're trying to get as many plan B. And right now, you're getting, you're doing Facebook ads and you're getting some people that are not plan B, right? Yeah. Okay. So before we even like fix that, I want to understand is it really a problem or is this a feature? So let me explain. Right now, how much is it costing you to get one of these people versus what you make on them?

So it's costing roughly on average about $15 per acquisition of a lead. All right. And so it is a range based on the wound size. So if it's a one by one centimeter, it's less of a payout than compared to if you have a big, checking thing, when it's 100 centimeters. So if we can refine the wound size and then the qualification, because the only payout that we receive is Medicare Part B. Yeah.

And so why there's so many different insurances, we can't take any of those. I'm getting, I totally hear where you're kind of. coming from. It costs you $15 a lead. Like we just, the way, the way that you have to grow this is like, you're making it sound special snowflicky to you. And I think that's why it's making it confusing. But fundamentally, it's just like, it cost me $15, 15 bucks a lead. One out of 10 leads is going to be a qualified person who's plan B and has a big enough wound, right? No, it was like, we just have to know this, this math. That's it. It costs me $15 a lead. I convert one out of 10 leads. So it costs me $150 to a car customer. Each customer is worth this on average,

though there's variability, this is what I make on average. So do you know those three, I know you know the lead costs, but what about the other two numbers? What percentage of the lease do you close and what the average deal size is? Yeah, it's pretty low. I mean, we've had five treatments out of the 1,000 leads. That sounds bad. Okay. Okay, how are you making sure?

Yeah, yeah. So the funnel right now is that they're just opting into a PDF, right? Yeah, yeah. Okay. And then a consultation call afterwards. So it automatically takes them to a consultation call or in the PDF it says if you have these things, then do a consultation call. So essentially once they provide their email, their name and phone number, they receive the PDF. And the next kind of landing page is book a consultation call for home care.

Okay, so you've got name. So I'm writing this on the board. So maybe if you're watching the last room, you can see it. All right. So you've got your opt-in thing for the PDF. Okay, cool. And then they put name, phone, and then email. email, right? Something like that.

Yep, yep. Email, whatever. And then if their stuff is qualified or everyone goes and sees the scheduler? Yeah, everyone goes to the schedule. And are you taking all these calls with all this trash? Yeah. Yeah, that's horrible. Me and one other, one other rep.

Yeah, yeah. Okay. And then you're just running lead ads, what, nationally? No, specific to the areas where we have providers that can provide the service. Okay, got it. be a city-state location. Heard. Okay. So, big picture here, I think, I'm going to bet that there's an ad copy issue. Like, how many people know that they have plan B or not?

The thing is, they're also not educated to know since they can, once they're 65 and older, they automatically have a Medicare Part B. Well, dude, then why don't you just advertise to everyone who's over 65 and older? I do, we do,

we do 65 and older, but they still tell. other insurance that they could kind of opt into. But if they... Yeah, yeah, but they all have plan B if they're over 65, right? So they do qualify to use your stuff. Yeah, so, but once they hit 65, they also have the option to choose other

more affordable Medicare medical insurance plans. So that's where the... So you're trying to find people who are not over 65? We are trying to find folks that are over 65. Even though they qualify, like automatically at S-S-S-S-D-5, they do have the option to get it more affordable options. I hear you. I hear you. I hear you.

I hear you. So let me, I want to help because I also want to make through the next, the donor. Okay. So big picture, right now, you're taking too many calls that are trashed. There's definitely diamonds in there. And so we have to add filters to the funnel. And so the filters that we have to add is the copy itself. Now, if you say they have no idea, then we're going to have to do.

What are the other things that they have in common? Now, to your point, you said everybody above 65 has this, but they have other stuff too. For me, that just sounds like a sales call. So if you know 100% of people over 65 have the thing, then to me, I'm like, well, then why would I focus on anyone else? Because then I'm just going to try and have the max hit rate knowing that every single person in the phone can do this thing, because now all I have left is, do you have a wound? And are you ready to say yes?

So if I'm you, my targeting is going to change to 65 plus. I would also make the messaging change on the opt-in page to just reinforce that. And then you have your, yeah, and then the application part, I would add in how big is the wound? And then that way you can score the leads. And even with that level of lead flow, maybe that's enough filtering. If it's not enough filtering and you're still getting trash, I would then start scoring them and only showing the scheduler to the people who have wound sizes above X. All right? That's the first thing that I would do and think through it.

All right. Appreciate you, dude. congrats on the business I appreciate you I mean dude you're doing two million profit five million top line

like you're I mean you're not suffering right now all right but if you're being inefficient then we have to add friction

that's fundamentally like if you're sifting through too much crap you gotta add friction yeah gotcha no I appreciate that you bet

awesome man talk soon thanks for donating books all right thank you of course absolutely all right

rock and roll we rocking and we rolling all right dude I'm I'm checking, checking boxes right now. Okay, Zach Rinders. So, Zach Rinders, R2 Studios architecture. This sounds interesting.

All right, so anybody who's tuning in, it's, I said, I'll say it again later. Okay, so Zach renders. I'm calling the people who donated $800. That's fast I can. That's what I'm doing. Just so you guys are curious, that's what I'm done. I'm doing five minutes apiece. This is Zach.

Zach, we've got five minutes on Hermosie Hotline, and I want to help you. with the business. So the timer has begun. You bet, dude. The timer has begun. Okay, so talk to me. What's, yeah, what are we looking at? Okay. So I'm actually in a client meeting. I'm stepping out right now. It's only five minutes. You can tell them that. Perfect. Okay. We own a local architecture firm. Okay. Got it. We niche down unintentionally, but it's worked to our favor. Fine. We only do assisted living facilities that are converting. So it's people that are taking. making a single family home with five or less bedrooms and converting it to an assisted living facility.

They need to get licensed architecture plans for the state. So that's where we came in. Our problem is everyone's really cheap. Well, we actually, we do 80 of those just off of referrals every year. Okay. So it's pretty solid where it just sustains itself by our service. Can I make a guess at what you need to do? because pattern recognition.

Nice. Like I promise you. Okay. So you're in a space that it's super price driven, right? Because you've got its construction. They're looking at cost, blah, blah, blah, blah. Right? Yep. Okay.

You have three vectors of winning. You have to pick one. Ideally, you can have more than one, but one is what I like to lead with. So you either got speed, you've got risk or you've got ease, right? And so in your business, time is money. If you can do things faster, right? There's also a risk component of like what kind of cost you're going to come down the road if you do it the wrong way or do it differently.

And then it's like, is there a way that we can throw some sort of verbiage or guarantees or some sort of like clawbacks that a customer can get where we say, listen, we'll put our skin in the game to make sure that we'll, you know, we'll be on time and on budget. So that you can build your thing faster so you can get faster returns on capital. Because I'm assuming these, like you quote sell to an investor or you sell to a GC. So they're all the, they're individual business owners. That's the hard part is we're going to small business owners. It's likely their first business, right? So they're cheap, too. Okay.

I mean, who are the best business owners that you deal with? People that don't question the price that understand the process. My favorite, right? Yeah, exactly. No, but it's not. Okay. So then what stops us from getting only those people are focusing almost exclusively? Like, can we get deal flow that has higher percentage of those people so we can command

the prices we want? Oh, I would love that. And part of it is I've tried to expand so that we give one faster speed, like you mentioned. So we get our plans back to you within a week. Yeah. So it's faster than most everyone. Yeah. And then we on the back end, no one understands the process.

So I've learned it really well. So that's where I come in and I can give them that guidance versus just someone that's giving them a commodity of just a single plan. Yeah. So that's where we've been able to get our price up some, but I need to get it up higher. So I'm wondering if you need stats, dude. I'm telling you right now, you need stats. So this is a logical sale, right?

This is not an emotional thing for most of these guys, I would imagine. This is a pure like dollars and cents thing. And so you need to line up and come in with that frame, which is like, listen, let's be clear here. You and I are both business people. You need to make this make sense. You know, it makes sense from a dollar and cent sample. They're going to say yes. It's like, cool.

So there's a concept called, you know, save a dollar today, cost you for tomorrow or pay two today and it saves you for tomorrow. Which one are you like, would you rather pay two and save four or pay one and have it cost you for? And they're like, well, obviously to save one. It's like, right, I like to establish that because if someone says, no, I'd rather just save as little as possible, then we all know that's not going to work for either of us, right? Okay, cool. So then it's like, this is where the stats come in. Like, I'd look at statistic.

I'd ask, you know, GPT, I'd be like, hey, find me all the stats of average unforeseen costs that can occur. And so then, now we took the frame of the fact that it's just going to be a logical sale. We're all dollars and cents here. But then the reality is now we go fear and certainty and doubt, right? So now it's like, well, these are the top four things that occur. This occurs in 22 percent of circumstances. This occurs in 15. This occurs in 38. And these are all the different things that can go wrong.

Right. And so what we've done is that we try to minimize this thing, which is going to cost you way more money than what I cost. And so now we're anchoring around all these way more expensive things. And then basically that's how we can basically nudge our way into a completely different price because we've changed the context around the conversation. Would you think about any way to get recurring revenue or would you just double down on this and try to get as many people as possible.

So the only way that I would see recurring revenue in your specific business is going to be people who do regular business, more so than like subscription, anything like that. It's more like, who are the nodes of referrals? Those are my quote, reoccurring more than recurring business. Like Coca-Cola, super amazing business, not recurring, but reoccurring. And so I put your hat on. So what you need to do is chunk up in terms of how you think through your business.

I'll give you an example. So when I had Allen, which is a software company, we had, you know, the first thing we did is we went to market for small business owners, right? And that sucked because they'd be like, oh, this is great. It works for our leads, but we don't have any leads. And I was like, oh, darn, I didn't think through that. And so then all of a sudden, the people who did really well, were the ones who were working with them generating leads and that our thing just did the lead flow. So then all of a sudden, I was like, okay, well, I'm going to go after agency owners and say, hey, we can improve the results of your services and decrease churn and increase, you know, like basically make more money, et cetera, using our software. And so all of a sudden, what happened is instead of having, you know, trying to go one'sy-to-sie after business owners, we just went after agency owners. And I knew that, let's say a chiropractor agency comes in, he only does chiropractors. He comes in and he pays, you know, he onwards his 50 clients at a time. And I was like, oh, that was fucking great. Right. And for you, it's like somebody might have a portfolio. But he onboards 50 clients. But then after that, I could rely on the fact that 10 of his people would churn every month. And then he would sign 10 more up every month. Right. And so he,

so our churn at the agency level was almost zero. Our churn at the SMB level, was whatever the churn of the agency was, which is not really our issue. And so when we redefined our business as, oh, we're actually in the agency servicing business, not in the SMB servicing business, that's when it really started stacking. And so translating this back to you, you said you've got these referrals that are coming in, right? Yeah, we typically get three to four referrals every week that we'll then try to book. Amazing. And so then I'll bet you you have a list, or hopefully you do, of all the top referers that refer you business, right? 100%.

Right. And so then the whole paradigm around this for me is how do I partner with the referral partners so that they can frame the conversation with their introduction to me in the way that maximizes the likelihood of a close and the framing around pricing that I want. That's how I approach this. And so your business, if I'm thinking through this, right, like if I'm you, my business is I'm really in those centers of influence, right? Those affiliate partners, those referral partners that you have. those are the quote customers. And so I want to see like, what's my sales guy for those guys to get them to consistently, you know, bring me more in and how can I acquire more of them? Because each one of them is a node that over the years, if I go from having a base of 20 guys who are affirming business to 200, that becomes reoccurring by nature rather than recurring.

Okay. But still stable. Do you have a suggestion on a referral bonus for those people? Are you allowed to do kickbacks legally? I think so. Okay, great. Well, if you're allowed to do kickbacks legally, there's three different affiliate structures that I like. You'll immediately, I'll say all three of them, and you'll know which one's right for you.

So version one is that you peel off some element of your particular service, a very small element, and then you allow them to sell it for whatever they want. They keep all the money, and then you deliver on that as step one of a multi-step process. That's V1. So an example of that is, hey, new business owner. gets an LLC set up. We'll do the LLC setup. You can charge whatever you want for that. Let's say they sell for $300. We do the LLC setup, but then we upsell tax and bookkeeping, right, from there. But they keep 100% of the upfront. That's option one. Option two is that they just straight up sell your thing, right? And then they get to keep whatever percentage,

right? You give them 10% or 20% or whatever number makes sense for you, for them to actually just legit, you know, cradle grave, all they got to do is just acquire the business and then just send it to you, then you deliver. That's the second, right? And then the third is more of a, more of a lead-gen version of this, right? Which is kind of what you're doing right now, it sounds like. And then you can quote, give them kickbacks later. And then they basically factor it in to how much they're, every three referrals I send, I get, you know, one sale or whatever. A lot of us come from consultants that are on the actual application. Dude, 100%. Then consult, like, you need to basically build out, like, think of this.

It's like, you need a customer journey for the consultants. Okay. Like, and then that's, yes, exactly. And then they're the ones who are going to consistently be sending you business month over, month over month. Okay. Got it? Yeah, thank you so much.

Dude, you bet. I know you got your guy. I went over five minutes, so I'm so sorry. But hopefully you're good. No worries. Thank you so much. I appreciate it. Dude, you bet.

Thanks for donating books. Yeah, absolutely. All right. Thank you, man. All right. You guys digging this? Is this cool? This is fun?

El signior chat. Alchatissimo? Yeah, you got extra value, Albert. Supris Farm. Love it. Okay, cool. Yeah, day three, I know. Well, it's really like hours. Geez, I'm going to lose the phone. Hours 10 and a half until close. All right, we're closing this thing down as a team.

We started together. We're ending together. All right. Starting is one. Finishing is one. All right, so that was, who was that? That was Mr. Rinder. So now we're going to go Trent Husky. Husky's paint and design.

All right. So we're going to talk paint and design. This will be fun. I know we're rocking and rolling. This is great by all three of his books. Awesome. All right. So that was... What's up? Trent. Trent, you're up, dude.

Hey, how's it going? Good, man. All right. So we got paint. We got five minutes. And let's rock and roll, man. So you got... Was it a $5 million top line? What did I see here? You got... Paint, paint, paint, paint, paint, baby. Okay, $5 million top line, $500,000 profit? Yes, sir. That's me. Yeah, that's me. All right. Rock. Rock. Rock. in roll, man. Okay. So what is the, like, what do you want and what's, what's holding you

back? Yeah, so I've been at this for seven years now. I've got 40 people on staff. Congrats. I don't get to the point. Thank you. So, um, my issue is I'm kind of at a fork in the road. I started off doing residential repaint. So that was my bread and butter. I did that for years. And then I actually went to one of your conferences and you guys talking about reoccurring revenue. You talking about LTV to KAC. Once I saw that, I went there to learn Facebook ads with my agenda. You taught me that completely pivoted. I was like, holy cow, I should go after GCs. Well, that was almost a year and a half ago now.

So now that I doubled in on GCs, it's like every time I land when it stacks, okay? But the downside to it is, is that the gross profit is less. But the advantage of it is that the LTV to Kack is insane. Through the roof. Yeah. So it's like, what do I do? Because my GP on repaints is 52, but I pay a salesman 7%, and it costs me another 5% in market, and that's 12%.

So when you wash it, it's, it's, it's, 40% GP to GP if you take away the cack. You see what I'm saying? So I've been doubling down on it. But then here's the next thing is that. So since I did that, I was like, okay, I'm going to go full force. I hired a, I hired a virtual assistant who, uh, who, uh, who just does my takeoffs. Yeah. So I could produce way more league, uh, I can bid way more jobs way faster. Yeah. This whole, this whole year, I have three salesmen selling repaints. They've, they've, they sold about 2.8 million. I'm already at 2.6 million by myself with a takeoff guy. system. And so I'm already doubling down on it, but I just won't, like, am I making the right

decision here? Because they are way harder to produce is the hard thing. Like, like most people get their ass kick in new construction, they go bankrupt. The AR is crazy. My average pay per time right now is 65 days, but it gets up to 90, 120. So it's very capital intensive. And it's a way harder business model to run. Do you think I'm making the right decision? Well, thank you for the context. So when you said you were getting 20 to 1, were you talking revenue or gross profit? Gross profit. Yeah. So you still make way more on the GPs.

So what do you mean by that? Will you explain to you? No, so you said you're going after these bigger deals because they're recurring, the GCs, the general contractors, right? Yes, sir. Yes. And the issue there is just that it's really just that the pay cycle is extended, so it just costs more cash for, basically you have to float cash for a period.

That's the biggest problem. Okay. So there's, so I'll give you like the simple, the simplest answer. are here and I'll tell you a story to illustrate this. So there's a company that I was looking at investing in and it was a couple years back and they were at like two million bucks a year and they had four million dollars in debt and it was just a mess and I ended up not doing the deal. And one of the big issues was that they had bad terms for payment as a physical product

business. And what they ended up doing is finding a manufacturer that gave them net 90 terms. So they basically fronted them the inventory and then give them 90 days to pay them back, which is amazing, right? It's literally the opposite situation that you're in. And the result of that is that within 18 months, it went to $5 million a month. Holy cow. Right.

And so my point here is that we could look at model, but I lean towards this, this is far more likely to be a financing solution. Like, we could do all sorts of crazy things, but realistically, you probably just find a 90-day rotating credit line at a bank and just show them what your financials are and what percentage of deals you collect on. Basically, you just have to show them diligence that you, when you say, hey, I've got this money coming in, it's just called ARR. financing. And so by doing that, you can accelerate the cash flow cycle and basically eliminate that. Obviously, you got to be responsible with it because you got to pay it back when you get it. But that capital tends to be very cheap because it's basically, you know, it's somewhat secured. Technically is not secured, but it's secured by your AR. So it's like a line of credit. It's exactly. Yes, exactly. And then that solves the cash flow

issues. Yeah, because that's my far the biggest issue. Like my AR routinely sits at $500,000, $600,000. It's crazy. Right. And so if you could pull that down, you could just like, okay, great, I have this here. And then that way, and usually those, those are around a percent a month that they'll hold. And so very easily, like, you can find a percent. You know what I mean? Just like you could raise the price by a percent and get it back.

That's genius. That's genius. Yeah, I don't want to mess with anything else. It sounds like the, what you found when you came here worked. So I'm happy about that. And now you have a 21 machine. Like, when I see a 21 machine, I don't want to miss with anything about it, dude. And so the only issue you have is a cash control.

version cycle issue and because you're in a space where financing exists for this problem, I'd just say like, let's just go pursue that. That's the first thing I would do. That is genius. Thank you so much. I'm telling you, because like whenever I was there, I had that epiphany. And like, you guys were passing around the mic and I was raising my hand. I was like, please you just tell me. I don't know if this is right. And I didn't get to ask. I was like, I'm just fucking going for it. Excuse my language. No, you're good, man. Well, I appreciate $800. And, you know, honestly, thank you so much for me and from the entrepreneurs that you donate books to. Happy birthday. Thank you so much. I really appreciate you.

You bet. Thanks, Red. All right. Bye. Okay. Now we're going. Is that cool? That's exciting, right? That's kind of fun. Yeah, this is like, honestly, guys, I can literally do this all day. Well, you will see. I really, I just like, I love business. It's like the only thing that I really enjoy. It's like the only thing I drive joy from.

So, yeah, I would do it for free. And here we are. And I'm doing it if you donate books. So Daniel Mueller. Next up, sounds German. All right, let's see what this. Heismuler. All right, let's see. It's four nine.

I'm guessing he's German, like actually German, not just like his ethnicity, but I think his country of origin. What's up? Are we in Germany? Yeah, we in Germany. I guessed it. I guessed it.

Okay, talk to me about the business. What's Heinsmuller? All right. We have five minutes, too. want to give you heads up. We have five minutes just to give you heads up. Okay, go for it. Thank you. I just started a business for a month ago and I, the first business, I had a little bit of, like, I grew too fast. Okay. And I had various issues. Okay. And so now I'm, I'm like wondering how you could, like, decide when to grow and like when to, when and what systems to grow first. Yeah. Yes. Really good question. So first off the bat, I don't know what went wrong when he said you grew too fast, but my guess is that you, so one of the sayings I have is that you can't really over-expand, but you can't under-talent, meaning the people that you brought in when you were growing too quickly were just insufficiently skilled. And as a result, things started breaking and falling through the cracks.

VAM last year. Yeah. I think the issue was we were identified as like I went over over over. of my skis. Yeah. Yeah. That's what you scratch. Yeah. Basically, you were spread too thin. And you can be spread too thin because you don't have enough support from good

enough teammates. And if I say anything you don't understand because I talk fast, just correct me. All right. Just, you know, hold me back. But right now, the speed of your, I'll talk a little, sorry. So the speed of your expansion should be correlated with the speed of your ability to acquire talent. So the speed of your ability to get good people into your business to hire them. And so the reason that it felt like you were overexpanding is because you had no help.

Okay. So if that's, if that was the situation, I would then look at my account. Basically, the follow-up question is, do you have the cash flow to pay somebody what's required to get the help you need to expand the business currently? Do you? Right now, I hired my first sales rep starting next month. Okay. And I'm doing 150K revenue like this month, and I have like 25K profit. Okay. It's a little low.

I don't know, like if it's a service business? Yeah. Like an HVAC company. Yeah. Yeah. Yeah. Yeah, heard. So I think that especially if you're a niche service like that, niche home service especially or commercial service, you probably, this is me just guessing, you're probably also a little mispriced. So I'll bet that you do need to raise your prices. Because if you're running 150 top line, 22,000 bottom line, you're running what, like 13% margins or something like that, right? Yeah, like 15.

