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TITLE: $100M Offers (Full Audiobook, read by Alex Hormozi) [BOOK]
URL: https://youtu.be/buKC5g5uK9c
PRIMARY_TOPIC: books
TOPICS: books, offers,pricing,guarantees,closing,value

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$100 million offers. How to make offers so good people feel stupid saying no. Written and performed by Alex Herozi. Guiding principles. There are no rules. Dedication to Ila. You are my ride or die. A term used to describe a person, usually a woman, that is willing to do anything for their partner, friend, or family, even in the face of danger. Couldn't do this without you and wouldn't want to. You make waking up every day worth it. Thank you for being

[BOOK — quote in writing, no link] $100M Offers (book)
unapologetically you. You're a down To Trevor, you're the best friend a guy could ask for. Thank you for spending hours upon hours beating up the ideas that became this book with me. It would not have been half as good as it is without your relentless drive for simplification and clarity. Eternally grateful for our friendship. You make me feel less alone in this world. Cheers to becoming old and crotchedy. Start here. Outside returns often come from betting against conventional wisdom. And

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conventional wisdom is usually right. Given a 10% chance of 100 times payoff, you should take that bet every time. But you're still going to be wrong nine times out of 10. We all know that if you swing for the fences, you're going to strike out a lot, but you're also going to hit some home runs. The difference between baseball and business, however, is that baseball has a truncated outcome distribution. When you swing, no matter how well you connect with the ball, the most runs you can get is four. In business, every once in a while, when you step up to the plate, you can score

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a thousand runs. This longtail distribution of returns is why it's important to be bold. Big winners pay for so many experiments. Jeff Bezos. As entrepreneurs, we make bets every day. We are gamblers. Gambling our hard-earned money on labor, inventory, rent, marketing, etc. all with the hopes of a higher payout. Often times we lose, but sometimes we win and win big. However, there's a difference between gambling in business and gambling in a casino. In a casino, the odds are

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stacked against you. With skill, you can improve them, but never beat them. In contrast, in business, you can improve your skills to shift the odds in your favor. Simply stated, with enough skill, you can become the house. After beginning a series of books on acquisition, it became apparent that I could not talk about any other topic without first addressing the offer. The starting point of any conversation to initiate a transaction with a customer. What you are literally providing them in exchange for their money. That's where

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it all begins. This book is about how to make profitable offers, specifically how to reliably turn advertising dollars into enormous profits using a combination of pricing, value, guarantees, and naming strategies. I call the proper combination of these components a grand slam offer. I chose this term partially in homage to the above quote from Amazon founder Jeff Bezos and because like a grand slam in baseball, a grand slam offer is both very good and very rare. Additionally, to extend the baseball

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metaphor, it takes no more effort to make a grand slam offer than to strike out. The difference is dictated by the skill of the marketer and how well he connects his offer with his audience's desires. In business, you can have so offers, the singles and doubles that keep the game going, pay the bills, and keep the lights on. But unlike baseball, where a grand slam scores a maximum of four runs, a grand slam offer in the business world can score you a thousandfold payoff and a result in a world where you never need to work again. It would be like connecting with

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the ball so well during one single at bat that you automatically win every World Series for the next 100 years. It takes years of practice to make something as complicated as hitting a major league fast ball into the bleachers look effortless. Your stance, vision, prediction, ball speed, bat speed, and hit placement all must be perfect. In marketing and customer acquisition, the process of getting new customers, there are just as many variables that must all align to truly knock it out of the park. But with enough practice and enough skill, you can turn the wild world of acquisition,

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which will throw curveballs at you every day, into a home run derby, knocking offer after offer out of the stadium. To everyone else, your success will look unbelievable. But to you, it will just feel like just another day at work. The greatest hitters of all time also have many strikeouts. Just as there are many failed offers in the track record of great marketers, we learn skills through failure and practice. We do this knowing that nine times out of 10 we will be wrong, we still act boldly, hoping for that offer we connect with so well that

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it results in our big payoff. The good news is that in business, you only need to hit one grand slam offer to retire forever. I have done this four or five times in my life. As for my track record, I have a 36 to1 lifetime return on my advertising dollars over my business career. Consider this my lifetime batting average, if you will. That means for every $1 I spend on advertising, I get $36 back, a 3,600% return. That is my average over 8 years, and I continue to improve. This book is

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my attempt to share that skill with you with a specific focus on building grand slam offers so you can experience the same levels of success. It's also the first in a series of books meant to get entrepreneurs to financial freedom. In plain words, you money. Subsequent books in this series will look more deeply at getting more customers, converting more prospects into clients, making those clients worth more, and other lessons I wish I had learned earlier in scaling my businesses. Pro tip: faster, deeper learning by reading and listening at the same time. Here's a life hack I discovered a long time ago.