Yeah. Right. And so for me, a home service business, especially if it's niche. Like for me, I would say 30 is going to be where I'm like my kind of like minimum target for just, I would say like if you were just just HVAC, right? But if you're like, I specialize in heating pumps specifically, I would expand that even further to like, you could, if run well, this business could run 50% plus margins. So. It's like a very competitive market in Germany because it's very like. No, I know.

I know. subsidized. Yes. Yeah, yeah. No, I hear you. But the, okay, so I'm just going to put a pause here for a second. I'll ask the original question again, which is, do you have the cash flow in order to hire the help? You said you're hiring a salesperson, right, that's coming in. Yes. So in order to make sure that you don't grow too fast, what you have to do is that when that new salesperson comes in, before saying, okay, now I'm going to hire the next person, we have to make sure that that salesperson becomes productive. So the speed of your expansion is going to be the speed of your ability to onboard and activate teammates.

So just like you activate a customer, like you say, okay, you know, they have to go through this journey and then they, you know, they get a good result. They're happy. Like you have that journey. We basically need to think through your expansion from the employee perspective of how do I activate the employees so they don't have to think about them as much. You go from training to managing. Once they're managed and they're consistently generating revenue for you, especially because

it's sales, right? Then at that point, I'd say, okay, now you can take your eye and then put it to the constraint of the business, but it sounds like acquisition was taking a lot of your time, and so you hired the salesperson, which said, you know, that's fine, that makes sense. I would look, do you give any discounts at all? Do you give discounts when you sell people? Yeah, or anything like that. But I don't know what to use it.

No, no, I don't want you to. I was going to say, if you don't want to raise your price, at least eliminate your discounts. Okay, no, because literally you're at 15% margins. And if you're giving, you know, let's call it 10% discounts or 15% discounts, you're having half your profit away. And so if you feel uncomfortable about raising the price, then what I would do is say eliminate discounts and then add speed or add risk-free. So it's like, okay, so if you buy it a day, we'll do it faster. If you buy it a day, I'll guarantee this. Rather

that if you buy a day, you can pay less. Does that make sense? That's what I would approach to try and get a little bit more premium on your pricing. Because, like, dude, your margins are so low that even 5, 10% jumps is like 60% increases in your actual take home. Well, everyone's always afraid of that. That's why no one does it. Again, you have to focus on, the thing is, is you only, you are afraid of raising prices because you believe that you sell a commodity. If you and someone else do what the prospect believes to be the same thing, then they will choose the lower one, for sure, no question there.

So the question is, how do we get them to not perceive them the same thing? Which is why the first chapter of the offers book is like, it's an apple and orange issue, right? You're selling a commodity. And so we have to get you to not sell a commodity, which means that we have to either add speed, you have to add ease, we have to make it more risk-free for them so that they say, okay, good fast and cheap, pick two. This guy is cheap and he's fast. But the thing is that it's not really cheap because you have to pay twice as much because I'm going to have to fix it. And it's going to cost you way more. And it's going to take you longer. So which one do you really want?

Right. So it's like you have to break the frame to reframe the conversation. Cool. And again, sometimes that frame even. Sorry, go ahead. And then I like hire for the next constraint and I only have the next person when the person I already hired is fully on board. Yes. All right. You nailed it. No, you bet. Thank you, man.

Good luck with the business. Congratulations. And you are in a niche, man. I bet, like, I'll bet you have the pricing power. I'm just telling you, man. All right. I got to jump to the next call. I appreciate you donating books, man.

Thank you so much. Thank you. All right. All right. Dude, I'm telling you guys, pricing, like, the biggest lever by far on your ability to generate. profit. It's like a three, I think PC said this two days ago, Patrick Campbell, he's one of the speakers at the launch. They did a huge meta analysis of this. It has a three or four X stronger

influence on profit than any other thing you can do, which is you could keep customers longer, which is amazing. You could get more customers. Also amazing. But the thing that's going to generate by far the most take-home increase, if you were to proportionally increase each of them, pricing is going to be way, way, way more. And so nailing pricing being willing to experiment and do that with different prospects that are coming in and try new pricing structures out. Again, many models is about monetization in general. But the bonuses, by the way, the entire profit system, which is the last column on the playbooks, which is the fast cash playbook, the pricing playbook, and the price raise playbook. Those three playbooks basically walk through the process of what does it

look like to actually raise prices. How do you do it without fancy analytics? And then there's 10 optimizations of just like, how do I position this in a way that changes how they perceive the price so that it allows me to charge 50% more? If you're like, well, both of these are apples, it's like, yeah, of course the customer is going to go for the cheaper apple. I would too, so would you. And so it's like, well, I need this to be a banana. And then say, okay, well, what do you really looking for? Do you need fruit? Or do you just need vitamin C? Because in fact, I can give you a vitamin C IV drip, right? And then it's 500 times the price. But because we're trying to figure out, do we have to sell a fruit or is it like a totally different way that we're trying

to solve the problem? All right. So that's how I'm thinking through. Next one up, we've got is Daniel. We've two Daniels in a row. What do you know? Daniel Lanares, D-L-E event group. Oh, events, fun. I know something about that. I know something about events. Run an event or two in my day. No, Raven, the playbooks won't be available later. They They end in 10 hours and then they're gone. The offer is gone forever. Yes, sir. Oh, thanks, dude.

I appreciate it. Thank you for donating 800 books. So talk to me about the event business. We got five minutes and I want to give you as much as I can. Totally, totally. So we do a luxury kind of unique blue ocean. We're trying to dominate this category. Okay.

For luxury wedding entertainment. It's not live bands. It's not a live DJ. It's this kind of combination group. Dude, I love that. The industry is starting to know. It's called a hybrid DJ band kind of concept. Now there's not high search volume, but when you do get exact match people searching for us,

a lot of times they are our right fit, and we are closing, you know, people in that kind of 10 to 30K price point range. Dude, I love it. Actually, you said the hybrid DJ whatever, that's like feature jargon. Like I, as somebody who, well, I'm not past, I'm not past wedding age, sorry, but like, but like when you said luxury. wedding, entertainment, that, I mean, I'm a luxury buyer, right? That struck a court. To be fair, though, the price sounded cheap for what I would imagine, because luxury, to me, denotes significantly

more expensive, just a side note. True, true. I mean, honestly, there's, you know, for the ultra 1%, we're the downsell to the ultra 1%. Yeah. Yeah. Yeah. So there's still headroom for us to send. Do you have 100K option? We don't. Okay. Can we do something right now? Like, right Now, add $100,000 option because if you're in the luxury space, you don't win on volume. You win on volume of dollars, right? Not volume of transactions. And so if you're doing all the work and the positioning of being luxury, then we have to capitalize on the sole benefit of luxury is that you can have super sky high prices.

And if done well, which I think you will, it's a veblen good, meaning the more you raise the price for the right buyer, the more they want it, not the less they want it. So in everybody finds us, they're like, man, your brand is like the five star four seasons. You're, my pre-conversion. Dude, I will bet you right now that you're like, this is, this is not a promise anyone who's watching or listening. But if I were to bet, I would bet that if you were to double or maybe even triple your prices, you will close at a higher percentage. Because 10 to 30K doesn't sound luxury to me, man. I wouldn't even believe it.

It's incongruent with the messaging. I mean, the luxury, people, they're, you know, they're, you know, 300K, 500K flowers. That's what I'm saying. Like, you're like, and so, I mean, if I'm you, right, my sales pitch, and do you have a VSL before you talk to these people?

I just made one. Okay, great. Pre-fall to our Zoom call. Yes, they now have a, here's our stuff. Are you running ads? Only Google ads, a 7X return on ad spend,

but we're not doing anything on social yet. Amazing. Is it a pure opt-in? Yep, request a quote. After they've dabbled on our site, pure opt-in. Okay, dude. So let me just, let me just, I'm going to cut through, like, let me just, let me love you. Okay.

So this is what, this is what I would, if I'm you, if I had to transport brains and like this, I have to take over the business tomorrow. The opt-in would not be request for code. That's like the lowest converting thing that you can do. All right. Instead, I would have it be a questionnaire about the wedding, right? So, and it make it seem like, it's like, oh, that way we can tell you the exact perfect type of, you know, entertainment experience for a luxury wedding that would

match you or a style wedding, blah, blah, blah, blah, blah, right? So they answer five, six, seven questions, whatever. Then on the thank you page, they either, if they have a budget that's high enough, they get shifted straight to the calendar where they can have the call, or if they're not, then you just send them to a PDF or something like that, right? So if they are qualified, they go to the call. Okay, now, if at that point you have the booking, then you nurture them by sending them the VSL before the call, and then you put a secret word in there that says, hey, would you rather us watch it together?

Would you rather watch it on your own? All right. Everybody's going to say, I'd rather watch it on my own, which is great, but now they committed to watching it, which is the point. And if for some reason they forget to watch it, then you've already set the seed so that you're like, oh, do you get a chance to watch the thing? Which, if you put a secret word inside of it, saying, hey, by the way, just so we're prepared, tell us the head count of your wedding. Just text the person who texted you do this back. And so you should get numbers that are like 50, 195, whatever.

But then that way you know they actually watched it, right? And so then when you hop on the call, you reconfirm they watched it. And then the first however many minutes, if they didn't, you say, hey, no worries. I'm going to grab a coffee, go watch this video, and then you'll pick back up, right? just as an easy way to make sure that every single person is pre-framed properly for the call. Now, the contents of that VSL, I know you already filmed it, but the content of the VSL, the way I would think about it would be how, basically, I want to break frame here. It's like, okay, so what do you think people remember the most about the wedding? Right. And again, I would look at statistics. I'd look at surveys. I would do whatever I could to try and have, like, the thing that people remember the most is this.

The thing that people spend the most on is this. And so no one remembers where they had chicken or steak. No one. But what they do remember is how good of a time it was. That's where memories are made. And so we should be spending our money in proportion to the memorability or basically the memory contribution of size of each dollar. Right?

And so this would be the frame that I would enter the conversation with. And so if they're spending $500,000 on flowers, no one remembers the flowers. everyone remember what the entertainment was. That's really good, man. That's the frame. And then you can start selling 100,000, 150,000. Dude, your luxury. Like, we're luxury.

Let's go looks, right? Let's feel it. And just continue to be messaging-wise, you know, more and more unique as we do it. Yes. And so I would, again, I mean, I said put 100K offer up there, but like 100K, K I think is probably where you is going to become your bread and butter, just being real. Like, you need a $250,000. Like, dude, if you're luxury, luxury weddings,

you've got a bridezilla and dad's paying and he's a hedge fund manager, he doesn't give a fuck. Damn, mind-blown, brother. Yeah, as a luxury consumer, like, let me tell you, they will spend. They just want the best. And right now your price is actually, I honestly think are hurting you. 10K for a wedding is like the napkins. We get so many people that don't flinch, right?

Right. What's your close rate? Yeah, what's your closure right now? Close rate, you know, we meet with 10. We probably close, I think, like, 20% out of it. It's so, like, about 20% close rate of booked calls. Yeah, yeah. Of book calls.

Okay. Of booked calls. Well, how many of those would you say you cancel because they're just not qualified? They cancel themselves. Okay. Our automation shows them our pricing in advance. Yeah, yeah. They'll set up a meeting and then they'll cancel it.

It's like, oh, shit. Yeah, that's the thing. So what I started with, like, that's where we have the question flow rather than, you know, request an invoice. It's like, no, like take our perfect entertainment quiz, perfect match to entertainment quiz. They go through it and then it automatically sorts them so they don't even see your calendar. You don't have to waste your time with it, right? Filter them out. Yes.

Yes. Yes. What percentage of the calls that you take to you close, not of called, not of scheduled? Do we take that our actually, like, do you mean our show up rate? Yeah, well, yeah, showed calls that you make an offer to. Of the offered people, what percentage close? Of the offered people, what percentage close? Probably 25%.

Oh, so the vast majority don't cancel their call. They don't. We get a 90% show of the people that, you know, that, you know, get on our calendar. So the way that I framed it is what that needs to be reflected in that BSL. It needs to be reinforced at the beginning of the call. You should be anchoring around $250,000, $500,000 expenses so that when you say your price, it'll seem like way better. And I think that you start with the 100K

and you really do like go for the 100K. And if you want, so obviously you just got a bunch of books, but the anchor upsell, which is the in the upsell attraction mechanisms, the way to really, really juice it if you want to get nasty with it is that you present the 100K offer.

All right, that's now your new offer. Okay, just I know I want you to like wrap your head around that. 100K is the offer, but your core offer right now, which is your 30, right? Let's make it 35, because that's the same thing anyways. So make it 35, but what you're going to do is you're going to look at the 100K, and you're going to say, of these things, what one thing is just really specific

that most people don't particularly need, except for somebody who's a super baller, but everyone else is really happy with nine out of these 10 things. And so what you do is you have the 100K thing, and then some people just say, yeah, I want the best thing. They don't even care anything. They just say yes at 100. If they say no, then you say, oh, you know what?

Well, do you care a lot about where the DJ was born? I'm just giving it a stupid example. But they're like, oh, no, I don't care about where the DJ was born. And you're like, oh, well, we have this other thing that's $35,000. Because somebody really care about that. But if you don't care about that, then this is $35. And it gets a lot of things that you want it. And they're like, oh, yeah.

Because when you do an anchor upsell properly, right, the first thing is like you want to get the whales and you've got to commit to it. You can't just like toss it up and then be like, oh, you don't want that. And then start selling the other thing. You have to truly sell 100K. You've got to commit. And they have to really consider it. Otherwise, anchors don't work.

If they really consider it, then they're already starting to justify why it would be worth $100,000. And then when you just say, cool, well, this thing's 90% similar and it's one-third the price, then they're like, oh, done. Yeah, yeah, yeah, yeah. And so now all of a sudden, everybody's buying your most expensive one, your current most expensive one, and maybe 10% or 20% buy your 100K. And if I'm right, 30% are buying your 100K. And just by doing that, we doubled LCV.

brother i know you spend some extra time with me man you're good i want to help happy birthday man congrats with everything well i appreciate you if i make you more money you donate more books you help more people we save the world everybody's happy yeah brother thank you so much you bet bad all right all right that was fun right i know that was uh more than uh oh we got we got oh we hit a we hit a milestone okay uh 3.28 so we just hit a milestone oh july oh july i just hit a milestone oh jes Geez, all right, let's rock and roll. Sweet. Okay, so I got a call.

Okay, so who am I, who do I, who's hooking me up with a number? Ed, are you sending me numbers? We'll do it in a second. Okay, I'll call one more and then we're calling single book buyers. All right. Hold on. So I'm going to call it 800 buyer who's coming in. All right, Ed text me another 800 buyer.

All right. Hamza Solomon. Okay. So you just, you got 800 books. And so I'm going to help you make more money. Not a promise, of course. Your results will vary. Results are not typical.

Hamsah. We got five minutes, brother. Talk to me. You're the dentalist. You're doing $9 million top line. $3 million in profit, right? That's right. All right.

$9 million, $3 million. Bottom. Okay. That's correct. So, I just like you have a good at you. Congratulations in the biggest and wildest book launch the world. Everything. I took the advice to give him that year in Vegas.

We were doing around, I think, a million and a half. And then the advice it gave me was just to do more, more, more of the same. And we ended up here at 9.4. So you went from 1.5 million to 9.4 million from some advice. That sounds like it was a good return. I remember what you said to me to. more ads, spend more time in the day doing ads, get more creative.

Yeah, yeah, yeah, yeah, I remember, I remember, I remember. Yeah, yeah. So that's, anyway, so ever since then, I've been watching every single moment, every little piece I could get from you. But this moment here now is where I want to understand exactly how do we take it to the next level. Okay.

Or how do we dominate the UK dental market? Because we're hungry, we're all locked in, in the team, everyone motivates, you didn't have got good momentum. It's going to come down to stick. I'm going to tell you right now. It's going to come down to stick. Okay.

You figured out the first part, which is why you just 7x or whatever the number is, 6xed, right? You 6x in a year following the do more advice. And you still need to keep doing that volume. I want to be clear. But the thing is that really tremendously large businesses, get really, really big. 95% of the time because of one thing,

which is that they have, well, not 95. 100% of the time they have one thing, which is a compounding vehicle. So they have something that compounds onto itself. And so virality, for example, is compounding. Right. And so brand itself is a compounding vehicle, media, because people tell other people who tell other people,

and then that's how a brand compounds. So that's one way. Now, given the nature of your business, you're not going to have a viral, I don't think, right? I don't think you're going to be like the, I'll just leave it there. No. The main, yeah, again, your B2B, a high ticket service.

Like, that's not your game. But the key is going to be, how do we make sure that dentists never leave? That is now your mission. if you did whatever $9 million in sales this year because you were at one and a half last year right so you pretty much done almost all that growth this year right so the key is if over the next five years you did no more acquisition but every year you do $10 million a year in sales right it's just that next year you're at 20 and then

the year after that you're at 30 and the year after that you're at 40 and your margin is disproportionately growing because you don't have a huge amount of of OPEX that that's That's the game we need to get to now. That's your next level. But how do you do that, Alex? Because right now I'm getting, I can see the pressure on the sales team. Yeah.

I can see that there's the kind of not listening away as well. It's hard to, I guess, manage the sales team when there's more ad spend. I want to spend more. I want to spend more. Well, I don't think the answer is spend more right now. The answer was spend more when you came. That was the answer. Right now, the answer is not spend more.

The answer right now is you have to keep. You have to keep the people you're selling. You have to keep delivering on them. You have to keep them happy. You have to reduce churn. Alex, at what point do I know that it's assigned now to move into a different location and then aggressively scale locations and as a dental group? That's also something on my mind which I don't want to ask.

Wait, is this out of four walls right now that you got the nine million? Yeah. Oh, badass. No, okay. Yeah, we've got one more room. Okay, heard, heard, heard, no. No, I think you're actually, now that I understand that last piece, yeah, you're ready to open a second location using the same model. You're good. I'm glad we got there. So, so we still, we have, we have 55 seconds to spare, but that's, yeah, sorry, I, I misunderstood. Yes, 100% four walls. You need to add another four walls. I'd go across town so that you don't, you have as little crossover as possible with the ads. And the thing that you have to be careful of is backfilling. The, the talent who's required to, you know, pop off that next one.

And with the sales team, just in advice there, Alex, like how do I get a solid sales team here to handle inquiries and make sure no show rate doesn't go through the route? Because that's what I'm...

Well, did you just got... So follow the lead nurture, the lead nurture playbook that's coming in the mail, right? Like, literally follow that to a T, number one, before you do of anything. That's number one. And then from a closing perspective,

one of the key parts, And this is for everyone who's watching too, is that the more I've studied sales, I feel like it's like the midwit meme. I don't know if you've seen that. It's like, you know, really, you know, just ask more times and, you know, don't bother them. And then at the end, you know, then there's all these like tone and pacing and blah, blah, blah. And then at the end, it's just like just ask more times and don't bother people. That's really what it comes down to.

And so basically we need to have a very straightforward script that anybody can learn. And so it's how can we decrease the complexity of the sale, remove as many variables as possible so that there's, so it's easier to onboard and train reps and grade them. Because the more complexity is, the longer takes to train them, the longer takes to onboard them, than the harder it is to basically manage their performance. When it's like, you have five questions to ask and you ask them in this way, and you ask them in this order, it makes it significantly easier for somebody who's not as skilled to still succeed. And that makes a better business model rather than have a business that requires exceptional salespeople to succeed. Okay. But in terms of how do you find salespeople,

like, it's the same for every business. You're going to have to recruit hard. And you to think about your acquisition channel for getting salespeople the same as you think about your acquisition channel for getting customers same concept you're going to advertise you're going to have an offer you're going to work the leads you're going to interview just like a sale same same it's just that that is now becoming the constraint of the business is that you need more salespeople so that you can open the next location which then can you know double the business or whatever okay I got a I got a yeah follow So the best ethical bribes that you've had.

TikTok. TikTok what? Lately just walked in. Now, I think that it's more that you want to demonstrate that you've done some level of personalization for the prospect that makes them want to get that value. So it's less about bribing them, like the term itself. It's more like, what does someone like that really want? It might be something that gets them out of pain or something that absolutely guarantees that this is going to actually solve it for them. But we want to show that.

Okay. I appreciate you. Congratulations on your six-ax this year. Thank you. Thank you. All right, you bet. All right, you bet. All right, we have the great, the great Layla.

The one, the myth, the legend, legend, actually legend is way better. The legendary Layla. The legendary Layla is in the house. And so we're doing, so we're doing, this is our special edition because we just hit. No, we're just going to call single book buyers. That's one, yeah, all right, that's the, that's the, we just hit the milestone. Okay. So we're calling single book buyers.

Okay, so do we have, am I getting, am I getting some? Yeah, so they're texted to you. Oh, there we go. Okay, great. So Brandon Spry, you're watching. We're calling. We'll see, Brandon. You just bought a book.

And so that was, we hit this milestone. And so we're, uh, we're going. Brandon, we're on the live. Hi, Brandon. You bought a book. You donated a book. Thank you. Oh, my God.

We appreciate you. Yeah. Oh, my God. I was just watching the live. Did you stop watching? seconds ago. Seconds ago? Oh, I lost you.

I lost you on the dentist. That's what did it. Yeah. That's just, well, you want proof. You just wanted to ask them to open a new location. Yeah.

Yeah, there you go. No, I love it. Oh, my gosh. Well, really great to meet you, man.

Well, appreciate it. How can we help? We got, we got a minute to it. Let's do it. How can we help? Yeah,

let's do it. So I'm a closer. I'm going to bore you with that, but I'm really trying to help. I work for an offer right now. And they're showing, rate is terrible and really great as long as the best offer I've ever worked for um well you haven't worked for us so dude you know I just had a group reach out to me as like hey I'm just looking for a

closer and I was like I don't really trust you like they do it themselves right um that's actually correct yeah yeah you know how it is yeah I do this offer is great they scale plumbers and they're so good and I just have so much conviction for their offer Yeah. And our close rate is great, but I mean, you obviously have closed way more than me, and you know that if the close rate is too high, there's a problem. Yeah. And part of that is our close, or excuse me, our show rate is 20%.

And our close rate is insane. So, you know, we get three calls a week and we'll close two out of three. We'll get five calls a week. We'll close three out of five or four to five. Yeah. You mean that actually pick up is that we were saying not scheduled? Yes, exactly. Yeah, a couple things.

There's a lot talked on it and I'm an amateur. No, you're good, dude. I'm excited if you know how to close. You're good. So there's probably a handful of issues that are actually happening prior to. So like sometimes it's an uphill battle. Like if you're like, dude, I'm calling the lead immediately. I'm, you know, I'm calling them 10 times, you know, within the first three days and I'm calling

them twice in the first five minutes. Like you're doing all like the fundamentals, like the basics, right? If you're doing that stuff and you're still not seeing increases in in show rates, then it's usually things that are happened prior to the scheduling. Okay. So that means... Exactly. Right.

So basically there's not, there's insufficient friction likely in the funnel. And so as a result, it basically, if you remove too much friction, then what it's happening is that like it's so easy to book a call that you actually have fewer total shows. And so your metrics, like, it's kind of getting into the vanity metric scheme of like, look, we got 100 call scheduled. It's like, dude, it doesn't matter. Like, we only care who shows, right? And so being willing to say, well, we doubled our cost per booking, but our show rate,

because you're at 20%, it's like our show rate, we're in, from 20 to 60. So we tripled our show rate, but we doubled our cost, which is still a 50% increase, right? Yeah, okay. So I would look at the application. Number one, I would also look at,

like, so is it, is it just straight to booking? Or how's the, I don't, I can't see the funnel, but like, is that the, like, how's it working? No, I can see. I mean, the funnel has changed too much in the last couple months.

So at the exact moment, the funnel is for, like, an offer or promotion we're running. And then it's also just like, pay if you want to scale up, book a call. And then it's very basic info, you know, name, email, how many people are working your company, what's your revenue? And then it just goes straight to, hey, no, don't miss your call. And it's basically a 10 second video of the owner going,

hey, this is just change a life. Oh, that's the VSL? Yeah, basically. No, no, no. No, you need like a five or seven minute VsL. So the proof checklist, which is tell your owner to go by that, but donate some books by the end of the day. But the proof check will basically help you script out the VSL because you have to,

right now, like the symptoms you're expressing are things that are, I mean, all of this is in the sales system. So you've got the lead nurture process and you've got the proof checklist. Both of those things are the things that are missing, which is why you're having so few show rates, or the show rate so low. The fact that your closing is great, but I would bet you that if you put in that basically more proof on the funnel and the VSL itself, which typically the way it's going to be, is going to have proof promise plan right at the beginning of the VSL.

So like, you know, how do you know we're good? Sorry, what's the promise? What's the plan of how we're going to help you do it? And then what's proof that I know that you're legit? And then we walk through the four-step belief breaking, which is like, okay, what are the four things that people, you know, struggle with or like why they object, right? So it's like belief one, two, three, four.

And then we order this and you'll be able to watch this live stream later. So I'll just talk fast. So it's what they believe, why they're, they're wrong, what's right, and then proof. All right, and then that stack of that four steps, you do four times, so it's basically 16 pieces to that VSL, and then you see TA at the end, whichever, whatever the next step is,

which is like, hey, text us back, you know, this thing. And then when that person texts you, right, then what we wanna do is personalize the roadmap that we're gonna show them so that they're like, oh, they actually did some work for me ahead of time, right? It's just like, I mean, just like plumbing, it's like, oh, we actually, you know,

I pulled up Google Maps and it looks like, you know, your home was built in 1971, They were usually using these types of pipes at that point. And so I'm going to bring the stuff that's actually going to be able to fix this. I'm able to do this even faster for you. They're like, oh, wow, that was impressive. So like now the question of you not showing up, or like, I'm using a home services example, but like the question like vanishes, right?

So like, oh, wow, they like really understand my business. And so I would, if I were you, the salesman, we have to install those two playbooks. But in addition to that, I would, if I'm you, I would basically do little mini AI research, Zapier or make.com automation, whatever, to get a, full breakdown of that business the reviews they have what people say you know some of the employees at the business like like imagine like hey so I know Tom and you know Gerald work for you do any issues with they're like holy shit like it's like you want to blow them away but with automation and AI now you like you can do that really really well all right I got to call the next

person okay my guy I got that helps for calling all right man nice to meet you too appreciate you yeah yeah sure all right all right tick to tick time I know I get I get all these buyers Yeah, my bad. I have some special numbers that I've been given as well. You want to, or do you want to tell me what it is? Come on, Ed, I need that special number.

I'll call Santiago first. All right, call this special number. Okay, Santiago Wertha. What if we prank call them instead? I don't even know what that means. Like, wouldn't it be funny to be prank called by yourself? What?

Yeah. You didn't do that in like high school? No, I didn't. I didn't. So lame. Your call has been for it to voice mail. Tough one, Santiago. Why don't you leave a voice memo?

I want to go on now. That's so rude. He doesn't know. Leave a voicemail. The opportunity of a lifetime. She passed him by. Okay, well, I'll leave a voice mail. Hello.

Nathan? Yeah. What's up, dude? You're on Hermosia Hotline. What's up? How's it going? It's going good. All right.

Rock and roll. We have like two minutes because I'm calling people who bought books. So we're doing it right now. How can we help? Censor cable platform. Enhance that involved all your other books. and yeah, just try to sell some stuff.

60 seconds to ask a question, Nathan. Yeah. That's it. Well, I mean, I can just say thank you. Well, I'm a huge fan of yours for putting in the work, man. Chopin Wood. Yeah, we appreciate you. Thanks for supporting and buying a book.

Yeah. You bet, man. All right. Well, hey, have a good Monday. Thanks. All right, later. All right, bye. I was like wave at the phone.

Oh, that's my own thing. That's, you old man. Do you want to, old man, mozy? Okay, do you have a special number? I'm waiting on a couple of them. All right, we'll go Alex. Alex. Oh, there's not enough room in this live stream

for more than one of us. Not enough room in this live stream. Do not hang up. Oh, you want to leave that, okay. Layla's gonna prank call. Can you imagine this? Dude, do you guys remember when you was like hot or not?

You remember that? Dude, what did you do growing up? I went to, to be fair, I went to all guys school. So like, hot or not was not really a thing. Alex Miller with once You're shooting a text And I'll wait back to you As you as soon as possible

Tough Tough Alex But this is Layla and Alex Hermosey What's up? Saying hi Hermosey hotline But you missed the call

So I said We have to leave you a voicemail I feel like this is It's worse than not getting a call Like I feel like getting a voicemail It's like It's worse than just not getting a call

I don't think so God it's terrifying Well Alex Thank you for grabbing a book And we wish you All of the Fortune that comes from everything in its context. Thanks for supporting.

Yeah, appreciate you. All right. Okay. How awkward was that? I don't think that was that awkward. I don't think that was awkward at all. I thought that was friendly. All right, do we have another one?

I don't know. It's taking this number so long. All right, fine. All right, well, I'm going to call the next one. Okay. I'm going to call this one. Yeah. All right.

We don't even know who it is. Carlos. Hi, this is Carlos Rodriguez. Please leave your name in that. Wow. What should we say? Leave him something inspiring. Something inspiring.

Leave no doubt. You one of zero. This was for Mosey Hotline and we missed you because you just grabbed the book and you're probably on the live stream and I don't know you missed it. But we love you and we appreciate you supporting. You love him? Well, I was like, calm down. Jeez. Jake.

Come on. Get out of here. No, no, no one second. Sorry. What? Dude, saved by the bell. My finger was hovering over the hang up. All right, dude, how can we help, man?

Okay, so who went and why? I'm a Carlos Rodriguez, Danvers D.S.D. research student. What do we do? I make medicine, so I'm working on creating new treatments for leukemia, trying to get rid of chemotherapy and radiation to help treat people with blood cancer. The problem that I'm having is that we're having a hard time getting funding, right? Recent budget cuts, a lot of funding is doing. I'm saying it's getting harder for people to get funding.

Sure. We just recently submitted one thing, which I think that's a pretty hot probability of getting us to know. 100K, 200K over the next year or two, which isn't really enough to cover the three staff that we have. Okay. So I'm looking to you seeing if we can come up with more creative ways of getting this research funded because we have some really exciting results that we can do bone marrow transplant without radiation in ice. but we How much you need, dude?

We need money. How much? I'm thinking $2 million would get us to the finish line in monkey studies, you know, by the end of this year, possibly in middle of next year. Got it. So how big is the average grants? Like how many, do you just normally get one grant or multiple grants? We never apply to, you know, three or four grants.

On the high end, they can be $10 million. You get that, you know, once every decade or, you know, the more sustainable version. is one grant every, every year or two. And that keeps a lab running and helps pay for the staff. Yeah. So my thinking process is that this is, I mean, believe it or not, this works the exact same way as like closing a deal. You know what I mean? And so I think to me, I would hear this and I don't know lately you can jump in, but like, insufficient volume of like, okay, we're applying to three or four.

It's like, how do we apply to like 300? Like, I try to solve that question. Like, what would it take to guarantee that this doesn't fail? and I just, I do that. Okay. I know that sounds incredibly violent, but hopefully this launch was like a little example that I try to walk that talk. Like, I just like, I just like, how can we max maximize the likelihood of success? Right.

There's only so much that you can write or rewrite yourself. Yeah. There's all these AI detection tools. So you have this body work that you've written. Yeah. I want to use AI to say, hey, take some of the points that I've already written and help adapted to this thing. But then you don't want it to get flagged by, I don't know, an AI checker on the other side. Okay.

But, I mean, you say you only applied to three or four. Like, could you do like 30 or 40? Because the alternative is that you lose the research, right? Well, the alternatives you lose the research, right? Is that it stops. Right. So to me, it's like life or death. Right.

It's existential. Right. So to me, it's like, all right, well, then like, again, what would it take? Yeah, like, yeah, we pull out all the stops. If it's like this or die, then. It's this. Right. Well, I guess we don't, we have maybe a year, a funding left, maybe less.

So, yeah, it's due or die now. Right. I guess shifting everybody's focus from the research that we do. You know, we have a body of research and results. But it's going to go to waste unless you get the grant. It's going to go to waste unless you get the grant. So, like, the constraint of the system is cash flow, and the way to solve that is through volume of outreach in order to, volume of applications, literally to get grants. Are there other perhaps?

creative strategies, I don't know, crowdsourcing, funding for research that they're able to There totally is. I would just say what's the like I always operate from find the highest likelihood path and then make it unreasonable that we wouldn't succeed by doing so much volume on the highest likelihood path. And so if you already know how to do grants and you've done multiple of them in order to get grant money, then I would say, well, if we 10x the amount of volume, the likelihood that we, you know, are successful. So let me ask this differently. If you were to do 30 grant applications, what do you think the likelihood, if all 30 were good, that you'd get the funding you need?

I'd say pretty good. All right. Well, to me, it's like, I don't even have another question. Like, to me, it's like... It's just the time it would take to... Yeah. The time it would take to figure out a different strategy, it's just the same as a business. It's like, all right, we want to figure out a new funnel right now.

It's like, no, we want to just see ruthlessly pursue making the old one work. Okay. That's it, man. It's just ruthless point. We've got to try it a little bit harder. Well, if it's like, oh, the team, it's like, well, we can't stop the research. It's like, well, the research is going to stop no matter what unless this gets solved. Right.

So like, that's that. But all right, dude. I appreciate you. Thank you for grabbing a book. Yeah, and also just to respect what you're doing. Yeah, respect what you're doing. It's really great. It's saving lives.

All right. All right. All right. Wow, so discreet. All right. So, all right, Santiago. Santiago Ramirez. I know.

Tyler Mars, that's the, just popped up. All right, Tyler Mars, it's you. You're up. I'm sorry. Oh, that's calling restrictions. Phil. All right, I got one. All right, I got one.

I got one. Okay. These are hot, hot dials. The weather is hot. What? I just decided to call. Oh, well, there you go. Now you got one.

There's no overhead mic. You're good. or overhead um Cameron Cameron What's up man How do you Who do you

How do you know who this is? Oh I'd say we've known each other since We were probably three or four Cameron what's up dude What's up man? How can do it? Hey Cameron What's up man

You ass Okay So Well your honor Rosie hotline How's the physical Well how's your new baby man You got you got

drink oh good yeah good yeah he's she's doing great man having two girls is is wild ride all right all right how just what that's like having two girls well you know anyways it was before later um we're running on fumes here camera okay okay talk to me you guys I mean I've got to be riding on straight caffeine at this point oh yeah I don't even drink caffeine well I just down to a whole anyways so tell me about the business man what can I do so physical therapy are you guys are online what we tell me what you're doing so yeah we had started as online we moved into two subley's brick and border spaces okay I've been doing concierge mobile stuff concierge mobile had like a good margin but it just was

really hard to grow with that because just travel time and everything so I just prioritize the brick and mortar yeah my wife Lindsay she's been crushing it yeah Where we kind of hit a snag was we had we made a hire last year in September, hired a PT. Okay. Okay. And then just when Lindsay came out from maternity leave, we found out our PT just like tanked. So we just separated with our PT this past week. Got it.

So our margins had like on way, way, way, way down. Yeah. But now we've been building back up. So we're getting back to where we were with revenue. Okay. And then I'm going to step in while we're looking to bring in two PTs. Okay. And this is brick and mortar, right?

Yeah. Yeah, I got it. Okay. So what are you doing for lead gen? So we do meta ads, so Facebook, Instagram ads. Okay. I think about 60% of our lead generation is word of mouth either through our patient base or like referral contest. Yeah, heard. So the 40% comes from ads. So I mean, right now the limiter to grow up like how much more, how many more patients can you take before your full capacity at the location?

that is the problem is that we have these two sub leases that just don't really allow for us to grow and so like it's been kind of stuck in this cash cash flow problem where it's like I'm not able to generate enough to move out of this so I wonder I wonder if you have a pricing issue yeah so we increased our price four times over the past year and a half love this for us and so our uh yeah our uh single visit rate is 279 so and then we offer most of our we try to not sell one-off so we do packages yeah we have two different ones that we sell okay what's a price point yeah the low one is 239 a visit and uh sorry 219 to visit and the other one's 239 and you're selling them as bundles though you're selling them as solutions right it's a point

I mean we're not marketing it that way we market does the plan of care but I mean, yes. Yeah, so they come in and you're like, it's going to take 12 sessions, so it's going to be $2,400 or whatever, right? Yeah. Okay, got it. Do you have care credit? We do not.

I would set that up. We do have financing option. I just haven't been using it. Okay. Well, I mean, if you do, typically you'll get a 30% lift in revenue when you have like a good financing partner that happens kind of across the board, especially if you're in higher ticket stuff like yours is. And yours is something that there's plenty of lending partners that do stuff for health.

You know what I mean? since you're in a, you are a doctor. So, like, if you have the option, which you do, I would use it. And if you're, like, if no one's even needing it, then to me you still probably have some room to increase price because if you're, like, you're struggling with cash flow, which I'm not in, like, so you've got these, you have multiple locations right now that are sub-leased?

Yeah, so because Lindsay's in pelvic health, that niche, so we're, the two places we sublease are multi-provider practice areas, so it's birth specialty workers. So that's where we get like a shit ton of our referrals from. Why not specialize in that? What was that? Why not specialize in that? Because I feel like it's got to be.

So the only reason I'm even going back and to treat is just to like pump our cash flow up. Okay. So you got to do what you got. Okay. Right. Yeah. It's not like what I wanted to loss. Okay.

But yeah, it's just so we can get somebody so I can get a little bit of cash so I can bring someone back in. Okay. Yeah, we were just like getting crushed by the lack of production by RAPT and the overhead was killing us. Okay. So basically usually to drive more cash flow, but is the ultimate escape path like waiting until these sub leases go out or like what? I mean, I'm not locked into them at the end of this month. I'm technically out of my, like they go to month to month. Yeah. Okay. Well, that sounds nice. But you said she's doing well online, right? I mean, so I would say the vast majority of the demand is for in person. Okay, good to know.

All right. Even from like your Instagram stuff? Yeah, I mean, we haven't been pushing the online stuff. I can. I definitely can. You said she's in pelvic help, like pelvic floor therapist? Yep. Yeah, she's a public floor.

Yeah, that's why it's in person. It's a little tough online. Yeah, okay, heard. Got it. Well, it's not, okay. So fundamentally, we just need to make more money. And the way to do that is that we have to get more people in, ad financing, race prices. Do you have any kind of VSL that people watch prior to coming in?

No, but one of the guys in the mastermind I'm in sent me his, like his nurture sequence. It's like a clinic tour and like open. So I'm going to mimic that and then build it into ours. Yeah. Well, like that like right now, you're, you're. selling 2K plus packages and you're doing it without VSL and without financing, which means that you probably still have room to go up price-wise. Yeah, and Lindsay's close rates 95%. Yeah, right. I mean, it's good. So you've got to, like, people who are coming in for that or in screaming

hot pain from what I understand. Um, and they just had like a traumatic event or they're about to, you know, um, I would, I would, like, I would raise the price, man. If cash is, like, if you're closed at 95% and even have like all the sales stuff in place for like the right sales motion then you probably have at least a double in that so yesterday you were doing one of these calls and like you said you're talking about you said something that was like really intriguing to me okay it was a little bit different model the guy was like doing sat sad stuff yeah you know uh one thing that he talked about was that we had like a you know a premiere program up front and it was like a really short like yeah eight week something yeah and then it was like like right now i for me our

biggest problem is I don't think we have or not our biggest but eight big problems you don't have like strong uh month you're repairing so I think it would be interesting if like I did something similar what you're talking to that guy where I have like a familiar package for like somebody who's coming with that hot spearing pain and I said but like I'll give you this for free yeah if you just come into this that's the decoy offer that's the decoy offer in money mom like you know 1500 yeah yeah that's the decoy offer that's what it is so they come in you say hey this thing $6,000 or if you just become a member of our, you know, pelvic platinum club, platinum pelvic. Who doesn't want a platinum pelvis?

Right? And so then we'll give you this $6,000 gift for free if you just join our club, right? Obviously not club, but you know what I'm saying, right? Like in the membership. Right. So that's like, so either or is fine. Like if you want, you don't want to do any continuity, no big deal. You can just pay $6,000 a day and we'll take care of you.

Or we'll just give it to you as free when you join. And the goodwill on that offer is crazy. Right. And I mean, it, It goes like and the way that you do this for everyone who's watching this by the way is You can balance how much cash you get up front by the the price discrepancy. So I go over the metrics inside the book But basically there's a price premium of 30% because we we ran this test People are willing to pay the basically when you're at parity meaning 50% of people go into continuity and 50% of people just by the one-time thing is when the one-time thing is when the one-time thing is

Is when the one-time thing is priced at 30% higher than the recurring so let's say it's two months is the duration of your thing and your membership is like let's say $200 a month. So $400 is the membership price for eight weeks. And if I sold an eight week thing and I sold it at $550, I'd have the same number of people who take $550 as $400. So that's the 50-50 split and you'll have more front-loaded cash. If you want more people into membership, then you just basically keep jumping it by 10% each

until eventually like no one takes the front end thing and everyone goes into continuity. right that's the idea but the goodwill on that offer is smokes it's great people love it and then and then you can combine that with the waive fee offer which is in the continuity section um and just say like hey if you cancel before this period you got to pay that and that's the way we do it love it cool yeah rock and roll dude appreciate you congratulations on the kiddos give lins and congratulations to both of you It was just monumental theme. So Cam and I went to, for anybody who's watching, we went to, where do we go?

We went to middle school, middle school together, but we were neighbors. And so from Baltimore, you can hear the Baltimore accent. You know, I've been told that several times, and I still, to this day, I'm like, dude, you have like a deeper southern draw than the last time I talked to you. Maybe. Yes. Okay, well, dude, I got up on these other calls, but I appreciate you, man. Of course. Thanks so much.

All right. It's it. All right. Hermosie Hotline, next up, we're going, oh shoot, we're about to hit our next, no, no, we're good, we're good. Okay. Well, we have our next milestone that's at 3.3, by the way, guys.

So, which I'll read. So yesterday, I went over 15 mechanisms inside the Money Model's books. That was the whole presentation of the Money Model System. But inside the lost chapters, which is that guy, which everyone who showed up live, on the first day. Are you displaying it? Thank you. There you go. So everybody who showed up

live got a free digital copy of this. This will be for sale after the events. Anyways, that was just my thank you for everybody who showed up live for the actual launch. But inside of here, I have some of the other mechanisms that I cut out because they're like maybe too niche or to advance. And so we'll do a little reading when we hit 3.3. All right. So just look out for that. Yeah, we got special stuff. Yeah, we got some special. We got some special goodies. Okay. So Next. Who do we call next? Who do we call next? What name do you like? Okay. So we just got a, let's get a hot one. Okay. Joseph, Fit for Life Academy just came in. All right, 800 bucks. Now this is 800. Okay. I thought we did a book. Hey, oh, damn, that was up. Hey.

Speedy Gonzalez is on that one, man. All right. Well, Joseph, Fit for Life Academy. 600K revenue, 300K profit. Shoot, talk to me. Got five minutes. Thanks, man. I appreciate. Happy birthday. I know. For the 1000th time. Anyways, man. No, dude, I'll take it.