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If you listen to the audio book while reading the ebook or physical book, you will increase your reading speed and retain more information. The contents are being stored in more places in your brain. This is how I read most things worth reading. I've priced my products as cheap as the platforms will allow me. So, this isn't a ploy to make an extra 99. Promise. If you want to give it a try, go ahead and grab the audio version and see for yourself. You might find it as valuable as I have as someone who struggles to stay focused. It took 2 days to talk this book out loud and record it. I figured I'd put this hack at the beginning of the book so you had

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a chance to do it if you found the first chapter valuable enough to earn your attention. Section one, how we got here. The ugly truth. Chapter one, how we got here. Magic will find those with pure hearts even when all seems lost. Morgan Rhodess. December 24th, 2016. Christmas Eve. The room was pitch black. My shoes stuck to a floor covered in dried soda and crushed bits of candy. My nostrils were full with the

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smell of stale popcorn. We had just shown up too late to get good seats and ended up pressed near the front of the theater. Just a few rows in front of me, the movie's blazing projection occupied my entire field of view. In the reflected glow, I could see the outlines of Leila's family's faces. They may as well have been hypnotized. I envied them. They sat entranced, soaking in their paid time off for Christmas. Must be nice. Anybody else would have missed it, but Ila, my girlfriend at the time, knew me too well. Anybody else would have thought I was watching the movie, but

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Ila could tell I was staring blankly at the screen, my eyes not tracking with the movie. My face was pale, my cheekbones and jawline appeared gone. Weeks of chronic stress had killed my appetite. "What's wrong?" she asked. I didn't answer. She rested her hand on mine to get my attention. I didn't react. Within moments, her fingers tighten around my wrist and she looked at me, her eyes searching for mine. "Your heart is racing," she whispered, concerned. "Without asking," she took my pulse. It was 100 beats per minute, nearly twice what it should be for a fit

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27-year-old male at rest in a cool, dark room. "What's going on?" she asked more forcibly, but still whispering. The truth is, I was terrified. A few hours earlier, I looked like a giant. I sat scrunched up in a children's miniature playchair. My knees almost touched my chest, even with my feet firmly planted on the old beige carpeted floor. My laptop felt hot, sitting at top my steeply angled knees. Dolls and toys were scattered around me. They stared at me with wide eyes and

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toothy grins, motionless. I had been their entertainment for the past few weeks. I was in Ila's parents house. They had recently become grandparents and used the spare bedroom as a playroom when their children visited. I didn't have a place to live, so they were letting Ila and I stay there, quote, "As long as we needed," end quote. They had let me use the children's playroom as my office for my business, which at this point felt almost as make believe as the stories they had told their grandchildren in this room. I literally felt like I was playing dress up, except the stakes were real, and this was my

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life. My ears were hot and red from the phone being pressed against them for what felt like hours. I kept switching hands because my arms would tire from holding the phone up for so long. I'm sorry, Mr. Homosi the voice on the other end of the line said we have to hold on to these funds for the next 6 months we've seen some irregular activity so this is precautionary ucking kidding me 120 grand I said a precaution I'm sorry sir our underwriting team yeah I heard you I said cutting him off I don't accept that sir it's not up to me it's just our what

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am I going to tell my salesman who has a baby on the way and another one are you going to tell him he's not going to buy his pregnant wife and newborn food are you going to pay his mortgage for I was seething. Sir, he began again with unfazed apathy, just trying to deliver the news. It's not yours to take. My aggression was quickly turning into desperation. Just send me half so I can pay my employees. It's Christmas Eve for sake. Sir, we're going to be holding on to the entirety of your funds for the next 6 months per your agreement. The voice faded into the

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distance. I hung up and checked my accounts. $23,36. I owed my salesman a $22,000 commission check for $120,000 in sales I never got. Without wanting to give myself the opportunity to think about, I wired it to him. Negative $22,000. Payment successful. Balance $1,36. The sunlight blinded me as we emerged from the matinea. Family shuffled in and

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out through the revolving doors, making their happy memories. I was in a daysaze. Ila led me to the car, her hand wrapped firmly around mine. What's wrong? What happened? She asked. The money isn't coming. What do you mean it's delayed? I exhaled in defeat. They're keeping it all. Can they do that? Apparently, I said stoically, trying to maintain my composure in front of her parents. What are you going to do about the commissions? I already paid him everything, I said without looking at her. Ila's concern turned to dread.

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We sat in silence the whole way home. I stared out the window. She held my hand in hers. It was more comforting than I anticipated. We'll get through this. 30 days earlier, I decided to go all in on this new business I called Gym Watch. Here was the idea. I would fly around the country to gyms and fill them up to full capacity using this new methodology that hinged on an offer I had perfected when I owned my chain of gyms. Leading up to this moment, I had sold five of my six gyms. The funds from selling them, my life's work, I had put into an account

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that I had with a new partner. This money was supposed to be the seed money for our new company. I was finally going to realize some level of success. My alarm went off. I groggly swung my arm over, blindly clawing at the bedside table. I switched off the alarm while Leila somehow managed to sleep through the commotion. I laid there silently, pulling up the bank accounts, a daily ritual. The balance said $300. Wait, that couldn't be right. There was 46,000 in here yesterday. My adrenaline surged.