I'll take a thousand birthdays. I'm a young entrepreneur, been in the whole business scheme probably for like a year and a half now. I've been growing my socials for about five years. Cool. We do online health and fitness coaching primarily weight loss. We focus on a slightly older population, probably 40 to 60 people who have been struggling with weight loss for the majority of their life pretty much.

Okay. And what was I going with this? The main goal right now is to be able to double a business. over the next six months. Sure. Okay. I think the simplest strategy is to get from,

we're doing 12 to 15 new clients at the moment at a $3,800 price point for six months. It would be to double the amount of clients that we're getting per month. Okay.

And using your principle of just doing more of what's already working until we get to a million. Love this for us. Our general funnel is free lead magnet, which is an ebook

on the fine and on social media. Okay. A hundred percent organic. We don't do any paid. That goes into a DM set of flow in the DMs. Okay. And then they book sales calls.

Okay. So the DM setters setting about 10 to 15 calls per week at the moment. And we're getting about 200 new leads per week. My thought process to double leads would be, I can't do double the content because I already create a good amount of content. I would love to be able to start running some paid ads simply because we get a lot of unqualified leads from overseas, India, et cetera, that can't afford a service.

Well, how much content do you make right now? Pretty much daily across all platforms and then one long podcast and we're on YouTube per week. week. Okay. Yep. I could double down and I do want to. It's bandwidth at the moment more. Okay, so this is what...

So, go ahead. We're going to say the same thing. Actually, I don't know if we will. I don't know if we're going to say the same thing. So instead of doing twice the volume, what I'm going to recommend is that you spend twice as much time on each piece of content. Yeah. I would say I feel like I have the content dialed in pretty well. Like that's what I would say I'm most skilled at by far.

We have closed-to-form. 400k followers on Instagram, and we probably get, on average, about 50,000 to 60,000 views per video. How much time do you put in each week to make content? Probably between 10 to 15 hours of my week or storage compensation. That would just be scripting, recording. We have an editing team that does all of the editing and posting for us. Do you want to just post twice a day instead of once a day? I mean, I'm thinking, like, how do we de-constrained him in the content creation process,

and then do double the content with half the time? Most of it comes from doing research of seeing what sort of formats are doing right now. So you do a lot of that research? I do 100% of that. Oh, gosh. I don't know the last time. I don't even scroll content. Yeah.

So that's something that you can for sure get. You can literally automate that task now. Okay. Yeah. I think, honestly, I think a lot of people get really caught up in the content creation process and think like, especially because it's you and it's a personal brand often, it's like, who else can do this but me? And you have a system

and it's just a matter of being able to write it down, explain it to somebody else what your system is. And now with AI, it's easier than ever so that they can do those pieces for you because, I mean,

you're going to say better quality of content, correct? It's like if you want better quality, essentially to get better quality, you have to put in more time, but you're already putting in a decent amount of time. And so the first thing that you probably want to do

is make sure that you're not spending so much time on content. So how can you cut in half the time you spend? I was spending a lot of time I'm scripting mine and then I just stopped because I was like I just can't even make content if this is what it is because I have to run the business. And then what do you know? It's actually doing better now that I have other people helping do it. Gotcha. And so I think that that's probably the biggest unlock for you is getting that off your plate.

And honestly, we know a lot of the biggest content creators and they do not do their own scripting. Gotcha. Or research. I will also say it's what I enjoy the most. Like I enjoy creating content. That's how I started. So I enjoy that aspect of it. And what you're saying makes perfect sense.

And one thing I have been in the question I originally asked, one of my big bottlenecks is that we've gotten to the point where we have about five to six sales calls on the calendar, probably three or four sales calls on the calendar every day. And it's a great problem to have, but I take all of those. So I know I need to delegate that and get a salesperson in place. My thought process with doubling the leads sooner than later would be because I heard Alex you talk about this on a podcast recently that. It's a pretty simple unlock to start running some ads just to get more leap flow. Yes. To the lead magnet that's already working. Yeah.

So my thought process is just like start running some DM ads and just get a second DM setter, double lead flow, get one or two sales closers. Yeah. That be the simple, at least in my perspective, the most linear path to 25 clients a month. Do you, when you're running a DM flow right now is the, at the end of every reel, are you saying like DM, DM, PDF or DM? Every single video and stories daily. I feel like that also overwhelms the audience.

Well, I'll say this. I don't know if it completely overwhelms the audience because a lot of the reels are going to new people. So they never seen you before. Also, are you posting like many, many times a day on trial rules? No. Okay. So right now trial reels are 100% guaranteed new audience.

So what I would do is look at your like sort by, you know, best reels of last 12 months, right? Okay. And then you're going to call it, you know, your top 20 or top 30. or top 30 of all time. And I would post all 30 of those every month. You can even post like two of those a day in addition to your existing post and post those straight to trial rails.

Only new people see them. And then it's still like honestly, if you did nothing else from what we're talking about right now, just do that and you'll probably get like you'll get a, you'll get a noticeable boost. And as long as they let you do it, I would just be, I would be milking the hell out of that. Okay. That makes perfect sense. Cool. Would you encourage the ad strategy?

I want like real talk I want to figure out how to make the content better like just being because like I think that when you start running ads one of the issues you're going to have you go straight to DM is that like they're going to be really like they're not going to be nearly as warm as the people we're doing it now even if it's retargeting based to people that have engagement with my concept well if it's retargeting okay but if it's retargeting it's not going to be the the end the number size is not going to be high gotcha okay you know what I would do aggressive volume on the trial rails is thing one And I me personally, I would see how can I spend more time on the content?

And that means that how do I, how do I eliminate all the other stuff that are lower leverage on the content? So I can still maybe spend your same 15 hours or 20 hours, but on the higher leverage work so that you can still make it better. Because that's the long, long term is that you just have to keep growing the brand. Because the ads is just going to reach further into the base you have into slightly colder people unless you have a true cold conversion mechanism, which right now you don't. And to me, the risk of trying to figure that out right now wouldn't be my first bad. Okay. Okay. The last thing I will definitely say is that we do have a pretty strong brand. Socials are probably growing around 6 to 8K per month in terms of new followers.

And at what point would you say turn on the ad switch where it's like have that supplement their organic concept? I just, what do you think? Not while you're selling. Well, not while you're selling. Yeah. I just look, the thing is it's like hard for me, which is like I prefer if you can to hire a head so that you don't have to turn down. because what always happens is people turn up the lead flow and then they're like, well, I can't take any more calls

or you say I am going to take those calls and then you drop the ball on your content. And so I'm just looking like, let's create that excess capacity so that when you get more lead flow, you have something to catch it. Yeah. Yeah.

And in the process at the moment, I'm in the process of hiring two sales closures. So this all makes sense. Okay, rock and roll. Thank you for donating books, man. I appreciate you. Of course. Thank you.

All right. Oh my gosh. How many copies are we away? We're very close to 3.3. I think the team has a present if we hit it. Oh, really? Well, let's do a, let's do a, um, for anyone is tuning in right now, we're calling people we're buying books, um, and donating books.

Um, and so that's what we're doing. Okay. Randomly. Randomly. Yes. So who's coming in? I got my, so many notifications. Okay.

Um, we got, who we got, who we got, who we got. Um, let's do what's this. This is this. Okay. Uh, oh, which, oh, oh, shit. Okay. Wow, we just hit 3.3. Okay, so we hit 3.3 million.

Yay. Azzah. Amazing. Yay. So now I'm going to read an excerpt from the $100 million lost chapters. And when we hit $3.35, I'll be randomly selecting people who donate 200 books. So as soon as we hit $3.35, I'll be calling immediate. I'm just shifting the list of people that we're calling based on who donated books.

And I'll be signing a personal copy of $100 million models, money models for 10. of you guys okay so at 3.35 stay tuned for that we're gonna be um signing books now oh we're signing them now yeah oh shit okay here we go so we're signing books now there we go we got it let's rock and roll okay so uh we shit oops it's okay all right it's a live it's a live way hey this is real all right so sign this guy's real oh well they got a blue one this is a special Well, whoever gets the blue one, you should kiss it or something. What the... Unhinged.

A and L. Okay, that's that one. Okay, why don't you call somebody else? I'll sign. Okay. What if I call anything of you? Oh, God. Well, you have a lovely singing voice.

When we're at hotels and I call the front desk, they're like, hello, Mr. Ormosie. I'm like, Jesus. It's Mrs. It's Mrs. too. All right. Appreciate you guys. 3.3. Yeah, thank you guys.

You guys are awesome. Honestly, I'm excited because then I know that over the next 12 months, so many entrepreneurs are going to get books, and it's like, it's the coolest thing. I actually have to wait because we have surprised you once you do this. I'm not going to call you. You can't have to call one? You're just going to have to call one. Just call one. Do like a 60 second one?

A 60 second one. They want a 60 second one. I want a 60 second one. Oh, Layla signed too. That's the repressed. Also, somebody, I saw somebody asking the chat. Lost Chapters comes Tuesday morning. So that's tomorrow morning.

It's via email. It's digital. and basically anybody who gets a book gets the digital stuff faster. All right. But yeah, so. You signed one. That was so kind of you. All right.

Just on here, just absolutely insane. Okay. This is what I do with. Just such a simple request. I was like, just call somebody. You know, she's like, I don't care. I don't need you. You need to sign them faster so that we can get back.

Well, you know, normally I have, you know, I have an assist here. And then maybe we can get in like the most recent person who purchases. Yeah, yeah. To call. Could we do that, actually? All right, hold on. You guys text me the number for the person who called. Can we get the person who just bought at the 3.3?

Is that possible? Somebody just text this number. Yeah, so we have this feed on our phones of people who are buying, who are grabbing books. The book looks super thin. Oh man, you do not know how my stuff works to do. First off, a book like this, if I were to cut it in half, it would be twice as thick, which is what most books are. I also put pictures of the things. there to make sure that you can understand it. And the thing about a concept is that a concept

when described well should be as short as humanly possible and as long as you're not in the age of more information equals better. So if this was a thousand pages would you feel better? Of course not. If I were to pull your tooth out it took an hour rather than five minutes, you'd rather take five minutes. So it's about what's contained inside. Yes. Why do we have? Oh, what's this? What do we have going on here? I don't know. It's somebody's birthday. Oh, gosh. Yes. The things I deal with. All right. Listen, we don't get to hang out of your birthday And so I wanted to make sure

We're hanging out, we're talking business This is all I want to do at my birthday. Guys, are you going to sing I'm not singing on live air. Happy birthday to you. There we go. Happy birthday to you. Oh, God. Make a wish.

Oh, make a wish. Oh, okay. I hope all you guys grow your businesses. You can't say the wish. Otherwise, it doesn't come true. If only I believed in these things. So, okay, I won't wish for you guys to grow all your businesses and accomplish all your dreams. That was the wettest, that was the wettest.

That was the wettest. I've never seen in my life. Nobody eats this. Yeah, I feel, yeah, I feel bad. There's like, there's literally spit all. Yeah, that's on, that's on me. That's on me. I'll take that. I take that. I take that one. That's on me. Okay. All right. Okay. I've got to read the lost chapters. Oh, I got to read the last chapters coming up. Okay, I'm going to be, listen. Can we put a poll in the chat real quick. I want to see which one they want to. I'm going to read a couple names. Just put one, two, three, or four. I'm going to say four.

I'm going to say four different chapters from the lost chapters. Also for the gentleman who was like, that's not very thick. That's what she said. You think I'm unhidden. I'll be back. Layla will be back. Okay.

So I'm going to read the table of contents. I'm going to pick four. I'm going to pick four different chapters. Let's go. Gosh, there's so many mechanisms I have in here. Okay. Free pick your price. That's an attraction offer.

Pick your price. That's number one. Number two is going to be a discount plus one-time fee. That's number two. Number three is going to be freemium. Three is freemium. And then number four is, let's see here. Let's do.

lifetime upgrades. That's number four. So which of these do we want to do? One, two, three, or four. You guys can vote in LeChat, which is French for chat, by the way. LeChat. You guys can write that one down if you want. My feed just cut out. So I think that they're, we're still alive, correct? Yeah. Just the TV died. Okay, got it. It's back. Okay. It looks like we've got, Pick Your Price Number one Yes is winning Pick your price is leading the way

You guys are casting votes I'll stop it at a thousand votes And then I'm going to go So we got 700 votes We got 800, 750 votes All right cool It looks like pick your price It's going to be the winner here

Okay so we're going to pick your price All right I'm going to read the story time Storytime with Alex Okay pick your price is on page do do to do 97. All right. You guys rock, by the way.

Okay. So, this is an attraction offer. Okay. Pick your price. So this is the visual for it, by the way, which looks nice and cool. I don't know if they can zoom in at all, but that's the visual for the chapter for pick your price.

This is in the Lost Chapters book, by the way, which is free because I like you guys. Sorry, it's free for the people who showed up live. Sorry. It's $29. which we'll make available for other people. But everybody who showed up live, we'll get one of these bad boys. All right, so let's read it.

June 20th, Austin, Texas. I could see the techist heat bouncing off the hood of the car as we drove. The roads were empty, not a car in sight. It was like driving through a ghost town, except the town was our home. It was right in the thick of COVID. As Layla and I were driving back from the pharmacy for some goods, we saw a young girl on the side of the road frantically waving a sign. Free car wash.

is what it had on it. Intrigued, I said, I wonder what the deal is. There's got to be something to it. I want to go check it out. So Layla obliged my whim, as she'd done many times in the past. She just knew how much I love going through sales processes, because I'm a weirdo. So I turned the wheel of the car around toward the girl and headed up the ramp next to her. So around the bend, we rolled our car into the main car wash.

As we pulled up, a man stood out from his seat in the shade, and we came up to a stop and rolled down the window. He pointed to a pricing chart and exhaled him. his spiel, which it became clear he'd already done hundreds of times already that day. The standard, this is what he said. The standard car wash is 100% free, but we're accepting donations on behalf of the staff to help the guys feed their families and get through this. We would all be super appreciative. We accept cash, credit, and Venmo. And then he shut up and said nothing.

I got the hint and took out a $20 bill. Looking at the pricing board, it was more expensive than the most expensive automated wash they charged for even during normal. conditions. He grabbed the 20, gave me a ticket, and waived me on. So I'm always pro-business and I always will be. I felt great about helping a group of working men. And that being said, it had a very different feel than any normal process. Normally, we buy things and don't think much past the transaction. In this instance, my purchase was funding something great, the American Dream. As we went through the car wash line, I couldn't shut up about it. I was like, how great was that? Goodwill, lots of new business, cash flow on a high margin service, brilliant. I'm definitely figuring out a version

of this for gyms. the middle of COVID, our gyms began using this scripting in their sales process and it worked wonderfully. People who couldn't normally close were able to get an average ticket of about $99, which is more than the average low barrier offer for like a boot camp or something like that. It was splendid. I'll give you the details about how to do it and how you can apply this offer like this to attract new customers. All right, so that's the story behind this. So here's the description. You market the promotional offer is free. When the person gets to the checkout, you give them an offer to pick their own price. You'll explain the benefits of investing more,

equating to higher investment in their own results. If they're after results, the more they pay, the more they'll pay attention. So here's some examples. So if you had a lemonade stand, you would offer a free lemonade cup. The upsell is, but you can choose to pay something to help the families of the employees. As an additional bonus, the crew offered to make a cup of hand-squeeze lemonade for anyone who pays or donates over $5.5.5,000, the crew offered to make a cup of hand-squeeze lemonade, and we'll give you a picture to take home with you for any donation above $25 and give you three months of shipments for anything over 99 plus. Maybe this starts to sound familiar. Car wash.

Example. So it was a free machine car wash and soap. That's the free one. The upsell is, but you can choose to pay something to help the families of the employees. As an additional bonus, the crew offered to wax anyone's cars who donates over $30. And handbuff, anyone who goes over 67. and do the entire interior of the car for anything over 99. You guys catching on how this works for whatever business you have?

Here's weight loss. You'd offer a free 21-day weight loss program. The upsell would be pick your price, but most people pay $99. We give this just to the coaches and their families. If you pick $99, we'll also give you an extra one-on-one call. If you pay $1.99, we'll also provide our entire supplement handbook. If you pay $499, we'll guarantee you'll lose 10 pounds, and if you don't, we'll let you use that credit towards any service we have.

That's an example of another one. So here's another example of a pick your price. So this is for a dentist. The offer would be a free dental cleaning. The upsell. Pick whatever you want to pay. Most people pay 99. Notice the way the phrasing works.

Most people pay 99, which also gets them an extra XYZ or $2.99 for an extra VYW. If you had a coaching offer, it'd be like the offer is free coaching and or mentorship. The upsell, pick your price. If you pay $2.99, you will get the course that goes with it. At 997, you get six group calls on top of this. The zero price comes only with access to the group. So that's the concept. Now, I'll give you some of the details that make this work.

Okay, to further incentivize them paying, you offer bonuses for three levels of payment. So think small, medium, large, to encourage them to pay something more than zero. Ultimately, if someone doesn't want to pay for the first thing, you've got to give them the basic level for free. That being said, you can and should still upsell them on other products and services during their time with you.

This is similar to a limited free, which is a different thing, Except instead of either or, you have limited free is what I called it in an earlier version. It became the decoy offer. But I digress. You have a sliding scale with no predetermined amounts, only rungs. So this also has no max. People can pay whatever they want.

They can donate as much as they want. Now, you want to make sure that at the beginning of the sale, you explain that you do have a pick-your-price setup and that the staff is offering some different bonuses. The staff is offering some different bonuses at different levels. but they're not obligated to pay anything. So it'll seem like they're paying the employees, not the business, which for some reason people feel way better about, even though most businesses pay their employees.

And so explain that you're accepting donations and or allowing people to pick their own price will avoid any awkwardness at the end. You also get the goodwill of the prospect being up front. Now, when selling with that pre-frame, though, you can and should hit the prospect hard with confrontational questions to ensure there will be a good long-term candidate. This is especially if you sell like, service like heavier services. So if you feel as though they have no intention of staying,

just weed them out. All right. So be genuine about this. This should feel a little bit more like an interview. So the types of clients, again, this is shifting more transactional like the car wash story to more relational type sale that you're going to be doing ongoing client work. Okay. This should feel like an interview. So the types of clients you want are the ones who willingly pay and are appreciative. You want people who think with reciprocity. So this is the sort of mini test, this is like a little mini test for that. So ask real questions to gauge commitment level for their own good and yours. So examples. So are you willing to change the way you do X? Are you willing to stop doing Y? What if life gets busy? Will you stop showing up? Will you attend to all

of these appointments? So make sure the thing that you're giving way for free has low operational cost so you can still give it to people without burning out your staff. All right, so save the higher operational cost stuff for the people who choose to pay. After you get to the end of the pitch, you'll outline what they get each level and then say, and this is key, we accept Visa MasterC or XYC payment, which would you prefer to use? Then shut up. They will then take out their card and tell you the level they want. It's hard for people to say no, because we obviously attract with free and we deliver

free if they so choose that. But we say, hey, many people do these other things instead. And as a result, if you want, you can just get all these other benefits as well. And when someone's, when it's framed that way where it's like, hey, the employees are are chipping in and doing this extra work, which is how businesses work in general, but for whatever reason, consumers feel way better about paying employees than a business, even though the business pays the employees, whatever. That framing allows many people then feel like, oh, I'll do the most expensive thing.

We're benefiting the employees, which is exactly what business does to begin with. Now, summary points. These offers can generate a lot of goodwill when done properly. People feel good when they buy them because it's not a demand, it's a choice. All right, so it pulls on people's generosity or reciprocity. people fail 100% in control their own destiny and you can play up the fact that you're helping folks for freight. It sets up a relation based on goodwill

and sets the stage for future upsells. This is really key. It sets the stage for future upsells. Again, a money model is not just one of these. It's a series of offers. And on top of that, the conversion rate is super high. So although the average ticket is typically lower with this type of play,

it works well in low trust environments because it has so much goodwill loaded into it. So this is one of the easier kind of free upsells or free attraction offers that exist. All right, so pro tip, what did I refer for my pro tip here? Paid version, pick your price. Okay. Oh, actually, I remember this, yeah. So I saw an art gallery use this as well, and this is how they did it. So every piece of art had a price range. And so they said people could choose how much they wanted to support the artist. So for example, they said this painting is between 149 and 299. So I asked the

owner how it worked, and she told me that most people pay more than the halfway point because they don't want to seem cheaper unsupportive. So this version is kind of like half goodwill, half capitalism. So I like, I kind of like it. It's just kind of a permutation of it. But give it a try if that type of thing fits your business. And if you're like, well, why did you not include that in the money model spot? So some of the plays that are in here are like, there's just, they're more niche, I think, in some instances. So it didn't match 100% of businesses. I have a very high standard for, I would say, the $100 million canon. And so it has to be able to apply to like every single business has to be easy to understand. It has to be the most powerful one. This one has a little bit

less cash up front than the other attraction offers that I put in here. But I see the main benefit of this particular offer mechanism is that it's really easy to sell. It's like very easy to sell. So if you're somebody who really struggles with sales, especially in a low trust environment, sometimes even in an online environment where you like don't have as big of a brand, it's a great, like what I would consider like intro offer. And so that's just one of 24 chapters inside of inside of the lost chapter. So hopefully you guys dug that and that was kind of dope. So without further ado, let's, wait, this is a fork. What are we doing here? Let's do, let's call some more, let's call some more book bars. All right. So, all right.