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Looking closer, I saw minus 45,700. Payment successful. I was frantic. The money from selling all my gems was gone. I checked where the money went to my quote partner. End quote. He had taken all the money out. The last four years of my life had vanished that fast. I officially had nothing and even less to show for it. No gyms, no equipment, no employees, nothing. I felt dead inside. adding insult to injury. In that same 30-day period, my mother was in critical

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condition because of a near fatal accident and was still under 24-hour supervision. And I had told my car in a head-on collision at 60 mph and earned a DUI as my consolation prize. This was the cherry on top. My one saving grace during this time was selling a new challenge offer at a gym and collecting all the cash up front as my fee for turning their business around. So, I did the only thing I knew. I sold. My salesman had done $120,000 in a single month and I owed him $22,000 in commissions. The problem was the 120,000 never came. "We need to talk," I said as

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Leila and I went to the other room. I work up the courage to speak, but stared at the floor, embarrassed. "I've got nothing," I said to her. "I'm a sinking ship, and you don't have to stay here with me." She grabbed my chin and pulled my face towards hers so she could look into my eyes. I would sleep with you under a bridge if it came to that. I would have cried tears of joy, but I was so emotionally exhausted that my response appeared apathetic. I wouldn't stay with me. "So, are we still going to do these launches starting tomorrow?" she asked. All my friends quit their jobs to do this. She was being matter of

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fact, but it still stung. I felt defeated. Listen, this could go horribly wrong. I trust you. We'll figure it out. I had two things left at this point. A grand slam offer and an old business credit card with a $100,000 limit from when I had my gyms. On the day after Christmas, 2 days after the gut-wrenching call with the payment processor, we were scheduled to launch six new gyms at the same time. Between airfare, hotels, rental cars, gas, and ad spend, all multiplied by six, I was going to be spending $3,300 per day of

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money I didn't have. My last dollar had gone to paying my salesman. I still remember my hand shaking as the advertisement went live, off to on just like that. I was going into debt at a rate of $412 per working hour. Just like that, $3,300 per day began getting deducted from my account. Minus $3,300, I now officially have nothing. - 3,300, I now officially have less than nothing. - 3,300, I have $10,000 less than nothing. - 3,300, this

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one decision is going to ruin my future forever. But things started shaping up. Here's what happened that month, January 2017. as documented by my old processing records I dug up. In the physical book, there's a chart that I am referencing. You can see the month along the left column and the revenue collected on that month along the right. We made $100,117. It was just enough to cover the $3,300 a day that had been coming off the credit card. It was actually working. I could hardly believe it. I threw the Hail

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Mary, and the universe had caught it. I went from looking up bankruptcy lawyers to figuring out what to do with $3 million in profits accured within the first 12 months. It felt surreal and in hindsight it still kind of does. By the end of the year, we were doing $1.5 million per month. 12 months from then, $4.4 million per month. 24 months after that, we crossed $120 million in sales and donated $2 million to help fund equal opportunity in low-income areas. We met and befriended Arnold Schwarzenegger, my lifelong hero, and we

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were asked to become board members of his charity, After School Allstars. 12 months after that, we now have a portfolio of seven 8 figureure and multiate figure companies across a variety of industries: photography, publishing, fitness, business, consulting, beauty, and business types, brickandmortar chains, software, service, e-commerce, training, and education. Our portfolio companies now do about $1.6 million per week and growing. I say this because honestly I can't believe it. All of this was because of a girl who believed in me, a

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credit card and a grand slam offer. I know I teleported you from rag to riches and the natural question is how? That's what I'm going to use the rest of this book and the remaining books and free courses in acquisition.com to break down. The skill of making offers saved me from bankruptcy and likely saved my life. I've made so many mistakes in my life. I've made so many bad life decisions. I've hurt people knowingly and mistakenly. I've done bad things with good intentions. I say this because I am human. I don't pretend to have the answers. I have my own demons that I battle every day. But despite my many

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shortcomings, I've still managed to get really good at this one thing, and I'd like to share that with you. I can teach you how to build great offers. I don't know who you are. Yes, you, the one listening to this, but thank you from the bottom of my heart. Thank you for allowing me to do work I find meaningful. Thank you for giving me the most valuable asset you have, your attention. I promise to do my very best to give you a positive return on it. Here's your first piece of good news. If you are listening to this, then you already are in the top 10%. Most people buy stuff and then promptly ignore it. I can also throw out a spoiler. The

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further you get in this book, the bigger the nuggets become. Just watch. This book delivers. The world needs more entrepreneurs. It needs more fighters. It needs more magic. And that's what I'm sharing with you. Magic. Chapter 2. Grand slam offers. Make people an offer so good they would feel stupid saying no. Travis Jones. I was 23 years old and to quote Ruth from Ozark, I didn't know about But there I was in a Las Vegas penthouse room along with 10 business owners learning

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about marketing and sales in my most fashionable beast mode t-shirt, a shirt I had gotten for free and one of the five shirts I owned at the time. Truthfully, I was anxious, self-conscious, and thought I was making a huge mistake. I paid $3,000 of money I didn't have to get a seat at the table. I knew I needed to learn. Everyone there had a business except me. I was planning on starting one, a gym. TJ, the organizer, had multiple successful businesses. While going over the agenda, I remember he made an off-hand comment about making a million dollars that

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year. $1 million. I was spellbound. I want to be like this guy. I'll do anything. The problem was I didn't know what any of them were talking about. KPIs, CPLs, conversion rates. My head was spinning as I pretended like I knew what they were talking about, but I didn't. And I'm bad at pretending. Between sessions, TJ found me. He could tell I was way over my head. TJ was kind, curious, and caring. After a little bit of small talk, he asked me a simple question that changed my life forever. Do you want to know the secret

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to sales? I had never sold anything in my life. I never even read a book on it. I just recently learned what the term even meant. Seriously. I leaned forward, intent to download every syllable that he spoke right into my brain. I opened my notebook and stared at him with intent. I was ready for the secret. He looked at me soberly and said, "Make people an offer so good they would feel stupid saying no." I nodded, wrote it down, underlined it, and circled it. And with that, my entire worldview of selling was transformed. Make people an offer so good they would feel stupid