Can somebody tell me the name? It's like, is it sort of mixed a lot? He's like, call along with it. It's like, my girl, like doing that thing she used to do. You know that? I keep thinking it. It's like some song. Maybe one of you guys in the chat can tell me. okay so we're going to go onyx homes christian stubs all right christian you're up you just donate 8800 bucks so we're going to do it

it's rock and roll baby was that cool for you guys did you guys like that that little reading i can pick another one if you guys want just let me know in the chat if you want i can read another one i'll stop between this call on the next one what's up christian what's up you're on the mosey hotline and we have five

minutes. What is the... Oh, kiss, kiss. Thank you, Steve. Thank you, Steve. Appreciate you. Okay. So, talk to me. Onix homes. You've got 10% margins. So we want to fix that, right? And I'm betting, I bet you cash flow sucks. Okay. But you're pacing 25. So with that kind of growth and probably extended payment terms that, yeah, I can imagine cash is super, super tight right now. Okay. So first off, thank you for donating books. That being said, you're pacing 25 million. That's massive growth. Okay. Oh, really? Oh, okay, my bad. Well, then six, then back to 6.2. There we go. Okay. Great. So that's top line. And then profit, profit margins is 10%. So 600K. Got it. Okay. So, construction. Do, do, do, do. Okay. Now, presidential real estate brokerage. Oh, is it?

Onix Holmes? Yeah. Oh, see, I assumed. Oh, real estate brokerage. Wait, is Sharon here? Is Sharon here? We can bring the goat. Do you want the goat? Let me see if I can get you the goat. Okay, Christian, I'm going to call you back in two seconds. I will call you back. Don't worry. And when Sharon comes, and I'm going to have him, because he obviously is like literally the king of this whole stuff. All right. I'll call you back. Okay.

All right, so exciting for Christian. All right, Nelson Ferreira, vibes creative. Let's go. What is What country is 6-1 area code? Anyone know? Okay, I'll do another reading. I saw you guys in the chat. I'll do another reading for you guys.

Another reading. Yo, Bridges! What's up, dude? Happy birthday! Thanks, man. I appreciate it. All right, tell me about vibes created. We got five minutes.

I want to help. All right, talk to me. Awesome. So, we're a video podcast agency based on Australia, and we grew our business mainly on completely done for you services. Okay, so done for you podcasting. So people send you audio clips and you just post them.

Video clips of the podcast. Yeah, heard, heard, heard, heard. Okay, so they send you video clips and then you're done for you make them into podcasts. Exactly. So we do everything regarding the strategy, production, posting, and all that stuff. Heard, okay. And we started coming up with the licensing now of our systems, which we tested. And it worked really well for the first person on scaling the,

business. Now we have added you other people on it, but we're struggling with now with the results of some of them because it seems like we are almost overwhelming them. We're doing why did you do this instead of just, why didn't you just like keep growing the business that was working? Because logistically it is quite complicated to scale it. Oh yeah. Eventually like profit is about 40 to 50% with it. Okay. You can still do it that way, but it just seems like the licensing could be a bigger opportunity to scale to a million dollar months, which is the goal that we have right now. Okay.

It would be totally wrong, though. But the licensing, which is an 11K offer, yeah, that's what we've been thinking in order to scale this. I'm not in love with it, to be honest with you, man. I mean, you're running 40, 50% margins, right? In your main thing, and then you kind of started this new, like, side hustle deal. It's a distraction then. Yeah, I think so.

You have a good business. It's like if you took all that attention that you've been spending, all of it, and just put it on how do I get more customers in? Because I would imagine that your churn is relatively low with the podcasting done for you, right? Yeah, yeah, clients stay at this point, most of them pass 12 months. Yeah. We have 12 months agreements. Yeah.

There's a 90-day, longer leave it. Yeah, I heard, heard. Yeah, I do. I think you're, you have a golden goose that you have 12, You know, 12, 12 month stick. You've got 40, 50% margins. You're doing one, you know, one million plus top line. You just took your eye off the ball, man.

You have a good business. Just grow it. Dude, this is my thing, though. That just adding more clients is kind of like, it's the hardest way to do it with the completely done for you. Dude, the team in a way is also overwhelmed at the level that we do it. Dude, it's just a fast cash thing, man. like right now you like you did the licensing thing and it's just like like do the business you know

like do you do you like do you like do you want this to be a long-term thing yeah absolutely we're we're we're we're in to build the number one podcast agency in australia and then well dude if you want to build the number one podcast agency in australia don't like just build the number one podcast agency in australia i know how attractive it can be to just go sell something that's expensive i get it but like the team you said is overwhelmed right now but that's like like the you just hire more people to the team. The thing is like it feels like it's almost not the right way. Like as an example, like the goal that we set up is, okay, we're going to launch 10,000

podcast. And if we do it as a don't for you like we're doing it right now, which basically for that offer now, we charge 10K per month for it. So we're telling it to, you know, seven, eight, a nine figure entrepreneurs. Yeah. It just feels that we won't be able to get there, right? The goals they don't produce that we set of, it's like, okay, let's fine. Why can't you have 100 clients?

So you reckon that that's a better way to go? Like, just add 100 clients something completely dumb for you? Well, I'll promise you that doing both will decrease the likelihood you hit either. So if you insist on doing it, then I would say go all in on it. But I still think the thing is, it's like right now it's shiny and it's new and you just don't know the problems that exist with it yet because you haven't done enough of it. So it's like you're comparing all of the issues of this. this girl that you've dated for a long time, and then you've got this new girl that walked in your life,

but you just don't know that she, you know, is crazy, and then she has a crazy ex-boyfriend, and then she's got all these other issues. You just know, you have one devil you know, and there's a devil that you don't, and you just see the exterior, you don't know the interior yet. Like, this is shiny object. Like, this is how it works.

Yeah, you did it successfully with gym luck. Yeah, but I didn't own any gyms. I didn't own any gyms. And also with gym lunch, I don't necessarily know if the decision I made was the best decision. It was just the decision I made. And you already have a nationally scalable business. Like, I was constrained by local, which again, anyone who watching this,

there's nothing wrong with being constrained local. I thought it was a limit or I was wrong, but whatever. So point being, you just have to get 90 more clients in your $1 million a month. Like, that's not, like, crazy. To just focus on getting 100 clients and completely done for you, forget about the licensing for now. Do you think that that's the best and most efficient pass to a million dollar months with this instead of doing the license, which is, obviously, it's way more profit. And we can launch way more podcast because it's more about passing on the systems, the templates, and we're vetting training and place.

But you're, let me make sure I want to make sure I'm understanding what you're saying when you're saying licensing. Are you just saying that you're selling for $11,000, like you're just giving them stuff? But are you feeding them clients? Or you just giving them systems that get their own clients? So what we do on the DOM for you system, we basically pass on to them and we help them one-on-one for eight weeks

to install it and running. And we vet train and place, the video editor and social media manager at a stupid cost to run it for them. So all they do is basically be in front of camera, and then we offer on the back end of that consulting. Wait, wait, hold on, hold on, Hold on.

So I'm going to make sure I understand this. So you're not, okay, so you're not helping people start podcast agencies. You're trying to help people do their own podcast. Yes. Okay. Correct. Where's the recurring on this? Okay.

The recurring in the back end is we place a video editor and social media manager for them to run the system. So they don't have to do all the level, a low-level activities, okay? And there is a 50% margin on that. Okay. And on top of that, they can either scale to make more content with that team or they can stay on consulting. What do you? Say on consulting with you. Yeah, yeah, heard, heard, heard, her.

Okay, got it, got it. Okay, so I'm, I'm, I, now I understand the offer better. I thought you were trying to help people start their own podcast agency. So I was like, dude, what are we doing here? Just, you know, like just grow your agency. Yeah, yeah, yeah, okay. Okay, this makes me feel significantly better. I'm not against it.

I'm actually not opposed to it. This makes a lot more sense than the first thing I thought you were trying to do, and that's why I was so against it. Yeah, this is fine. I'm okay with this. And you just want to basically want to switch your front end, right? You just start selling this instead. I got it already, and we have got about 10 people.

The first person that we got has tripled the business, and it stayed with us over 12 months at this point. So you have proven the concept. Yeah. Now we're just trying to, basically, we noticed that we're having drop off on the retention. and people are not sticking to doing the things because essentially we're going just launching their podcast

and placing the team and all this stuff but we're also helping them launch their ads for them to start getting leads and then building as well the backend funnels and things with them sounds like a lot of work and that's easier than just yeah that's easier for you oh shoot I've gone way over on this one

yeah okay on getting them biggest results Okay, I get it. At the end of the day, man, all we have to solve for. Let me just say all you're solving for. So you can answer this with a math question rather than a feeling question. All right. Then I got to go to the next one. But what we have to solve for is that you need to have the maximum LTV and conversion rate. So basically, if you have something that sells to more people that more people want, which is what it sounds like this is, does that sound right? Yes. Okay. More people want it. So we have higher conversion rate. Fine. Is Lifetime gross profit on this office? superior to the other offer, given the back end? Absolutely, yeah. All right, well, then yeah, you have, then it's a superior model, fundamentally. So more people want it, more people convert, and they're worth more.

That's a no question. And so then the issue that you're going to do with right now is just have transition from the old business to the new business. And the way that I want you to do that is just keep selling this on the front end until eventually this surpasses the total revenue and profit of the other business. And then basically just don't replace the cost. customers on the done-for-you side. Okay?

Just don't replace them. Just keep selling this instead. Does that make sense? Yes. Okay. We're looking to just get like a small group that can eventually become, you know, the next Alex Somosic, we get it done for you. Oh, cool.

And then all you have to do, by the way, is if you get done for you clients, just sell them into the base of these other podcasts and then just take a spread. And then you have 100% margins on that. Cool? I thought that was pretty clever. All right. Rock and roll. Appreciate you, man.

Thank you for donating books. And, uh... Thanks, Sergeant. Thank you, dude. All right. see it. All right, Christian Stubbs. We've got the man, the myth, the legend. Christian, if you're watching, we're calling you right now. So we've got the Michael Jordan of real estate. So Onix Holmes. All right, I got the Michael Jordan right here on the line for everyone who's watching.

Sharon is president of Acquisition.com. And he was president of real brokerage, which is, they did $1.2 billion, publicly traded company that literally does real estate agents. And before that, tellus, which went from 50 million to 3.4 billion, also in the real estate agent space. And so I think he might be able to help you out, Christian. I'm just going to throw it out there. And thank you for donating 800 books. I'm getting you on demand with the goat himself. All right.

So talk to us. So it was six million top line, right? I hear that. Six million tops. Around on face two, six and a half is this year. We did four last year-ish. we're a team model so we are lead generation for our agents right so we we generate leads for our agents and then we're a it's a big chunk of our business and they

take a big 40% referral fee off the top so our main focus has been we're going to your band days our big focus has just been basically in-house deal flow it does not have a referral fee attached to it okay the question I was asking for you specifically Alex was more of a strategy question on should we add on like the traditional brokerage services outside of just our team model which is more like the real model if you will what do you mean what do you what do you mean by traditional brokerage services yeah so we run the traditional team model and then like if a if somebody's basically not a fit for the team it just wants to be a part of a brokerage right would we want to do that yeah yeah yeah so if you have the infrastructure if you have

the infrastructure already, then you'll offer that. So I'll tell you how to think about it. You want to think about it as a minor league, major league model. So the minor league, major league model essentially is like, hey, if I Sharon am doing well in the minor leagues, you promote me up to the majors. And for some reason, if it doesn't work in the majors with your team model where you get all the lead flow, et cetera, then you get me back to the minors. And when I'm in the minors, I still get all the other services, but then I see the guys in the majors doing well. It gives me an aspirational frame to do better. So that minor league, major league model does really well in this process. As you grow, what you want to add is also a JV model. So you get the new agents coming

on board. So if you can get a new agent development program, then you have a JV model, a minor league model, and you have a clean ascension among all three. Oh, yeah, absolutely. Absolutely. Whatever broken is fine. But however I would tell you this, you want to get your Zillow portion to a third or under of your business and keep it there because that 40% referral fee is not going, down anytime soon. That is a that is 40% off your gross margin immediately. And so now you're doing 40% off. So you're $100, take 40% off with the $60. Even if you do a 50-50 split, that's $30 each. And then they have taxes. So the average agent is making $15 and $100 commission, which gets not fun very quickly. Yeah. Yeah. And a very easy way in

your minor league model, you can cap them out too. You can just say, hey, once you pay $15,000 to the brokerage, that way you know that you can expect $15,000 or whatever from a cap person. always contributing to a brokerage for the same amount of flat fixing. It becomes super sticky. Yeah. For sure. Rock and roll. Yeah.

What should I be looking out for knowing this is the first expansion for context? You have 72 agents. Yeah, yeah. We've grown two in two years here in Orange County. That's awesome, by the way. That's awesome. That's awesome. The key part of expansions where expansions break is that they don't have the ability to duplicate

your current model in the new expansion market. So you have to pre-fund. a little leadership in the expansion market. Otherwise, you're not going to, you're going to say, wait, how do I not have a home-based expansion? Why am I not getting the same results? So if you just think that the mothership is going to serve the expansion, it's going to be difficult because geographically that market's not as tight.

So if you can get a local market leader that can then train up and duplicate your model, then it will work. Otherwise, it gets very hard to duplicate the model that you've built in a new market. You think you can, but there are market-specific dynamics that are super difficult to do. So if you can get a leader there and that leader can duplicate your model, then it works better. So I would do top down in that market, not bottom up. That's exactly what you're doing. Okay, good.

Awesome, man. Congrats, Brad. Thank you so much for the donation. Awesome. Thank you, guys. Appreciate you, man. And thank you for on behalf of the entrepreneurs for getting the books. So thank you, man.

Amazing. I'm replaced. I am unnecessary. We are on brand, which is good. Yeah. Well, dude. Thank you. Thank you.

I appreciate you. For anybody who's curious, the AI that he was. referencing that's what comes with this so if you donate over 200 books you get ACQ AI which is 226 one-on-one consultations that we did with 226 different businesses so if you're like oh what if it'll work for my business we probably did not only your business but multiple businesses like yours it's like wow that was the advice that somebody who was in the same space got directly from you guys it's like yeah there you go our very pretty representation of this because

old stack of notes probably isn't as compelling but um But yeah, no, it's, I mean, this is, we spent two years training this because, listen, we own an advisory practice. So we're AI enabled. And so my entire life, I've always just made more by giving away the things that serve me than holding them back. And so you guys can get access to this, which is what our team internally uses to analyze businesses. Because I was like, how do I, how do I, how do I take all the years of owning physical products, SaaS, B2B services, B2C service, brick and mortar? I've owned all these different businesses in my life. And I was like, well, like, I have lived the.

weirdest entrepreneurial journey because I've had all of these different experiences which has only made me like best suited for one thing which is like to help other entrepreneurs and so um i put all of that in here so that this can basically know as much as i do um and can give you you know answer specific to you in your business and so if you donate 200 bucks you get that you get the 12 playbooks that are there the lead system the sales system the delivery system and the profit system because there's the big four biggest constraints after doing a thousand-plus uh deep dives with businesses have paid $35,000 for our team to do an analysis.

Those are the big four problems. And most of those problems don't have one solution. They have multiple things that have to get solved. But we put all those solutions there. And then we also have an ACQ implementation workshop, which is next week, actually. And so that you can actually learn how to use the tools to actually help your business deconstrain. So that's all if you donate 200 books. That's because he brought it up.

That's why, and I know we're questions in the chat. Okay. Beyond that, I saw a couple other questions in the chat. Lost chapters. This is going to, everybody. you showed up, you'll get this on Tuesday. So all the free stuff that was on the launch will come to you on Tuesday. Today is Monday, so it's tomorrow. Okay. And the reason for that was because I just didn't want to attract people. It was like, we're focused on the launch. And then after that,

everyone get all the, all the free stuff on that day. So Tuesday, you'll get this. Now, other people asked, audio book. The audiobook is also a part of the free stuff. The free stuff comes on Tuesday. Beyond that, thank you for the Chris, the Chris Brown. I saw many of you said the song is Kiss Kiss by Chris Brown so thank you noted um also some you guys asked about the timer so the timer i don't know if it's above the screen somewhere um but the timer is that this launch offer which is if you donate 200 books you get all this other stuff free um it expires when the clock goes to zero which is midnight two night pst so depending on where you live if you go to sleep before that then it goes then the clock ends when you go to sleep all right um so that's the

deal and what we're doing right now is we're calling people who are donating books but you guys requested an extra chapter read so I'm gonna do one more chapter and then we'll call another one so we're gonna do let's do this one okay so let's see which chapter we'll be let's do let's do let's do so much good stuff in here um this is going to be probably used by a lot of you this is like a yeah the discount you Jen this is for you so discount discount discount chapter okay so this is discount plus one-time fee so this is a different structure I'll show you guys the visual this is what this chapter looks like is my original hand drawing by the way this is a not AI this is just just Alex all right

so let me let me show you how works all right so I was this is spring of 2015 I was walking out the door from my Lahabra location sunbaked the black asphalt of the empty parking lot it was midday before the afternoon rush would begin just a few hours before I could take a step forward to my car car, a man quickly approached me, almost out of nowhere. He said, are you the owner? And I was a bit startled, and I was like, uh, yeah. He said, and before I could ask what he wanted, he plowed right into a pitch. He said, my name's Owen. I'm a personal training manager of a gym that just went under across town. I've got a group of trainers that just want to sell personal training packages.

We do about a hundred grand a month in personal training sales. We just need a facility to work out of. And I said, well, we don't really offer personal training here. I said half lie because I just didn't want, I didn't like the guy's vibe. He didn't seem trustworthy. So I started to turn to my side, you know, show him that I wasn't really that interested and began working my way towards the car. And he realized that he needed to change his approach. He said, I promise we're a self-sufficient team. I can see through the window that you guys have a lot of dead space, even when your sessions are going on. We can just help you monetize that area.

It'll cost you nothing. It's just upside. I said, well, it'll cost me time and attention. And most importantly, it'll cost me the goodwill that I've recruited with my customer base. He said, no, no, no, it won't even cost you your customers if you don't want us to. We'll go get our own leads and sell them. we just asked you give them a discounted month up front and then we charge an enrollment fee which I give to my guys as commission for the sale so whatever they can close for the fee is theirs

that's how we do it it'll cost you nothing I said well think it over after thinking it over I said I didn't want a four group of trainers and salespeople that I'd never vetted walking around my gym representing my company but I did notice the offer structure that he presented which was a discount plus a fee so you clearly seen the success with it that much I did believe and this is the first I'd heard of this monetization structure. In both attracted customers with the discount and liquidated commissions and acquisition costs through a fee. So here's how it works.

So the description. So you charge a discounted rate for your first term or period of service. You then charge one or more additional fees that you've made up, just like free with fee, which is an old name for a different thing, which is just also in the last chapters, which you would have read if you have this book. Okay. So you can waive some and charge others, waive them all, or charge them all. So it gives you a lot of offer flexibility depending on the strength of the salesperson. So this offer will tend to surprise fewer people since they already came in expecting to pay something.

This is why it's a discount rather than free on the front end, which is one of the key benefits of using discounts over free in general is that people expect to take their credit card out. So let me give you some examples of this. So if you have any kind of recurring service, you can offer $95% off the first month, you know, $1,900 off the first month or first month for $100. So what I just described there, what I just said, was three different ways of describing the same discount. So by the way, for those you who use discounts, there's multiple ways you can describe it. And so you can test out the headings. So like, let's say, let's say I have a $1,000 a month thing and I offer 50% off. Okay.

Let's keep that, you know, super simple. So if I'm advertising, I can say 50% off first month, number one. Number two, I could say it's $1,000. So I can say $500 off instead of $50% off. I could also say, well, I used an exact 50-50 split, but I could also say $500 for the first month. So I'll use a different example of $1,000, but now 20% off. So I could say 20% off first month. I could say $200 off first month, or I can say $800 first month.

All three of those are different ways of making the permutations work. And so if you're doing any kind of discounts, and if you follow the way I do it, I prefer all my discounts to be 50% or higher. And because for me, a discount has to change behavior. So if someone's, 10% discount, 20% discount, like it doesn't, like, in my opinion, people were already going to buy and you just gave away margin. I have to have a discount that's sufficient enough that's actually going to get somebody to buy or get interested who otherwise wouldn't be.

And that's how I think through discounts. And so you're like, why don't want to discount my service that much? It's like, well, duh, we don't want to discount our service that much. So what you do is, let's say you've got five things inside of your service. You say, instead of saying, I'm going to give you 20% off, we say, I'm going to peel this this thing off and then make this thing 80% off. And then these are still 100%. So that makes sense?

So you give the 80 and then you upsell the four. That's how it works. Now, those are two examples. That's how you think through displaying it. So monetization, so I give you three examples. Here's how you monetize. So they come in for the first month for $100, but they still get charged, a setup fee. And so all in all, they'll get charged whatever you want is your setup fee, even though you gave the big super discounted first month.

And then they go straight into recurring. And so from a monetization perspective, you just add up the discount plus what you charge for the four, and then you put that together. And that's how it works. All right. So that's if you have a recurring service. If you have a defined end or a program like six weeks, 12 weeks, whatever, we had a physical therapy earlier of my buddy Cameron. Like he has a defined end service. Like we have to do X period of time.