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saying no. My mind was racing. I didn't have to be skilled or even any good. I just had to come up with things that anyone would say yes to. The greatest game of my life had now begun. What this book is about. At some point, every successful business owner was a entrepreneur, a person full of ideas and frustrated at having potential to spare. Something clicks when they realize the horrible trade they and so many people make, trading their freedom for falsely perceived security. Their discomfort compounds, and once the discomfort of

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staying the same surpasses the discomfort of change, they take the leap. I'm going to be an entrepreneur so I can be free, they tell themselves. Free to do whatever I want, whenever I want, with whomever I want. Some learned about entrepreneurship through personal development. Others got into it through a franchise. Others bought courses. And some just said, "Fuck it. I'm doing it and I'll make it work." And make it work they did. Most of us opened up shop with the intention of helping people in some way. Many times this assistance is in some way related to something that's affected us personally. We set out to

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give back by providing to others by helping them solve a problem that once plagued us. Then again, sometimes this isn't our way in. In either case, we cling to the dream of making more and being freer than we are now. Many of us thought naively that owning a business would be our crowning accomplishment, a final destination. When in reality, it was just the beginning. Somehow, in the transition between passionate to helping others and owning my first business, we gradually realize that we don't even know the first thing about business, let alone turning a profit. We may know a lot about our passion, about why we

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started the business, but that doesn't mean we know anything about succeeding in business. Much to the disappointment of idealists on the sidelines, succeeding in business means getting prospective customers to trade us money for our services, our passion for their hard-earned coins. That's the agreement. The only way to facilitate that exchange, to transact, to literally carry out business as a business, is by making the prospect an offer. What's an offer anyways? The only way to conduct a business is through a value exchange. A trade of dollars for value.

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The offer is what initiates this trade. In a nutshell, the offer is the goods and services you agree to provide, how you accept payment, and the terms of the agreement. It is what begins the process of getting customers and making money. It is the first thing that any new customer will interact with in your business. Since the offer is what attracts new customers, it is the lifeblood of your business. No offer, no business, no life. Bad offer, negative profit, no business, miserable life. Decent offer, no profit, stagnating

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business, stagnating life. Good offer, some profit, okay business, okay life, grand slam offer, fantastic profit, insane business, freedom. This book helps entrepreneurs craft those grand slam offers. These are the offers that are so effective, profitable, and life-changing that it seems like they can only be the result of luck. That's how it looks to an untrained eye. Anyway, as you likely know now, I have crafted thousands of offers over the last decade. Most have failed, some did okay,

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and some struck gold. But I never really knew why. As Dr. Bergman, a famous Stanford Business School professor said, "It is far better to understand why you failed than to be ignorant of why you succeeded." But as the data started rolling in, what seemed like luck and fortune was closer to a repeatable framework. I'd been fortunate enough to strike gold enough times to document these frameworks and have gotten lightning to strike twice. I've put the steps and components of those frameworks in a logical and digestible format so they are actually useful today. Like now

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I'm giving you action instead of a sad but typical book of vague business theories and mental masturbation. The two main problems most entrepreneurs face and how this book solves them. Although you can make a list of the problems you face a mile long, which is a great way to stress yourself out. All these problems typically stem from the big two kahunas. One, not enough clients. Two, not enough cash. In other words, excess profit at the end of the month. Seems obvious, right? It costs more time and money to get clients

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thereby solving issue one and that money is coming from the profit margins which create problem two. What's more annoying prospects savagely compare and belittle our services in favor of cheaper and crappier alternatives with the cheapest one winning. This of course when winning means getting to work for more for even less. Sad face. Let's say you slash prices to get more customers. You may even have a full client load. But here you are barely making it because profit margins are too thin. competition becomes a race to the bottom. If you're struggling with one or both of these issues, you're not alone. I've been

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there. Heck, I think every entrepreneur has these same challenges. I also want you to know that it's not your fault. Typical models weren't designed for profit maximization. They were designed by companies who have boatloads of funding and can operate at a loss for years. When these models are used in the real world, business owners just barely get by. They essentially buy themselves a job and work 100 hours a week to avoid working 40. Crappy trade. My guess is that if you're anything like me, you signed up for something better. Keep an open mind. The contents of this book, if executed, can transform your business fast. It's okay if you're not into money, numbers, or business models.

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I've done all that work for you. I'm walking through the process step by step in these pages. I'm going to explain each of the two big problems we touched on above in detail, including why they don't work. Then, I'm going to show you the solutions. And to wrap this adventure up, I'll explain how to enhance value to maximize how much you make per customer so that you can outmarket everyone and stack cash. We use this offer model for every niche we work with. Cyros, dentists, gyms, agencies, plumbers, roofers, dog walkers, physical products, software, brick-andmortar stores, and so many more. And it's amazing how fast things

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can improve with each and every one of them when they use this framework. What's in it for you? I've made every dumb business mistake in the book. Now, you can learn from my embarrassing, brutal, multi-million dollar fuckups without having to suffer the same pain yourself. Building these businesses has been a very hard and emotional journey for me. I wouldn't trade these experiences for the world. However, if this book helps just one entrepreneur avoid suffering as I did, keep their business open, or accomplish their dreams, it will all be worth it. If

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you're willing to exchange the time it takes to watch two episodes of your favorite TV show, and really study this book, and if you implement even a single offer component, I can guarantee you will add more clients and more dollars to your bottom line. Reading this book and taking it to heart will be the single greatest return on time for your business. Nothing else will allow you to do what this book can do in the same amount of time. That is a promise. As a side benefit, implementing a new offer is about one of the easiest things to do in a business. So, you really can do this. This isn't some management practice or culture building hoodoo. This is the real how you sell for

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lots of money type stuff. What's in it for me? I give all these materials, this book, the accompanying course, and all other books and courses, which you can find at acquisition.com for free or at cost in order to help as many people as humanly possible make more and serve more. I've made these with the intention of providing more value than you can get from a $1,000 course, any $30,000 coaching program, and hilariously more than $200,000 college degree. And I do this because although I could sell these materials in that format, I just don't want to. I've

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made my money doing this stuff, not teaching how to do this stuff. contrary to most of the marketing community at large. So, my model is different. I'll explain more in a second. That being said, there are two key arch types I'm trying to provide value to with my published materials. For arch type number one, entrepreneurs under $3 million per year in revenue. My goal is to help you get there and earn your trust. Try just a couple of tactics from this book, watch them work, then try a few more, watch them work, and so on. The more you see results in your own business, the better. Once you succeed, you'll become archetype number two. Entrepreneurs at minimum between 3 to 10

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million a year in revenue. once you get there or if that's you now I'd be honored to invest in your business and help you cross 30, 50 or even 100 million plus. I don't sell coaching masterminds or courses or anything like that. Instead, I have a portfolio of companies I take equity interest in. I use the infrastructure resources and teams of all my companies to fasttrack their growth. But don't believe me yet. We just met. If you're curious, my business model is simple, just like the four-piece pyramid logo of acquisition.com. Step one, provide value at no cost, far

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in excess to what the rest of the marketplace charges for. Step two, have entrepreneurs use the materials that actually work and make money helping more folks. Step three, earn the trust of the hyperexeutor business owners who use the frameworks to scale their businesses to $3 to $10 million per year and beyond. Step four, invest in those businesses to make more impact at scale while helping every single other entrepreneur for free. If you look carefully, the process reverses engineer success. I think it's pretty cool. Here's how. I know these business owners can execute the frameworks I have without handholding and therefore would

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be very likely to succeed with the next set of frameworks. Getting to 30 million, 50 million, 100 million looks different than getting to 3 to 10 million. They know my style works for them because it already has. So, we operate on shared trust. I trust they can execute and they trust that our stuff works again because it already has all while helping everyone else vote for you. So, it allows me to preemptively avoid failures and dramatically increase success likelihood. Let me show you how much. At the time of this writing, every business I have started since March of 2017 has achieved a $1.5 million per

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month run rate at least. According to the Small Business Administration, the odds of a single business even achieving $10 million a year or $833,000 per month, which is almost half of what I just said, are 4% or 1 in 250. Having it happen four times in a row is4% time4% time4% time4%. Or in other words very very very low

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probability that it was luck. As such I can say with conviction that we know how to recreate success using the frameworks I share over and over again. They work because they are timeless business principles. I actively visualize every day how it felt to wake up in the middle of the night in cold sweats wondering how I'd make payroll. That gut-wrenching meditation keeps me hungry as an entrepreneur, but also grateful for my security and peace of mind. I want the latter for you and anyone else who gives a damn about what they do. Fair enough. Cool. So, let's get to it. Basic outline of this book. This book is intended to

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be a resource. As a resource, I mean it will be something that you read through, then keep in your toolbox, coming back to it again and again. And says, "Never memorize anything you can look up." Business is not a spectator sport. You're not cramming for some midterm. And you're not some limpristed philosopher. You do work. And to work, you need tools. This, my friend, is one of those tools. General outline. Section one, how we got here. You just finished it. Section two, pricing. How to charge lots of money for

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stuff. Section three, value. Create your offer. How to make something so good people line up to buy. Section four, enhancing your offer. How to make your offer so good they feel stupid saying no. Section five, next steps. How to make this happen in the real world. For free courses and books so good they grow your business without your consent. Go to acquisition.com. Section two, pricing. How to charge lots of money for stuff. Chapter 3, pricing the commodity problem. Think different.

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Steve Jobs. Grow or die is a core tenant at our companies. We believe every person, every company, and every organism is either growing or dying. Maintenance is a myth. What this means is if your company isn't growing, it's dying. This is a sobering reality for many of us. I learned the hard way and my business suffered for a long time because of it. Let me explain. The market is continuously growing. The stock market grows at 9% per year. If we aren't growing at 9% per year, we are

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falling behind. Maintenance, in the most generic sense, would be 9% per year growth year-over-year. Furthermore, if you're in a growing marketplace, then you might have to grow at 20 to 30% per year just to keep up or risk falling behind. So, you can see how maintenance is a myth. So, then what does it take to grow? Thankfully, just three simple things. One, get more customers. Two, increase their average purchase value. Three, get them to buy more times. That's it. Sure, there are lots of ways

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to acquire customers and zillions of ways to increase order value and purchase frequency, but simply put, that's it. Those are the only three ways to grow. Example, if I sell 10 clients a month and a client is worth $1,000 to me over their lifetime through average card value times number of average purchases, then my business will cap at $10,000 per month, aka 10 * $1,000. 10 new clients per month times $1,000 lifetime value equals $10,000 per month in max revenue. If you want to grow,