You would say to the same degree, 88% off the first month selling a 12 week program for like $3,000. This is like perfect for what he does. So monetization. So you say it costs $1,000 a month for three months, but you get 88% off your first month. So that's only $120. And we have a $1,000 setup fee. So they end up paying $1,120 for the first month and then continuing their next two payments for $1,000 each. And so we just did this. That's all it is. Okay. Now, you have to listen to whatever laws in your area in terms of advertising, clients, all that stuff. It depends on every nation, every local area that you're in. But as long as you follow the law, that is how that works. Now, let me give you a couple of the details of the specifics. So the higher one-time startup fee, the lower the churn. This is where the concept of big head, long tail kind of weighs in here. The higher the barrier to entry, so too becomes the higher the barrier to exit. So John told me, so John was an early mentor mine, when he had a tanning empire, he said he had a $100 sign-up fee for a $10 a month membership. He said the churn on those clients was next to nothing, whereas the clients who

signed up for $19 down and then $19 a month turned at a way higher rate. So this means you can use made-up fees that we've been talking about, well, talk about it in this book, to actively decrease your turn and increase the investment of your prospects. So this helps them and you in the long run. So everyone wins. So when people pay, they pay attention. So this is especially important for services where you require something to be done by the customer, getting your information, filling out forms, showing up at certain times, making selections, changing behavior. So like physical therapy, being an example of that. So if you need someone to do something in order to be successful, then more times than not, it makes sense to charge a one-time-strand-

startup fee of some kind to get them invested in the long run. All right. So you even have a massive disparity between, you can even have a massive disparity between the setup and the recurring fee. So a good friend of mine who runs a multi-million dollar online weight loss coaching business charges $5,000 to start and then only $267 a month thereafter. Think about that. Five grand upfront and then less than $300 a month afterwards. Now his client lifespan is more than two years in an industry where people turn out normally in like three or four months. And so this large Upfront Sun gets clients invested in the process and makes leaving almost insane. It's like, I just paid $5,000. Why would I ever quit? Right? And so you guessed it if they leave and want to

come back, they have to pay it again. So it keeps these people committed, especially when they have to do their part of the work to achieve the result that you sold them on, whatever that thing is. Now, to be clear, whatever the reason is for the one-time fee, even though it's completely made up, just be clear about it. Okay. This fee should not be taken lightly. It's also something that you should bring up with every customer. You are doing the work. So you might as well let them know, exactly what you're gonna be doing for them. So again, here are the four steps to creating a one-time fee.

You pick your fee name, you pick your fee price, you pick your reason why, and then you start charging it, discounting it or waiving it. That's how it works. And you know what's really interesting is that even having the fee is incredibly powerful because even if you never even wanna do it,

you can literally wave it for every person who walks in the door and they'll be thrilled. At the very least, they'll just be thrilled that you did that. So think about it differently. I could say you get a thousand off signing up for my thing because I invented an onboarding fee. And then when people come in, I have now invented this fee that I will also not charge them.

And then you can go straight in continuity. Again, you have to listen to whatever the advertising laws are in your region area. So consult, you know, somebody who does legal stuff like that. Can I ask you something? Yeah. So there's two notes. One comment and a question for you. The comment is if you noted what Alex said, he talked about the discount actually having to change behavior in some way.

So just don't think that, hey, I'm just going to do this 5% discount and it's going to work in some way. If the discount, in your opinion, is not going to change behavior. As Alex said, you're just giving away margin. So please consider that. The second thing, Alex, love your comment on this. There are several thoughts on the chat about, hey, I just don't discount. So how do you respond to that is your thoughts around that comment? I think it's fine.

I mean, like, it's a business decision. It also depends on what you do. You know what I mean? I like there's promotional so what I don't do is I never present a price and then change it that is how I that like to me that is where you lose leverage and then you enter these haggles so the price is the price we've already calculated the price and the discount is also the discount so it doesn't go up it doesn't go down that is what it is period and so that's kind of how I see this but no I my my strongest not the thing that I'm most against is is it is is hey it's a thousand bucks and then why can't afford a thousand you know what i'll do it for 900 hate that never do it you'll lose all the credibility it's like wait so you would have just gotten me you would have bought it for 900 like now i hate you now i think you're like well why do i believe 900 why can i get it for 800 right you start you open up this can of worms but if you say this is

a thousand today it's 500 and then tomorrow it won't be you dictated the terms and so that's up to but if you don't want to like these are all like all of the stuff that are even are mechanisms they're different things that are suited for different businesses. And you'll also note this is from the lost chapters, which is things that I didn't fit for every business. The Money Models book contains the mechanisms that I think work for the vast majority of businesses that you won't have a real problem with.

Now I did see in the chat, do we get any free stuff without donating books? Yes, I give four free things. Not just one, I get four. The lost chapters for anyone who is there live. So you get an email with that stuff for those you registered for the launch. The Money Model is audio.

is free and you'll get it in an email if you registered for the launch. The Money Models course, which I think is like eight or nine hours, the whole system that includes every single one of the attraction offers, downsell offers, upsell offers, continuity system, all that, free. And you get 90 days of school to use it free and a lifetime lower rate of $9 a month afterwards. Okay. So all of that stuff comes tomorrow. That being said, all the stuff you see in this frame is if you donate 200 books.

And the reason for that is because I'm trying to get as many books donated as possible so I can get a book in the hands of every entrepreneur in America. That's the big goal. Now, that's why we're doing this whole thing. That's where I'm doing this drive. But the big clock at the top, when that strikes zero, all of these bonuses disappear. So if you've been on the fence, you're a last minute person, this is the last minute. Okay, let's call, let's roll. What we got?

We're bringing that it back out. Okay, here we got. So let's go with, survey says, survey says, all right, we got some more 800s. Okay, we've got an 800. Okay, we've got an 800. Here we got. Okay, Andrew Johnson, you stowed at 800. Thank you so much. We're giving you a call. What's up, Andy? What's up, dude? Occup med. Yeah, that's a five business.

18 million top line. Congratulations, dude. Stud. Stud status. Okay. 1.5 million bottom line. Heard. We got five minutes. What's your, what's the constraint? What can I help you with? So brief context, we do employment medical evaluations. Mostly we're selling to large companies. or large employers, cities, counties, defense contractor agencies, those types of companies. Our best client is going to be someone who's geographically dispersed because we manage that all throughout the country and then about 50 other countries as well. And so it's kind of our target audience. It's a fairly cost-competitive area.

We mostly get clients through competitive RFPs. It's only through word of mouth. We're currently doing next to no advertising or marketing. We basically grow through word of mouth or the occasional trade show and the R&P process. I think one of the challenges is two challenges. One, I think we need a money model and an improved money model, and so I'm excited to get my hands on this book and work through some of that. And something that can bring clients in a little bit more easily,

and then over time, you know, increase the ticket price. Because right now it's a, you know, we're perceived as a commodity in lots of instances, but how we operate is very different. We've really good customer retention, like 95% plus. Yeah. And so, you know, if we can service them in any form or fashion, then we typically can keep that going for, you know, years or decades. Yeah. Yeah. So aside from my model, the other thing that I think we could use is better awareness. I think I don't know people outside of our specific niche in defense contracting know who we are.

Yeah. And so I'm looking at potentially getting into some sort of, you know, content creation of some sort. Yeah, exactly. Yeah, exactly. Yeah. Probably LinkedIn, being SB to be as our business. So, no experience in that whatsoever.

Don't post content at all. Yeah. And I'm on with the experts. So you brought up three different things. So I want to like, let's just take them one at a time. So one there's the, like, I want to basically increase the brands. I have, you know, more pricing power and more inbound. in Bend Dealflow. That's number one, right? I'm doing this in reverse order because I'm just

rewinding what you said. The next thing is that you need you need pricing power. So you were selling commoditized, you know, good. And so it's like, how can we create more pricing power? So brand is one element of that and the other is just the value itself, right? And so I don't know if you've been on this live stream debt long, but the problem that you're having is a super common one. And basically, we need to pick one angle so that you can decommoditize. And so, Shara and I were talking about this yesterday for a different business, but it's like you have the price and then you have, sorry, you have the service and then you have the consideration, right? And so we only have commoditization and I know you have to respond to an RFP, but there's still the benefits

that you can throw in on top that make your service different because you can still win in RFPs without it being lowest price. So do you think you can win on speed? Do you think you can win on ease or do you think you can win on risk more than anybody else? Okay, so then basically again, I sound like a broken record with this particular thing because I just you want to get stats to demonstrate the cost on a global level. And so the big thing is that you want to approach their business from a holistic perspective rather than try to win on a component of the business. And so when you can look at the whole system, you can start pricing against value,

which is what they are ultimately deducing from the RFP. but they limit the scope because they think that by doing that they're going to get the most competitive bids. But you just need to have a better understanding of the business overall to understand the other levers so that you can reframe the pricing so that you can decommodicize against the other bids. Yeah, so I think what I'm having to say is like the proof of how we saved the money through other things that are in our price, but that they're spending money on. They're just not captured in the fees that we charge. Can I give you a hack?

At the end of your RFP. put one to three case studies or ideally the case study that is most similar to the client that you're you know that you're bidding for and then have that client do the sale for you like even though they weren't the cheapest boy did they save me the most money and this is how they did it speed and risk you know what i mean and then they they hit on the buttons that you hardcore focus on within the rfpay yeah so you'll win more bids just by throwing that in and what's crazy is that so like no one does that Correct. It's like no one does it.

Yeah. Do you want to throw someone in a truck? Yeah, I have one idea. By the way, the case study closes. Whenever you think RFP think case study closed, that is the, because everyone reads the RFP and all the folks in the RFP mode are instantly and I commoditized like I'm looking for the price mode. But once they see that and they also see the case study, then if the Delta is not that much, you get the win.

The second thing, I don't know if you can do this, Andy, which is, is there any way to to include a provision in the RFPs, which, we've suggested in the past where any new services that you can probably do consulting for, that you would automatically charge those at a 25% discount. And all that it means is that you're opening the door for consulting one-time consulting opportunities that you can do during the term of the RFP.

And they're like, oh, Mesh, you know, Alex is such a good guy. Even though he's not only giving us this RFP, if he chooses to do one-time consulting within this, we can also get a 25% off. So sometimes what I found there is, once you get, you can still get a one-time kind of consulting job, which you can then,

turn into adding to some recurring revenue after. Is there, maybe that's an idea. Also, depending on the size of the business, you've probably seen this before, but it's significantly harder to get approval to get the bids, sorry, to get the money flowing. But once the money spigot is turned on, it's much easier to adjust scope

and get an increase in budget than it is to get the budget turned on to begin with, which is what Sharon's doing with. Kind of like, you have your RFP, thing one, which is what everyone's doing. But then you add in the case study piece, which is thing two, which differentiates a little bit more,

and then basically resells the primary sales points of the RFP. But then in addition to that, you're saying, hey, don't worry about it. I also have this one-off consulting. So if you do find someone cheaper, I can help you bridge the gap. But now your foot's in the door. And then you can cross all their services, but now you already have a rider there. And so they can start, you can start basically inserting yourself in these other process.

Again, this depends on the size of the business and how the procurement process works. And if you're curious, anybody who's watching, like, why I have any knowledge of this? The first thing I had out of college was I did space cyber and intelligence for a boutique strategy firm. and we all did was a public sector contracts. So the RFP world. I told you I have this very odd mix of background. But I think the way to think about it, I think you nailed it.

The way to think about it is every time you're selling something to a client, if you're in a sales process, you should be thinking about it from a value frame as to what can I hit, and you should be thinking about it from an RFP frame on the floor. Yeah. Every sales process, people are always like, well, what is my USB? No, they're thinking about it. When people walk in, they're saying,

some are RFP-minded buyers. So you have to have the RFP-frame. on the bottom, which whenever you think RFP frame, think case study close. And then when you have the value frame, you can say, here's all this other thing I can do for you. So if you just approach any sales conversation as a synthetic RFP conversation, your chances of winning go up significantly. Yeah, it's like the frame that, and like I think giving great examples of this of like when we want to set the frame for the entire conversation, like the first paragraph of an RFP, obviously the pieces are required, but I want to set the frame as early as possible in this so that I can say like

this is how we approach these things. Like if someone were to say, hey, get me. the cheapest leads, you don't actually want the cheapest leads, you want the highest ratio of dollars in to dollars out from customers, which might not, and very likely will be not the cheapest leads, but the best leads that convert at the highest percentage at the highest prices. Right. And so again, it's like we have to have some very simple analogy that we can reframe and decommoditize ourselves. So it's like, listen, you want the best return, not the lowest price. Yeah. Understood. One question about the case studies closed.

Yeah. Is it effective if I can't disclose the customer? Like they won't actually do the talking for me and have to anonymize it. No, I think it's fine. Yeah, it's fine. Yeah. You also whitewash it too. Yeah, you can whitewash it.

And the way to do that is to provide as many meta details as possible about the customer. So like, for example, if you see, you know, Alex will talk about providing proof in a testimonial. If you cannot put Alex Ramosey, you can say AH Baltimore, Maryland, right? You want to go as close to providing the reasonable believability of that of that testimonial as possible. So get as close to it as you can. So because you donate it at 800 bucks, so I appreciate it. But inside the proof playbook that's in the sales system that you have for free, there's the 13 point proof checklist. Basically, when you're going through the case study, check off every single one of them that you can.

That's just not the name. Right. Makes sense. Cool. So good, man. Hey, I want to say one last thing for everybody, just for them to understand. People will talk to, Alex, we'll share with you a lot saying, you know, I need to build a brand right away. But this is a great example of building an awesome business.

And he said that I've never posted any content. You can still run a great business. So first off, kudos to you, man. Like, you built a great business. Yes, it's a little commoditized, but you now have a chance to, you have dry powder to build and stack a new money model on top of it. So kudos to you for building this. It's a great example for others to saying, hey, you don't need a brand all the time. you just need a great money model.

Well, a lot of what's happened recently has been, you know, secondary, I think, to some of the readings and learnings from Alexa. So I really appreciate you and strong your advice today and in the past. It's found a long way. And so I think you're really hit the mark in terms of helping entrepreneurs. Thanks, man. I appreciate that. Thank you for donating, dude.

All right. Thank you, sir. Talk soon. Best luck with this. Let us know how it goes. Thank you. All right. All right.

So that was, I think that's the first. I think that's Andy. Yeah. So now we're going to go, Cody, stocks to trade. Ooh. Oof.

Uh-oh. Rau. Stocks two trade. What is this? All right, we got some, this could go, this could go in a couple directions.

We'll see. Eighty-four million top line. Hey, how's it going? Mr. 84 million top-line. Let's talk. Well, you know,

I wish I owned the company. I'm just a CEO here. just to clarify. But I want to ask you, you know, in that kind of position, one of the big things is product, right? One of the big parts of product is, like, before you even get to the offer, right? It's like when you're building the product.

Can you tell everybody with what business you're in real quick? Yeah. So we're, like, if you think of Trading View, just plug in. a different name. I don't know what trading is. Is it like a stock trading platform? No, it's just like a charting platform.

Okay, got. Like candle sticks, etc. Okay. Yeah. So, you know, what we really offer is like tools, right? And then education on how to use the tools. Okay. Obviously, never advice.

Okay. You know, put that out there. Yeah. The big thing, though, is, you know, we've already tapped in. to like using customer I'm like well what do they want what's next and so now it's

going beyond like what are they asking for and trying to figure out the step like the step beyond that a little more of like a visionary of like before they even know they want it you come up with it right and we've had a couple of those

you get some grand slam offers yeah they go really well okay but you know But yeah, are you owned by private equity or by founder? Founder. Okay, got it. Okay, heard. So it's, you know, the big thing is, like, what to model, a framework, a method,

or finding that lightning in a bottle. So interesting, because I have, like, such a different angle on this. Yeah. Go with yours. Yeah. Yeah. So, like, I think, I think thinking, like, okay, how do I, you know, revolutionize the space? it's so like you've gone to you know how old is the business oh geez like 2009 okay

so it's established and you've had you been grown every year uh yeah uh 50 percent for a couple and then you know yeah still good so i'll give you my my honest opinion um my honest opinion is like i wouldn't break something that's working really well on growing 50 person here because like all of the all of the extra effort of like we're gonna I almost fell over my chair I was yeah all of the extra effort of like where is this lightning in a bottle um I have found the lightning in a bottle comes from looking at my existing thing that people already want and like and turning it into something they already want and love and so let me let me break that down from a tactical perspective so I think of creating excellent products as looking

at the end state, looking at the end goal, and then saying, how do I remove everything that sucks about getting this outcome? And so I think about excellent products as removing 100% of friction rather than how do I make something that's new and exciting. Because marketing is about new and exciting. Product is about the thing that everybody already wants, but not, but removing everything that sucks about getting it. Yeah, 100%. And I think one of the, one of the big things is you have to tell everyone it's hard, right? Like you have some sort of regulation of course In strains,

but like with the product, you know, our biggest hits happen when you figure out how to put the magic potion together and it takes all the friction out of it. Okay. And you can, like you said,

then the marketing does a great job of finding all the reasons why they should buy. But trying to find, like, what's that next product that could be that same post. but in a different area, right? And there's so many actors in our industry, like I'm not just limited by, but well, we did it.

It's done, you know. I have a different question. I have a question for you. So do you think that if we could take your current product at the end of itself, it works, it looks like it's working well and could you, I'm assuming based on that it's a technology platform, could you add more users to it and marginal cost for that is zero? It's a tech margins, right? It's definitely not tech margins, I wish.

Oh. But it's, you know, for a customer is pretty, you know, one of the first things I did when I came in is we moved cost to break even from 90 to 10 days. That's great. Okay, that's great. And then, you know, then we have to make a decision of, like, how do you know, 50% is you just choose not to make money, right? And you're like, okay, well, you can afford you. spend more. Yeah.

Well, do they stick? Do the customer stick? Yeah. Yeah. Well, then, I mean, if that's the case, then, I mean, kind of. That is the game. I mean, you're just trading like, so I mean, I'll tell you something that a long time ago mentor explained to me and like, this may seem obvious to you, giving you that you're in the

space that you're in, but I'm also saying this for everybody else who's listening. So let's say, simple math, right? You know, $100 million a year and you've got $10 million in profit. All right. That $10 million in profit, if we take it as income, right? We're going to keep, you know, $6 million of that, right? And then great, now we put it into the SEP, we put it into real estate, put in whatever, right? Alternatively, if I take that $10 million and then I put it back into advertising,

and that $10 million turns into, let's say, first year, it turns into $30 million of revenue. Does that sound realistic for your business? Yeah, I mean, it's essentially what we did. Okay, no, no. So 10 million goes in, 30 million becomes revenue, and we're valued on EBITA, right? Or are you valued on top line? We're probably closer to top line. Okay.

That's fine. Okay. So if we're measured on top line, then we just created $60 million of enterprise value from the 10 tax-free. And so to me, it's like I'm choosing option A. I can take $6 million net of tax and then put it in the S&P and let it grow by 10% a year. Or I can take the 10 and then turn it into 60 tax free in that same period. Now obviously the only real question there is risk tolerance. This is like how much am I willing to bet more on this existing business?

But from a dollar, you know, a dollars and cents perspective, I mean it's a 10x difference. So that's how I think through these things in terms of your question of like if I'm the founder and I know you're not the founder. But like, if I were the founder and I'm making this decision, it's going to be 100% the question. The question is down to the founder's appetite for risk. Fundamentally. But yes, if I were in your position and I did say, like, I want to go take the hill, I'd be like, well, let's just take the 10 and then put it in and go from, you know, 84 to think you're at to, you know, 110 or 120. And that would be the, that would be my approach. I'll give you one, one product hack that you shared.

So anytime you're thinking about, hey, I need a new lightning in a bottle, I'll give you a very simple hack to think about the world, right? take your business and essentially think about it as an analog, like think about it like a course. As in as a done, kind of do it yourself where, hey, I get in here, I do these 10 modules, I do this 10 effort, and then at the end I get this Y result. If you map that 10 modules out, then you have a product or a system, you can say, which of these 10 modules does this product or system solve? So now your product development is actually tight to your marketing too. So you can go to the marketplace and say, if you were a trader, you would, and on an analytics platform, you would come in on day one,

and you would have to do these 10 things over three months to get this X result, and you'd have to do all the work. Instead of doing these 10 things, you only have to do these three because these seven things the product already does. So anytime you want to hack product development, you want to think about it as, how do I give people a clean path and then take away things from that path that the product does, and that allows you to probably iterate on that faster. Yeah, and following, and I'm sure you do screen recordings and like, you know, vigorously watch people actually use the product. but like that is where all the big innovations in my life have come from from a technical perspective which is just like watching people stumble like literally watching people over the shoulder and like watch them get stuck and the thing is just it's sometimes like the hilarious things that are tiny that create

the friction that end up like ruining whether something successful or not absolutely I couldn't agree more I really appreciate the help today yeah man no I appreciate you man congratulations yeah great job dude thanks okay all right rock and roll okay so real quick my screen here turned off if I don't if you guys know this. So I'm flying blind right now because I want to see what's going on. But I'm going to wager that some of you guys would like to hear. Actually, we'll do one, we'll do one more and then I'll do and then I'll read some stuff if you guys want. So let me know in the chat. If you guys want me to read stuff after I do another call for those, you guys just bought books. Okay, so let's see who, who just did, oh, we just got another donation. Okay, so let's go.

Excuse me have the phone's blown up. Okay, hold on. Let's go. Sean Clayton. Okay. So, Sean, if you're watching, I'm calling you right now. All right. You just donate a book. So thank you, Sean. Science of abundance. This could go. This could go either way.

Let's find out. Science of abundance. 500K, top line, 300K bottom line for anyone who's watching at home. This is Sean. Okay, 500K top line, 300K bottom line, science of abundance. We got five minutes. Romesey hotline. What is the thing that is limiting your growth?