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you've either got to sell more clients every month while maintaining suitable margins or have them be worth more by increasing the profit per purchase or number of times they buy. That's it. Author note, only two ways to grow. To simplify this concept even more, there really only two ways to grow. Get more customers and increase each customer's value. Increasing each customer's value has two sub buckets. one, increasing profit per purchase. Two, increasing the number of times they buy. For the purpose of this book, I highlight both of those subbuckets as

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individual growth paths. I did this because I think it will be easier to understand the money models that will come in volume 3. All three, getting more customers, increasing their average purchase value, and getting them to buy more are repeated themes in this book. But if you seek simplicity, both increasing average purchase value, and increasing the number of times a customer buys results in one outcome, increasing each customer's value. business terms. Before going any further and to better flesh out the concepts that will follow, we should take a second to define and better understand some key business concepts. When I stood

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in that Las Vegas penthouse in my Beastmo t-shirt, I was clueless about such terms. Let me help you be better than, well, me. Gross profit. The revenue minus the direct cost of servicing an additional customer. If I sell lotion for $10 and it cost me $2, my gross profit is $8 or 80%. If I sell agency services for $1,000 per month and it cost me $100 per month in labor to run that client's advertising, then my gross profit is $900 or 90%. Note, this is not net profit. Net profit is what's

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left over after all expenses are paid, not just the direct cost of fulfillment. Lifetime value. The gross profit acrewed over the entire lifetime of a customer. This is gross profit multiplied by the number of purchases an average customer will make over their lifetime. Using the example above, if the average customer stays 5 months and they pay $1,000 per month while it cost me $100 per month to fulfill, then their lifetime value is $4,500. Here's the breakdown.

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Revenue equals $1,000 per month time gross margin time 5 month equals $4,500 lifetime value or LTV. Note that the indirect costs like admin, software, rent, etc. are not included in LTV. Note, you will find different definitions for lifetime value depending on the source. The biggest difference is that some sources only count total revenue while others focus on gross profit over the lifespan. I focus on gross profit. You may also see me refer

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to this as LTGP or lifetime gross profit in other texts just for clarity sake. Value driven versus price driven purchases. This book was intended to be a textbook for any business that wants to grow. I've spent and continue to spend hundreds of hours on calls and in-person meetings consulting entrepreneurs on crafting their offers. I've seen the ones that take off into the stratosphere and those that fizzle. Having a grand slam offer makes it almost impossible to lose. But why? What gives it such an impact? In short,

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having a grand slam offer helps with all three of the requirements for growth. getting more customers, getting them to pay more, and getting them to do so more times. How, you ask? It allows you to differentiate yourself from the marketplace. In other words, it allows you to sell your product based on value, not on price. Commoditized equals price-driven purchases, aka a race to the bottom. Differentiated equals a valuedriven purchase, aka selling a category of one with no comparison. Yes,

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market matters, which I'll expound on in the next chapter. Commodity, as I define it, is a product available from many places. For that reason, it's prone to purchases based on price instead of value. If all products are equal, then the cheapest one is the most valuable by default. In other words, if a prospect compares your product to another and thinks, "These are pretty much the same. I'll buy the cheaper one." Then they commoditized you. How embarrassing. But really, it's one of the worst experiences a valuedriven entrepreneur can have. This is a massive problem for the entrepreneur because commodities are

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valued at the point of market efficiency. This means that the marketplace drives the price point down through competition until the margins are just enough to keep the lights on, just enough to become a slave to their business. The business makes just enough to justify the owner waiting anxiously for things to turn around. And by the time that lie is realized, they are in too deep to pivot, at least until now. A grand slam offer solves this problem. But what does a grand slam offer do? All right, let's start by defining a grand slam offer. It's an offer you present to the marketplace that cannot be compared

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to any other product or service available. Combining an attractive promotion, an unmatchable value proposition, a premium price, and an unbeatable guarantee with a money model, aka payment terms, that allows you to get paid to get new customers forever removing the cash constraint on business growth. In other words, it allows you to sell in a category of one. Or to apply another great phrase, to sell in a vacuum. The resulting purchasing decision for the prospect is now between your product and nothing. So you can sell at whatever price you get the

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prospect to perceive, not in comparison to anything else. As a result, it gets you more customers at higher ticket prices for less money. If you like fancy marketing terms, it breaks down to this. One, increase response rates. Think clicks. Two, increased conversions. Think sales. Three, premium prices. Think charging a lot of money. Having a grand slam offer increases your response rates to advertisements, aka more people will click or take action on an advertisement they see containing a

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grand slam offer. If you pay the same amount for eyeballs, but one, more people respond, two, more of those responses buy, and three, they buy for higher prices, your business grows. I've struck gold on my fair share of offers. Not because I've got some superpower, but because I've just done this a lot of times and failed even more. I've sorted through the crap that chronically fails and pocketed all the stuff that reproducively succeeds and put it into this book. Here's the key takeaway from all this. A business does the same work in both cases with a commoditized offer

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or a grand slam offer. The fulfillment is the same. But if one business uses a grand slam offer and another uses a commodity offer, the grand slam offer makes that business appear as if it had a totally different product. And that means a valuedriven versus price- driven purchase. If you have a commodity offer, you will compete on price. Having a price driven purchase versus a valuedriven purchase. Your grand slam offer, however, forces a prospect to stop and think differently to assess the value of your differentiated product.

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Doing this establishes you as your own category, which means it's too difficult to compare prices, which means you recalibrate the prospect's value meter. Real life grand slam offer money math before and after. Quick backstory. One of our companies is a software that advertising agencies use to work leads for their customers. Using the software, agencies transform their offer from a commoditized offer of lead generation services to a grand slam offer of pay for performance. Let me show you the multiplicative effect it has on revenue for business. While rounded for illustration sake, the values I will

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share with you are based on real numbers. A lead generation agency selling services to brickandmortar businesses experience. Old commoditized way priced race to the bottom commoditized offer $1,000 down then $1,000 per month retainer for agency services. I will read through the chart that is displayed. Advertising spend $10,000. Impressions reach 300,000. Response rate 00013.

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Appointments booked 40. Show rate 75%. Appointment showed 30. Closing percentage 16%. Appointments closed 5. Price $1,000. Total $5,000. ROAZ or return on advertising spend.5 to1. Here's the breakdown. At 0.5 to1 return on advertising spend, you lose money getting customers. But in 30 days, those five customers will pay another $1,000 each, bringing you $10,000 in total and breaking even. The next month, the

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$5,000 that comes in will be your first profitable month. And each month thereafter will be profitable, assuming they all stay. This is an example of a commoditized service, normal agency work. There's a million of them, and they all look the same. Commoditized businesses and offers have a harder time getting responses from ads because all their marketing looks the same as everyone else's. Note, it all looks the same because they're all making the same offer. You pay us to work. We do work. Maybe you get results from that work, maybe you don't. It's reasonable, but easily duplicated and subject to

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commoditization. This commoditization creates a price-driven purchase. You are forced to be priced competitively to get clients and to stay that way to keep them. If the client sees a cheaper version of the same thing, then the value discrepancy will cause them to swap providers. This is a dilemma. Lose this client. the rest of your clients and potential clients or stay competitive. Your margins become so thin they vanish. Furthermore, it's hard to get prospects to say yes and keep them saying less unless you're hypervigilant

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about clients commoditizing your business by staying again competitive. And that's the problem with the old commoditized way. They're able to compare. Unless you switch to a grand slam offer, your prices will keep getting beat down. The business eventually dies or the entrepreneur throws in the towel. No bueno. We want to make an offer that's so different that you can skip the awkward explanation of why your product's different from everyone else's, which if they have to ask, then they are probably too ignorant to understand the explanation anyways, and instead just have the offer do that work for you. That's the grand slam offer way. Let's

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dive in to see the contrast in sales numbers. New Grand Slam offer way, differentiated, incomparable, valuedriven. Grand Slam offer, pay one time, no recurring fee, no retainer, just cover the ad spend. I'll generate the leads and work your leads for you and only pay me if people show up. And I'll guarantee you 20 people in your first month or you get your next month free. I'll also provide all the best practices from all their businesses just like yours. Daily sales coaching for your staff, tested scripts, tested price points and offers to swipe and deploy,

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sales recordings, and everything else you need to sell and fulfill your customers. I'll give you the entire playbook for insert industry absolutely free just for becoming a client. So, in a nutshell, I'm feeding people into your business, showing you exactly how to sell them so that you get the highest prices, which means that you make the most money possible. Sound fair enough? It's clear that these are drastically different offers. But so, what? Where's the money? Let's compare both in the chart below. Advertising spend $10,000. Same as before. Impressions reached $300,000. Same as before. Response rate

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0.33. 2.5 times the response rate because you have a more appealing offer. So, more people respond. Appointments booked 40 becomes 100. Show rate 75% stays the same. Appointment showed 30 goes to 75. And that's just a result of numbers flowing down the funnel. Closing percentage goes from 16% to 37%. 2.3 times the closing because there's more value, so more people buy. Appointments closed goes from 5 to 28. That's just a result of

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the higher closing percentage. price goes from $1,000 to start to $39.97, which is four times the price because we're charging a onetime fee versus recurring. The total collected upfront goes from $5,000 to $112,000. That's 22.4 time the cash upfront collected. And the rorowaz goes from.5 to1 to 11.2:1, which means you're getting paid to get new customers. Breakdown. You spend the same amount of money for the same eyeballs. Then you get two and a half

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times more people to respond to your advertisement because it's a more compelling offer. From there, you close 2.5 times as many people because the offer is so much more compelling. From there, you're able to charge four times higher prices up front. The end result is 2.5 * 2.5 * 4 equals 22.4 time more cash collected up front. Yes, you just spent $10,000 to make $112,000. You just made money getting new customers. Comparison. Remember the old way? the way you lost half the ad spent up front. With the new way, you're

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making more money and getting more customers. This means that your cost to acquire a customer is so cheap relative to how much you make that your limiting factor becomes your ability to do the work you already love doing. Cash flow and acquiring customers is no longer your bottleneck because it's 22.4 times more profitable than the old model. Yep, you read that right. This is the part in the action movie where you walk away from an explosion in slow motion. This is the exact Grand Slam offer we use with our software business that serves agencies. The numbers can become wild fast. I know 22.4x better sounds

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unreasonable, but that's the point. If you play the same game everyone else does, you'll get the same results everyone else does. Mediocre. You hit singles and doubles, keep the lights on, but never get ahead. But remember the opening passage of this book that when you align all the pieces, you can nod it out of the park so well that you win for good. In my first 18 months in business, we went from $500,000 a year to $28 million a year off of less than $1 million in ad spend. So when I say 20 to1, 50 to1, 101 returns, I mean it.