How can I help? Well, great to me two things that's limiting my growth right now. is I feel like the initial version of my offer when it goes out to market is not as sexy as it possibly could be. I have a spiritual coaching practice. Oftentimes, people don't really hook into that really quickly because it's stuck to ethereal. I'm looking to make it systematized, clear to the point to where it, just to where they understand what they're getting, they understand the value they get out of it, and then spinning off a very specific offer that allows for exponential growth.

they get? So currently what they get. Not the features, the outcome. The outcome is a centeredness. It's a true centeredness that is removing the patterns that they've got in their life, the childhood trauma, you know, cycles that they've consistently been in. That's what they get. Like they actually truly understand a level of awareness to where the consciousness that they

have been taught into, they break those cycles and they walk through the door to understand the death of themselves. So it's behavior change. yeah okay okay okay great great so you you do bad stuff stop doing bad stuff you want to do good stuff start doing more good stuff yes fantastic okay so i think uh you know i think i think i would just i think i think i think you probably just need a change vocabulary because even the name of the of the of the company science of abundance and then you said that we teach you have a spirit spiritualist things what you said centeredness center yeah and

centeredness again it's like we have a big issue of definition of terms And so I would say I'm an objectivist overall in terms of how I see the world, which is why I think people enjoy. I think why I get a disproportionate of views and things like that on my content is because I try to define terms. And so I think that right now you might have some people that you are, think about like this, you're rolling roulette in your marketing and hoping that people who've heard the word centeredness have had a positive experience with that word and as a result make that association with you. There's a very small percentage of people who have done that. The vast majority are confused and have no idea. Right. And so we want to market, or in our language, use the lowest common denominator language

so that the maximum number of people can comprehend the message and ultimately understand it. And if they understand it and we're clear, we increase the likelihood they comply with our request. They do what we want them to do. Okay. And so fundamentally right now, how are you advertising? Meta predominantly. I have on social channels about 400,000 followers currently. Oh, interesting.

That's great. Okay, and what do you sell? Like price point? Price point ranges, anywhere between like low-end ticket is 97. It goes all the way up to $2,000. Okay. What's the sales process? Currently, the sales process is literally all online.

So there's no... So checkout? Just check out. Okay, but you go organic to webinar to check out? organic to webinar to check out yeah and there's some paid ads that run around it and then in the in the webinar you give them all these different options i give them one option okay follow them through so they graduate up into the different levels oh so they start at like a 97 and then they work the right out yeah heard do you have any sales yeah we have sales yeah we're doing no no sorry i i use

see definition terms do you have sales no this is seriously like dude this is a perfect example do you have salespeople who call the people who buy the $97 thing to sell the expensive thing. No, I know. Okay. So, I mean, like, well, thing number one is if you just had somebody who called all the $97 people and then sold them a $3,000 thing, you would make significantly more. Amazing. Okay.

Okay. And then I would begin the call erasing almost all the language that you're using and saying, what are the things that you're doing in your life that you don't want to do anymore? And what are the things that you wish you were doing that you're not? And then it said, like, the point of this call is to increase the likelihood that you're you do the things that you want to do and stop doing the things you don't want to do. And the good news is we have the five-step process that we've done this and we have 80% success rate. Correct.

So if that sounds like a bet that you want to make, we'd love to help you out. How does that sound? Right? Because I think I'll bet you a lot of what you're doing is you're using a lot of jargon and a lot of like featuring. And no one knows that means, nor do they really care. Like they just want the tooth pulled out. They don't care what drill you use. They just want the pain to go away.

So I would just focus on you're doing stuff you don't want to do. You're not doing stuff you do want to do. And we will help you bridge that gap. I'll give you one crazy thing. And Alex's kind of description around using language is really important because if they confused mind stalls, right? And I will tell you personal vulnerability, my therapist stopped calling herself a therapist and start calling herself a business coach for entrepreneurs. And literally her business, her business took off. She went from, she tripled her fees in 12 months just by switching what she did.

Because people, not there's a stigma around it. the average kind of bullheaded entrepreneurs, like, I don't need a therapist. Why'd your point at me? Me, me, me. Me, me. The average bullheaded entrepreneur. I was like I say. Bullheaded entrepreneur.

Taking a shot. So I just want to reemphasize that Alex is right on with the kind of using the right language, especially if there's a behavior bent to it. Because when you have a behavior bent to it, two things happen. One, it puts some accountability on them to actually change behavior. And it puts some accountability on you to deliver the thing that will help them change behavior. So you get what you promise. make sense.

Yeah. And so once you talk in those terms, then the offer actually become one. Like, for everybody, clarity, always, like, clarity beats up, like, if no one can't even comprehend the offer, like, the biggest thing that you can do to increase your conversion rates across funnels, across ads, across emails is, is just describing things as you can observe them objectively. So I think about, I translate all my materials through, like, a court filter. So if you're in the court and you say, so and so is frustrated, they would say, objection, your honor, because that's not a fact. That's an opinion. What they would say is that when that person came in the door, they spoke at a higher volume. They could say that her face was visibly red.

They could say that she was sweating. They could say that she threw something at somebody. These are all things that are observable that no one can question. When we start talking in terms of the amorphous, it becomes really hard to understand. And so I would use all of the observable in all of my marketing and sales so that people know what they're going to expect far more accurately. It'll feel like a superpower. It converts like crazy. Let me ask you this question.

I love that. I can get a lot more clear. If I were doing a challenge to get people to come through the door faster in like a 60-day transformational window, tell me what you'd think of this, because I framed it off of some of the things that I've been picking up for me lately. $500, that on yourself. When Your Money Back is the first offer inside of the attraction offers inside of money models.

And the course, by the way, everybody's watching. It comes out tomorrow for you guys. It's free. All right, relax. It's free for everybody. But so when you're, yeah, the When Your Money Back offer, I think, would smoke for this for this for your type of business because it's all behavior change related exactly and so what i'm doing is that i have a i have a set of things that you do every single

day you submit that into the community running it on school yeah give you 50 percent of your money back if you actually get through 85 percent of it and then five people would be voted by the community to where i'm going to give 20 000 dollars to those five people at the end who the community basically uplifts and then of those five people they can be nominated to become coaches inside the community so i built an entire flywheel okay i i like the i like the the Yeah, no, I think, I think there is a little too much. There's three things. Like, if I were you, I would do, I would do the following.

Do the win your money back. Instead of 50%, make it 100%. Okay. The 100% money back is a store credit, not cash. That store credit then rolls into, roll over upsell, into a year with you. Okay. So, $500, great. A year with me is $5,000.

Great. We take the $500 roll. It's towards $5,000. Fantastic. Love this for us. Okay. And then that's front end to back and conversion. Now, what are the things that are required for them to, quote, earn their money back or win their money back?

So thing one, I like the habits and behaviors. That's good. That's what gets the results. The other half of the things that you want to do and when your money back is get them to promote. All right. And so that means, now, depends on the nature of the service and how people feel about this. So you'll know this part better than me. But I would say at the very minimum in order to get the money back or win the store credit,

you have to leave me a testimonial. Okay. number one. Number two, you got to make a public post before and after. Number three, you got to turn in your befores and your after stats. So you can either make it public, I'm giving you different variations of this. So a more watered down version of like, I don't want to post it. It's fine.

Then you've got to turn in before and afters. And I want them in these formats and I want them on these multiple sites. So I want you to do it on Trust Advisor. I want you to do it on Google. I want you to do it on Yelp. I want you to do it in this Reddit forum. These are the four places I want you to post this testimonial. And that is required in addition to the things they have to do to get the results.

So the things that someone does are activation related and advertising related. Those are the earn your money back components. And everyone's like, wow, that was a little bit more nuanced. That's why I wrote a book about it. So I would do it from that perspective. And by doing it that way, if you want to get super staying on it, which I would recommend, why not. I always included satisfaction guarantees. So it's basically a double guarantee.

So it's like not only can you earn your money back, if you, for any reason, feel like you've got $499, of value when I charge you $500 at any point, you know, six hours or six weeks into this thing, you can ask for your money back. Now, for me personally, I did, I almost never had anyone asked for the money back from a satisfaction perspective because the winner money back frame is so strong that like, you know, and I only pulled that out if I needed to, you know, close a deal or something like that. Cool? You like that? What about this? Yeah, I love that. What about this $20,000 giveaway thing? No, too much. I just don't think you need to. Yeah, you don't need it. Okay. So you're trying to combine, you're basically trying to combine three,

re-different attraction mechanisms. And again, clarity. Like down the middle. Right down the middle. Fastball. Like if it's a good pitch, they'll swing. Okay. Cool?

Love it. Thank you, man. Good job. Thank you, dude. Appreciate you. Thanks for donating the books. Absolutely. All right.

Rock and roll. Okay. So we're getting close. Okay. So at 3.35, I have this stack of, well, there's somewhere. I have a stack of signed books. The $100 million men will demonstrate what the signed books look like.

There they are. Signed copy. So at 3.35, we're going to give 10 signed copies away to who are we giving them to? Look at these very fancy signed copies. Are we giving them to? Who's qualified for this? Yes, that's right. We don't speak.

The $100 million men do not speak. Like the Green Man group. All right. While he gets that, thank you guys. I appreciate it. I know. Jay Steele, I'll drop the behavior book someday. Right now, we've got to finish this launch before this.

timer goes out. So by the way, those of you guys are coming on. This is the end of the donation book drive. So we're trying to get as many books in the hands of entrepreneurs as we possibly can. The ultimate goal long term for me is 32 and a half million books. That means one book for every entrepreneur in America. I will eventually get to the world, but right now, you know, I'm focused on America. And so to incentivize business owners help me out. I created all these assets over the last two years that I'll give anyone for free if you donate 200 books. Okay. And there's a bunch of free stuff for people who did nothing. So if you're broke, I got you. Don't worry. And that's why I set it up. Okay.

So between now and when we hit 3.35 copies, anyone who donates 200 books will randomly select 10 of you to receive one of these guys. So as of right now, between now and when we hit 3.35, which is coming up pretty soon, anyone who donates 200 will randomly select one of you guys to get one of the signed copies. All right. So that's what's happening. Now, let's get jiggy with it. Okay, Miles Lua, you just, thank you. You just, you just got 200 bucks. Thank you. Okay, rock and roll. So, thank you for that.

Appreciate it. Pre-order is arriving already, so good job, guys. Oh, dope. Excited. I don't know what that means. I don't know what that means. I don't know. The person you are trying to. All right.

All right, we're going to try another one. I'm going to get canceled before the live show even ends. No, no, it will be okay. Okay. Yeah, I have representative. I'm good. I have, I have coverage. I have coverage here.

I'm good. All right. Nick Aestosh. Okay, so some of the 200s are coming in right now. Our team, are you guys going to send me names so I can read off who just got some copies? Ed, give me a name. Otherwise, I'm calling Nick. Understanding behavior.

Oh, wait, that was thematic. All right. I'm calling Nick. I'm calling Nick. Okay. And then as we, as we, as we, oh, wow. We're really about to hit the 200 though. So it's literally right now.

Nick, what's up, dude? Not seen much. How you do, man? All right, we got five minutes. Top line, bottom line. What's the problem? What's your top line? We're a pretty new company.

Right now we're making about 80K. a month and we're profiting about 75% of that. Okay. Well, this is great. Okay. For sure. Yeah, so we run a company. I do test preparation for people that are taking the BcDA exam to become board certified

behavior analysts. Okay. Got it. Which is pretty cool because I can tell that you're a scionarian at heart and all that. But yeah, so we can't. Like our biggest bottle deck right now is just getting more attention. Like our products are really good and all of our students love them. Our reviews are crazy.

It's just kind of getting more volume. But one of our problems with the business is that since with our company, we, our students don't really need us once they pass the exam. So they pass and then they just like don't really, they don't need us at all. That's fine. So it's really difficult to get continuity. because we just constantly have to get new customers. So one thing that we've been working on is getting more university collaborations.

So we just collaborated with our first university. And they're going to be implementing all of our materials for all of their students for like across our whole program. And I feel like that's the best way to get continuity. But I just wanted to kind of like pick your brain about what kind of strategy should I be using for cold outreach to new university programs. Okay, so pause real quick. Pause real quick. Yeah. So currently you, what percentage your revenue is coming from university programs that you're doing collaborations with and what percentage is coming from just

like people coming to you and just saying, hey, I want help with test trial? Right now it's like 95% just from people and we have this one collaboration and all their students are about to roll in and purchase all our products in like the next couple weeks. So like we haven't touched that revenue. yet really and this is just to get once they take the test they get into a university program is that correct no opposite so our students they've already graduated from their programs they all have master's degrees and then they need their certification to practice professionally well that's great because it's closest to money that's wonderful yeah yeah absolutely so like most of our students they pretty much like triple their income once they pass their exam okay so let's okay okay so you're sitting

on a gold mine so that's a good news All right, so I want to talk through a couple of things. I'm just going to do a couple tactics. I got to keep going. But here's like we're going to rapid fire. So number one, every single person who walks in the door, you have to get their current earnings. You have to, you get it.

You have to get bank statements. Okay. Six months after they graduate and you have to put some sort of stick there. Maybe it's a rebate, maybe like ideally a rebate or maybe they can only become a member of this thing that you charge $10,000 a year, but they get it for free if they, X, X, Y, which is they send you their earnings. after they get the job using your thing. Okay?

So the reason that that's important is that then, because you have such a clear, like, we get people from point A to point B, and it is related to the income that they're going to be able to earn in a field, like if you look at Harvard, Harvard can publish the average or median income of a Harvard graduate.

They can say that. And so people will think, okay, well, if I go to Harvard, my median income post-graduation is $125,000 a year. Okay, great. I don't know what the number is. I have no idea what it is.

But they can publish that. that. And so to the same degree, you're then able to frame your value against what that triple is in very real terms. And that way you can put disclosure to say, hey, these are the medians that we have 10% of people who don't get jobs. And, you know, literally just publish the stats if you are as good as you say you are. And it'll just make, you'll be able to price so much higher by doing that. That's number one. And the way to do that is to add the alumni job board as the thing. So you get the full time, lifetime access to the alumni job board. And that's what people do. and you can show that to them on the front end. Okay, yeah, I like that idea for sure. Okay, that's thing one. Thing two is I would, I think the idea of going after the, after the universities is not a bad idea. You need to think about your business as one level chunked up,

which is that the customers are the universities, not the kids, right? And so the goal is to basically create a monopoly here where you can map, the entire network of these universities they make full-time partnerships with you and ideally you can lock them into longer-term agreements and I would always ask the magic question which is what would it take what would it take for us to make this exclusive what would it take for us to lock in for five years and once you do that then you can become an entrenched monopoly but you're too small for anti-monopoly rules to to affect you and then you can become a money printing business again

not a guarantee results will you know vary yeah yeah yeah what Alex is saying is It's also like, you know, you want, the test prep is just a part of the journey, right? So your next part of the journey is the career placement part of the journey. So you just have to figure out, hey, what is the career placement component that I can add to this? So the test prep is paid by the student, the career placement is paid by the university. So you monetize both sides of the, kind of both sides of the supply demand curve. Yeah, so people with this certification are super high demand. Like, they find jobs instantly.

Like, they apply and, like, they're just handed jobs. Well, if you want to make more money, right, then that's a scarce resource. And so then you can include in a placement at an even higher earnings. Like basically, you can pre-negotiate for them because if they're all getting lots of jobs, then it's scarce, which means you can then create overrides, which means you can hoard the scarce resource, and then you make money on the customer and on the placement. I see. I don't think you do that now to be clear because you're too small.

So I want to be clear, but that's like, if we're looking at what's the big vision, that's where we want to go. Right now, though, document the earnings, number one. number two once you have those documented earnings you go to the i would i would do that first because then you can use that in your sales pitch to each of the universities because that makes sense for them because they're going to want to advertise this numbers too if they can and they will be able to if they fully and exclusively uh collaborate with you yeah totally okay uh one more thing is yeah i got i i got to go to the next one though but i i i i i'd help at least to get you started

yeah for sure very helpful happy birthday man no i appreciate you And if you want to get rub shoulders with the universities, the best things that I've found have been going to the trade shows and conferences because that's where the buyers are. That's where you'll be able to, like, it's the easiest way to get your foot in the door. Awesome. Good to know. Thanks so much.

Appreciate you. You bet. I'll give you one more 201 strategy, which is hire someone who already did sales into academia. This is a little bit higher end. That person already has the blackbook. They already have all the key holders. for every one of these universities, and you're basically buying their blackbook

by hiring them. So then when they call, they pick up the phone. That's what you're paying for. All right. All right, awesome. Appreciate you. All right.

Thanks for donate books, Ben. Yeah, thanks for doing, man. All right. We hit it. Oh, we have three, four. Okay, so do we have... They're working on. They're working on the names?

Okay, fine. So we hit the 3.35. So 10 of you guys who donated 200 books, they're pulling names right now because it happened really quick. And they're going to send them to me. And then you guys are going to get signed copies. And I'm going to name the names in a minute.

Okay. Okay. So, okay, I saw somebody request dental. So I have dental right here. That's literally somebody just opted in who, not opted in. But donate books who was dental. Okay. So we got Red Lion Dental, David Black.

Hopefully, hopefully picks up. I'll find out. Yeah, I'm calling people who donate. Yo, what's up, man? Hey. Let's talk about Red Line Dental. We got five minutes. Okay.

So top line revenue for last year was $1.6 million. Oh, I love that. So simple. Yes, keep going. We are on track to do 2.1, 2.2.2 this year. Okay. The increase comes from, we've been revving up the inviseline side of our practice two years ago. We're doing eight cases a year.

In the last 12 months, we've done 143. Love it. I have two. questions for your one's a little bit or just straightforward tactical which is I now need to hire a full-time appointment center. Do you have any recommendations on compensation strategy?

Dude, it's going to be such a short-lived thing, man. Like, you're going to do this for like 12 months and then, I mean tops. Because SDR, like AI appointment setting, especially for medical for something that like is well understood is going to happen. Like it's in swing right now.

Yeah, we're always using an AI for our result. Yeah, so you need to get an SDR, so you're saying just recommendations for how to find an SDR? No, I have, well, I mean, if you have any quick ones, that would be great. But the, the, I'm talking on the phone. Sorry, my four-year-olds. Young, hungry, 20-year-olds tends to work great. Okay. The other question I have, so we've been doing, our price for Invisal is 4,500.

We've been doing as lead, which I want to get. get rid of or as an offer was $500 off. It just had through top line, like you were saying, a few minutes ago. So I was trying to come up with a magnet. The one I had come up with was coming for your free and Vizaline consultation and we will make you custom waiting trays at no charge.

So you get that whether or not you move forward with misling. We just qualify that appropriately. You like that better than the $500 discount? Yeah, because my cost to produce trades is about $30. But does the person who come in for a, free teeth whitening thing do they want invisible on so that's the pre-qualifying okay okay

right um and you're running that off for now uh no i was i was about to start that and then uh got access to your a i and what it recommended was uh do a um uh basically a 49 dollar like get get pay for you a discounted at $49 for when you go with normal the house $400 yeah right when you come in for your invisible yeah okay so you have people who have seen in the game yeah help cover cover cover offer and close and then we have a subscription model to um keep people in maintenance for waiting that's yeah that's nice job AI good job um yeah I'm I'm gonna get I'm gonna get retired soon do that no that's it's that's it's um that's a good that's a good suggestion

So I'll give you a little detail. Maybe the AI didn't say this. So I still have failure. When you get the, you want to get the card over the phone if you can, obviously to bill. And then that way you can also charge a no-show if they don't show. But if you're billing them up front over the phone for the discount thing, that'll, that'll dramatically decrease the show rate. And then when they come in, I would probably position this. I would use probably half of a menu upsell in terms of the mechanics.

So obviously, we own a Titoid Wenning chain. So I'm super familiar with like the whitening process and sales process around this. And like the sales process that we designed more than doubled LTV. And so basically what we would want to do, do you have any computer imaging software? Yes. Okay. So I'm guessing you show them like this is what your smile could look like. Yeah.

So we have an entire area so we can do both here's like just like Justin Dismline here is a thing is why I have veneers. Okay, yeah. So, oh, do you do veneers too? Yeah. Yep, dude. I don't know where we're going to go here. Take a picture of them.

Say, you know, here's you when you're pretty. Here's where you now. You know, which of these three looks would you prefer? All of them are buying. And you say, great. I recommend this. Do you want to use the card you have a file? Which they give you because you already have it.

So it makes the whole sales process super buttery. I'm in yeah that's it yeah yeah well I mean I yeah I kind of nailed yeah that that that that work real good awesome okay and good good good guys so much now you thank you back congratulations and thank you so much for donating books dude I appreciate it absolutely having me much all right you too for anyone who's curious what he was referencing the AI I trained on 226 one-on-one consultations which people paid a hundred thirty five thousand dollars for I'll show you this real quick.

Maybe the camera can zoom in. So this is what actually went on. So I would, let me see, yeah, there you go. I've blacked out the faces here. But like I would have a consultation and then we would go in. And so we have all the stats about the business. And so all of this is all like all the notes that I would, that we would take on the company.

And we would just basically pour through all the things that we need to do about the business. And then there's just a lot of pages for each one of these. But anyways, we would do that analysis and then to come in and then I would be like, hey, these are the things you need to do. This is the promo. I think you should run. Here's some of the dude that supports it. It's XYZ. And so all of these companies paid for that from me specifically in person. And so I trained it on that plus all 12 implementation playbooks, plus all of my books and the notes that are unwritten about my books, kind of like the lost chapters, but more stuff. And all of that is free when you donate 200 books and you're like, why would we be doing something like this?

It's because we're going big. We're trying to put a book in the hand of every entrepreneur in America and I wanted to incentivize business owners to help. All right. And so that's that. What? Speaking of. Yes. We have some names to pull. Okay. For those you who donated 200 books during that little window that I had pulled up. Okay. Drum roll please. Okay. So the first three random signed book winners for people who bought the 200 book bundle. We have Tom Urbanski from London, United Kingdom. Can we sign his book? I just signed it earlier. Oh, you signed it okay. But it's signed. Okay. Oh, I'll put his name on. I put his name on it. I'll sign it like this. Okay. Tom. Yeah. Tom. You rock.

Here's a blue. You were probably signed. Oh, I think it's cool with black. Okay. Yeah. All right, Tom. That's for you, dude. Thank you. All right. What's our next one? Now we have Robert Wierda from Tampa, Florida. Robert. Robert. Robert, thank you, dude. Thank you for donating bucks. If you're online, drop a chat.

Guys, anybody who donates 200 books, you get a chance at a signed book from Alex. Thank you, dude. All right. What's our next benchmark? 3.4. Oh, no, we're out there yet. Okay. Okay.

All right. Next, we have Cody Limbaugh. How do you smoke Cody? C-O-D-Y? CODY. Okay. C-O-D-Y. C-O-D-Y.

From Enterprise, Oregon. Keep giving. Thanks, dude. Thank you guys for supporting and doing the 200-book bundle. We're gonna take calls after this, all right? Okay. Next name? Oh, that was it.

Oh, three. All right. Okay, then we're gonna-all. Then we'll do another three. Okay. Fantastic. You got me all, you got me all hot and bothered. Okay. You got my phone?

All right. Fantastic. Want to hang? Yeah. I'll swap up. I'll see you on. Yeah, it sounds great. Okay, okay. Where we got?

Okay, so that was David with Red Lion Dental. Wasn't that fun? Okay, next one is a different, David. 10x re-up. I don't know what that is. I'll find out. Re-up. What do it mean?

I don't know. I may have to pee at some point. This is David. David. it. Re-up. It's Alex Ramosey and Layla Hermosy on Hermosy Hotline. We got five minutes. Thank you for donating books. How can we help? What up? What up? Is my live behind right now? What? Oh, no. The live is behind. So it's always like five or ten seconds. You're good. Okay, cool. Yeah, so real quick, I'm in the business of getting other people and other business

owners money for their business. So like loan stacking through banks and alternative lenders. Okay. And very specific question for you with this one. With ACQ Ventures, I'm working with a tech startup right now out of Silicon Valley and their founders. And they're in the process of talking to some people for getting $30 million. And I was going to ask you like what the process looks like or how you guys do it at ACQ Ventures if you do stuff like that. But they're building, can't say too much because I sign a. but they're building something that I think that you guys might be aligned on.

Well, we have to know, we have to do diligence on the business. So we have scorecards essentially for business, business scorecards, founder scorecards looking at essentially like rating them. And then we weigh out each one of those things. So, you know, there's 15 to 20 points for the founder, 15 to 20 points for the business, 15 and 20 points for market economy. And then each one of those points is weighted differently based on how important it is. And we just honestly use a formula.

So we run the businesses through there and it helps us make objective decisions, but we have to get the diligence in order to know if we would invest in the company. For sure. Yeah, I was going to be in, I was actually going to be in Laguna on Wednesday and I'll be out in Cali for like the next two weeks. I'll be going to San Fran and L.A. during that time. So I'm in the school. So it would be dope to see what that process would look like so I can connect you with the founder because they've already built it. It's already like ready to go. The way to do it is just have them go through ACQ Ventures because we have a whole process for that.

We have a whole team that looks at deals every day. If you make a post in the group, we'll get Zach Choi, our general partner, to link up. Yeah. Okay, sweet. And then, okay, so a different question that's specific to my business is for getting people funding.

I was wondering what you guys would think is the first thing that I should hire out on because basically I'm on the revenue roller coaster of like I'll have like one decently big month like last month I had my biggest was like 55k and like 50k of that is like profit but I'm pretty much one man show right now using some AI systems and I'm going up and then I have to deliver for the clients and that slows me down on the marketing side so would you guys recommend like hiring somebody for sales first or hiring somebody with skill and training them to help me with like the delivery of the service I know what I would say Yeah, I already know. We're going to say the same thing. Yeah, I would have, like, I would have somebody help you out with the delivery. Because right now, dude, like you're, you're, you need a, you need a generate revenue, right?

Like, million plus, yeah, go ahead. Yeah, always delegate revenue last. So whatever's closest to revenue, you hold on to the longest, typically. Now, and to be clear here, for, like, somebody who's a software founder, if, like, the, the, the software you have needs to go viral in order to succeed, then the thing that is closest to revenue that has the highest leverage is actually improving the product. So again, like there's a little bit of a nuance there. Yeah, business specific. But yeah, for the business that you, it sounds like you're in right now, it's going to be more promotion-heavy, like you're going to do more deals. And so, yeah, I think the delivery I would imagine is very process-oriented.

Yes, yeah. It's a lot of like meeting with them. Yeah, checking boxes. Yeah, exactly. Yeah, so that's totally, and I'm guessing it's probably taking up half your time. Something like that. Yeah. Yeah.

So for sure, that would be the lower leverage thing that would like, that would be the first thing we hire up. Okay, cool. And then my other question was going through the course already, I was building out my series, and I was looking at one of the attraction offers, the free premium offer giveaway. Do you guys, or have you seen a way for that to work, or is it designed to be able to work through like a cold email system where I can just rip, you know, 2,000 emails per day? Giveaways don't work like, I'll say this. I would not use a giveaway as my attraction offer for using cold outbound as my method. So giveaways weren't. works super well with like one to many communications, whether that's content or that's paid ads super well. Outbound, it's like, it's, no, I just like, that's not how I do it.

Okay, gotcha. Would there be a certain attraction offer for that you would recommend for an offer, like getting business owners funding based off like cold outbound to rip emails? So, I mean, is there a giveaway for sure? The question is just like how much? Because you want to make, oh, wait, wait, sorry, sorry, roll back.

You said, is there a giveaway option that I would do through outbound? Is that you said? No, and it's been an attraction offer. Oh, an attraction offer. Yeah, that would fit there, yeah. Let me try to think. I think that I would probably end up doing a, I would probably end up doing a decoy offer for that.

So it's like they come in for something that's free, but then you explain to them that that's only one part of a much bigger system, and they really want this other thing, and they'll happily buy that other thing, that's significantly more expensive rather than the free thing, which obviously you can offer that, you know, should they choose not to get it, but you, you know, you give them the upside. For sure. Okay, cool.

I appreciate that. And then that pretty much answers all my questions, but it's funny that Layla, and I'll just put this on record, she convinced me to drop out of college years ago. So, yeah. Well, thankfully it worked out. Otherwise, it's like, and I'm homeless now. How did I convince you to drop out of college? Your video on YouTube basically like weighing the pros and cons.

And I was like, wow, this has never been more obvious what I need to do. Well, there you go. Well, I'm glad it's working out. That's freaking cool. Well, Layla can convince me to drop out of singleness. So I hear you. Thanks, I appreciate you. Thanks so much for donating.

Yeah, thanks, guys. Appreciate it. All right. Okay. Let's do two more. We have two more winners. for signed books. Okay, let's do it.

And then you can go run a bee. Yeah, and then I'm a little thing. All right, let's do it. Okay. So, put my signing. So we have Chase Sugarman. All right. Mr. Sugarman.

San Diego, California. Mr. Sugarman. You donated 200 books. I only remember Sugarman. What was the first name? Chase. Chase. Yep.

And guys, this is for anyone who donates 200 books. You get a chance at a signed copy. Okay. Keep being. Awesome. Boom. All right, that's thing number one. Okay, now we've got Mark

Magalanis from Mardson Park. M-A-R-C-R-C-R-C-K. Last thing I want to spell wrong. Mark, okay, Mark. From NSW, Australia. All right, we're shipping this out to you, Mark. 200 books going to Australia.

Oh, sorry. Do-D-D-D-U. All right. We have one more. One more. Hot one. Special one. Oh, yeah?

Yes, Shem. Shem? House. Okay. I don't know. Yes. Is that like I'm supposed to send it? All right.

And she actually has a fucking mood fall to plan license plate, so I'm going to sign it too. Okay. All right. And then she'll know this part is for me. And then I'm going to do this. And then you call an ex person. Maybe. I'll do whatever.

You know, I feel like you. Okay. So call this one. Okay. Okay. Okay. Have fun. Should I call somebody or should I answer questions about Alex that are uncomfortable?

Should I spill some tea? All right. Hi, this is Layla Hormosey. Good. How are you? Oh my gosh, you're fine. I love your license plate. I'm full of something else.

Seriously? They took it off. What the heck? That's so rude? Okay. Yeah. Not cool. I know.

I know. Not cool. Well, you're on her mosey hotline, and Alex went to the bathroom, and so they gave me your number to call, and I was like, she's got the license way we got to do this. Well, look, I think missions that come up influential like me. Yeah. I'd like a bit of retail management experience. Would you recommend that that is someone that potentially could help me run, like it's a $5 million PC. High volume, but it'll say high. Yeah. So in general, if you are looking at hiring somebody to be an operator, I look at it as an operator, is really a, a people operator. Now, if you can operate and you can influence people, you probably also can deal with process and systems and all those things. But I look at it as it's a much higher leverage skill to have somebody who has the ability

to essentially influence people, lead people, manage people, and drive sales than it is to have somebody who understands like the technicalities, the project management skills, the organization. So I almost look at it as like that person you want to have at the top. And then they can contract people, they can hire people. they can, like, if they're not the best at the analytical technical side, they can get people who are. You know, like, for me, for example, like, my skill has never been like, oh, I'm the best with systems and project management tools and organ, like, it would actually be probably a bad use of my time to do that because I'm better at, you know, leading people, driving revenue, doing those things. And so I think you want to think about, what's your skill set, right?

Influence. It's 100% influence. Right. And so. my people are like it's um i'm selling even from the interview process of when i'm in to almost like sell our culture ourselves yes our team that the point of difference that we have in the marketplace like i use my conviction to influence my team correct so you want somebody who approximates your skills if you bring in somebody who has none of your skills then what are they taking off your plate they are solving a new problem but they're not solving the fact that you still have this on your plate and so a lot of people when they bring in an operator this is the number one thing i see is they think oh i need

somebody who's like the opposite of me. They need to be like very detail-oriented and operate and all these things. I'm like, listen, I'm an operator and I'm not that person. I'm not hyper-technical. I'm not driving the project deadlines. I'm not doing like, I'm a people leader through and through. And I also have an enormous sales background. And so I think that you have to, it's like the weirdest friendship, but it's like,

find somebody who's more like you and they will take more things off your plate and they'll probably be able to do a better job leaving the team. And so I think, honestly, it sounds like you had the wrong avatar in the past. And I think that you've taken the step in the right direction. So I love your plan. I actually wouldn't change anything. I think that you should give this person a shot This is absolutely huge honestly this is the biggest constraint that's stopping us from scaling and duplicating our model because all of our systems and leadership is a huge function and Yeah, and at some point you have to you have to make a choice which is like and it's more of a decision which is like I can no longer scale this business off my leadership alone I can no longer scale this business off my influence alone like I have to bring in other people and it's more of a decision which is like I can no longer scale this business off my influence alone like I have to bring in other people and And sometimes when you're thinking about scaling the business, like we talk about the constraint of the business all the time.

But sometimes it's your, you are the constraint. If you are, if you have a lot on your plate, if you are gassing it, if you are working 12 hours a day, and you bring in people that are not coming in to relieve you, you've just added more to your plate because you have to manage them, manage their output, manage their KPIs, but you haven't relieved yourself with anything. And so I think sometimes the best thing you can do is ask yourself, what's constraining me versus the business? And I think once you get to that point where you're, you know, creeping on eight figures, that's probably the best. question to ask. 100%. And like the hard of fun as well is trying to find people that have the grit and resilience. Like I think sales builds up for you.

Yeah. It's gritty. We're getting someone from, you know, a technical background. They probably don't have the same grit to deal with all the adaptability and all the constraints that operations has. They're probably their adaptability alone. Yeah. So here's what I tell you.

This is what I tell people. I want somebody kind but tough. And I want somebody organized with sales. skills that's it those are the two things kind but tough organized with sales skills I love it I think you're on the right track I would make the higher I just needed to hear and I know that has the content with the Sharon at the moment thank you so much thank you thank you okay well hey have a great rest of your night or morning I'm not sure okay I'll talk to you soon

morning thanks Ler bye thanks bye all right so I was told by the 100-bondal men that we're doing as soon as yeah I'll say one I'll say one I'll see one we're good we're good let's do the next next cellifono you want to do one early okay okay okay okay because we're gonna do okay okay telephone okay okay all right the next 10 the next 10 people who donate 200 oh there you go you got a next 10 who donate over 3.35 get assigned copies. So right now, you donate 200 copies, we will sign a copy.

I'll put your name on it. It's the next 10. Okay. I think we might... Next 10. That might have been the next time. I think we're close. No, I think we got two left.

I think that was seven people. There's... And I think there's one left. Okay. As soon as we get the names, we will be signing copies. for you guys. You guys rock. Thank you guys so much. And thank you on behalf of the entrepreneurs, by the way. Okay, let's pull up. So we did, we did, Kim, okay, who else we

have here? Let's rock and roll. We have, we do Angelo? You know, we didn't do that one. I don't know. I haven't been up here. Yeah, I have. Okay, so. So serious. All right, so this is a slightly smaller business, so this will be a good one for anybody's a little smaller. Salty. Oh, that's why it's smaller business. The phone doesn't work.

Denied. I'm giving him a more shot. He's like, I can't get leads. Be like, I don't know. The phone doesn't work now, bro. I'm calling you, man. The phone don't ring. Dude, you just hung up.

It wasn't a power move, I swear. Do you, are you flexing on me, bro? No, well, my happy birthday gift to you. So thank you so much for donating books, man. Let's, let's do this. Okay, top lines, 20K a month? Okay, 20K a month. month 4K bottom line right yep okay got it so what what are you selling right now

we're selling fine acquisition services so I'm doing for financial advisors so I'm doing a bunch of stuff I'm doing paid meta ads for most of the deliverables and then I'm starting to notice that we're booking a lot of appointments for advisors but they're not closing them so I'm starting to build in like AI sales and you know and supporting them with like sales coaching calls to help them convert Okay, I drink a shot of energy while you said, who is the person that you're doing the client acquisition for? Financial advisors. Finals advisors.

Okay, got it. Okay, what's price point? charging 5K up front and then between 2K a month and 5K a month. I'm trying to figure out some sort of upside. Yeah, how are you getting them right now? Yeah, how are you getting them right now? Yeah, so I've done the energy. message so I emailed like a bunch of people did some insights did that first we got one

from cold call and then I've had a couple of verbal yeses to paid Facebook ads but we haven't actually closed okay how long have you been doing this I really started pushing this since October okay so I'd like less than a year yeah you're figuring out your first real channel so I'll tell you right now for just about anyone who's doing less than a million dollars a year it's almost always dramatic underestimation of the volume required Okay. So right now you said you got one from cold calls, you got one, you got a couple from

interview method, right? Yeah, yeah. And then I've been moving to paid ads and the lease loan is coming in, but like the quality of the leads have been fluctuating. So I'll have a couple of good calls and then a couple like terrible and I'm just trying to figure out. Well dude, you're just measuring on two, you're measuring on too small of a time rising. I'm just like it's normal, you got good leads, you got badly, so it's just part of it.

And so you don't, you don't think it's the offer, like you don't think like one of all, do you think that should just ramp up the amount of volume in terms of new prospects? Because I've also done this. What's your close rate? What's your close right now? Say it again? 10%. Oh, 10% is your close rate right right now.

Yeah. Now, of the 10% though, because I want to give good numbers here, are all, that would mean that 10 out of 10 people that you made the offer to were qualified or this 10 people you talk to in the week. So, okay, of qualified leads that you made an offer to. two you close one yeah okay now I don't know how good your sales skills are because sometimes like if you don't know how to you know if you're just getting used to sales like that could be a thing I might not necessarily be the offer as much but what's the incentive for someone to sign up right now for them to sign up like well I just drive them new traffic and they don't have to

worry about like booking appointments I just put appointments on their calendar heard do you have a VSL in your sales process right now yeah but I don't think it's well I don't think it's very like Good. My background is in sales, not marketing. So I leaned on that heavily, but yeah. This is just a different product that I've been selling. Okay. So I'm going to tell you something that I told one of my sales directors years ago,

which is that at this point right now, especially if you came from a background of sales, I want you to be thinking about how do I make sales easier rather than how do I get better at sales? So I think you have the right frame. Just big picture, okay? So, like, you need basically, how many, how many success? stories you have? Three, but yeah, three. Okay. They're not like amazing though. Yeah. Okay. So I'm going to tell you something that you probably don't want to hear, but like this is what I would do if I were you. Hmm? What are you going to say? Let's do it. All right. Okay. Laylor probably doesn't want to say.

I would probably see if I could work for people with a free trial plus penalty model, which is actually a different one that's money model that's inside of money models book and system. So when you go like go watch that video, training on it everyone who's watching this by the way it's free chill out that's free for anybody you don't have to buy a book but the way it works is this is that you have someone put a card down and they still have to do all these behaviors and if they don't do the behaviors you build them and the reason for that is like listen I will do this work for you and I will do it for free because I need testimonials because that offer will get you way more sales obviously because like you probably talk to all these you probably talk to 30 qualified leads right something like that.

Yeah, talk to more than that. Okay. So dude, I would rather you just like fill up your calendar, get way better at it, and get way more yeses, and then basically artificially, not artificially, realistically, jam your supply demand so that you can barely even like work. They can't even do anything else because you've got so much business that you're working with. And then you'll, it'll shift your perspective and your behavior because you're going to be like, dude I have so many people who want to work with me right now and then you'll learn more

you'll have way more testimonials and then you'll have the pricing power that you need because I mean it's realistic and it makes sense that it's taking you so many to close because you have no proof right you're leaning purely on sales it's purely on sales so you just need the other stuff well what are your thoughts aren't so then my other thought around this was well if they can't convert the leads then I'm going to you know bring on all this traffic for them to try to convert the leads but they still can't convert it so then I'm out of cash flow and I can't solve. No, no, they're going to pay for the ads.

They're going to pay for the ads. You're not, you know, like, you're going to do the service for free. Right, right. But they're going to pay for the ads. They still don't convert the leads, right? Like, then I'm going to, yeah. I got to help them convert those leads. This is a feature, not a bug.

So when you're an agency and you deal with small business owners, which is what you're dealing with, it's going to pretty much just suck. And I'll tell you that there's really only, like, Let me just fast forward to what's going to happen. Can I just tell you your future for a second? So what's going to happen is you are going to figure out how to start acquiring customers. So in steps. You're going to follow this advice.

You're then going to get enough proof. With enough proof, you're going to make a compelling BSL. With a compelling BSL, you're going to start being able to sell at higher prices. You're going to start increasing your prices. Because you know how to acquire customers, you're going to start selling more customers. And you're going to get excited because a disproportion of that disproportion of that is going to drop straight to the bottom line. But when that starts happening, you're also going to start noticing that people are going to start following off the back end.

And then all of a sudden, your revenue is going to go up. And but CAC's going to start going up to too over time. And then your margins are going to compress. And then you're going to be at between $1.3 million a year. And you're going to be like, man, this sucks. I have this big churn factory. And then you'll call back and be like, hey, you know, I'm doing $1.8 million top line. I did $250,000 on line.

I'm really not sure what to do with my agency right now because these guys, you know, if they kind of suck a business and I have to try to explain to them. I have to hold their hands and do all this work for them. And so I'm just trying to figure out a better way to run this business. And so then at that point, I would then say, okay, well, the issue is this, is that you have a poor avatar that sucks at business. And so either, option one, is that you build this thing from the front end

so that it's as low cost as you only possible so they don't churn ever. And you can do something in such a way that like at $300, $400 a month, you still run insane margins on it because your stick rate's really good and it costs you almost nothing to run. That's option one.

That's the low cost high volume model and it works fine, but you have to build the business day one with that low cost volume model so that you're dealing with these small business owners. You have to price at their worst month, not their best month. Now, the second scenario is that you have to go after higher, you have to go after whales, right? You have to go upmarket.

And those guys don't need your help closing because they know how to close and they just need deals. They just need, you know, they need lead flow. Either of those are the end state of where you're going to go. But it often happens that you have to go through all those stages that I just outlined because you don't have the confidence yet. You don't have the proof yet to go sell those whales. And so it's like you kind of need to get yourself to a business owner, you know, who's making a million, two million, whatever a year in revenue so that then you can be like, wow, this sucks. I should build this differently. So those are the two end states.

It's either you're going to build this day one with kind of like super AI enabled, super automation enabled so that you can do this at low cost or you're going to say I got to go whale hunting. But the thing is, it's very hard to sell whales with no proof. But those are the two end states of actually what makes this business work. In a world where I don't even go after this market and I change. you just, no, so everything, you're good,

everything I just described is true of anyone who does client acquisition for any business. Okay. It's a, like, what happens is if you're good

in marketing and sales, you very quickly do it with people who just aren't, they're only good at one element of it, right? They're not good at some component, which is why they're hiring you, but it's kind of this catch-22.

So you end up eating up more and more of their business, or you have to go up-market. And so you either have to make it so cheap that you don't care if they churn because there's so many of them and it costs you nothing, or you actually price it in a way that you can have a charge of premium, but you can only do that with people who can afford it, which is upmarket.

So if you look at the biggest agencies in the world, which is basically what you are, you either got to go like, you know, super cheap, super high volume, or premium.