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When you get this right, the results are well, unbelievable. Summary points. This chapter illustrated the basic problem with commoditization and how Grand Slam offers solve that. This gets you out of the pricing war and into a category of one. The next chapter will focus on finding the correct market to apply our pricing strategies to. It's one of the most important things to get right. A grand slam offer given to the wrong audience will fall on deaf ears. We want to avoid that at all costs. We must detour from pricing for a moment to learn what to look for in a market. It's an essential box to check before

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continuing on our journey. Pre- gift number one bonus tutorial. Start here. If you want a deeper dive, go to acquisition.com/training/offers and watch the first video in the free course, starring yours truly, about how I differentiate offers in businesses I consult with and get them charging premium prices. I also created some free SOPs and cheat codes that you can download for free so you can implement faster. Enjoy. Pricing chapter 4, finding the right market, a starving crowd. The seed that

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fell on good soil represents those who truly hear and understand God's word and produce a harvest of 30, 60, or even 100 times as much as has been planted. Matthew 13:23 NLT. A marketing professor asked his students, "If you were going to open up a hot dog stand and you could only have one advantage over your competitors, which would it be? Location, quality, low prices, best taste?" The students kept going until eventually they had run out of answers. They looked at each other, waiting for the professor to speak. The room finally

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fell quiet. The professor smiled and replied, "A starving crowd." You could have the worst hot dogs, terrible prices, and be in a terrible location, but if you're the only hot dog stand in town, and the local college football game breaks out, you're going to sell out. That's the value of a starving crowd. At the end of the day, if there's a ton of demand for a solution, you can be mediocre at business, have a terrible offer, and have no ability to persuade people, and you can still make money. An example of this was the toilet paper shortage at the beginning of CO 19. There was no offer, the pricing was

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atrocious, and there was no compelling sales pitch. But because the crowd was so big and so starving, rolls of toilet paper were going for $100 or more. That's the value of a starving crowd. Selling newspapers. A good friend of mine, Lloyd, owned a software business that served newspapers for almost a decade. They set up digital ad services on newspaper websites with a few clicks and instantly helped them sell a whole new ad product. He only charged them a percentage of revenue, he added. So if they made nothing, neither did he. It was pure gain for the papers and a great offer. But despite having a great offer

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and natural sales ability, his business began to decline. Being a high achieving entrepreneur, he tried all different angles to solve the problem, but nothing worked. He couldn't figure out what the issue was. It was hard for me to see him struggle with this because I think Lloyd is much smarter than I am. And the answer seemed obvious to me. But watching him go through this has been a lesson that I have taken with me for life. Before I reveal it, what do you think the problem was? Product, offer, marketing and sales, his team. Let's break it down. It wasn't his product.

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That was great. It wasn't his offer. He had a zerorisk revshare model. It wasn't his sales skills. He was a natural salesman. So then what was the problem? He was selling to newspapers. His market was shrinking by 25% every single year. He had looked at all the angles except for the most obvious one. Finally, after years of fighting an uphill battle in his market, he realized his market was the source of his problems and decided to downsize his company. Don't worry, the story has a second half. To illustrate the power of a market, as

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soon as CO hit, Lloyd pivoted. He started an automated mask manufacturing company. With new technology, he brought the cost per mask down below what people could buy them from for China. Within 5 months, he was doing millions per month. Same entrepreneur, different market. He applied his same skill set to a business he had zero experience in and was able to win. That's the power of picking the right market. I give you that story as a cautionary tale. Your market matters. Lloyd is a very smart human. He's

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obviously very capable, but we can all be blinded as entrepreneurs because we don't like to give up. We are so accustomed to solving impossible problems that we will keep ramming our heads into the wall. We hate quitting. But the reality is that everyone is affected by their market. So how do you pick the right market? What to look for? There is a market in desperate need of your abilities. You need to find it. And when you do, you will capitalize all while wondering what took you so long. Don't be romantic about your audience. Serve the people who can pay you what you're worth. And

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remember that picking a market, like anything, is always our choice. So choose wisely. In order to sell anything, you need demand. We are not trying to create demand. We are trying to channel it. That is a very important distinction. If you don't have a market for your offer, nothing that follows will work. This entire book sits at top the assumption that you have at least a quote normal market, which I define as a market that is growing at the same rate as the marketplace and that has common unmet needs that fall into one of three categories. Improved health, increased

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wealth, or improved relationships. For example, Lloyd could have gone through this entire book and nothing in here would have worked for him. Why? Because he would be targeting newspapers, a dying market. That being said, having a great market is an advantage. But you can be in a normal market that's growing at an average rate and still make crazy money. Every market I've been in has been a normal market. You just don't actually want to be selling icedos. Here are the basic tenants of what I look for in markets. Let's run them before we return to the offer. When

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picking markets, I look for four indicators. One, pain. Two, purchasing power. Three, easy to target. Four, growing. One, massive pain. They must not want but desperately need what I am offering. Pain can be anything that frustrates people about their lives. Being broke is painful. A bad marriage is painful. Waiting in line at the grocery store is painful. Back pain, ugly smile pain, overweight pain. Humans suffer a lot. So for us entrepreneurs, endless

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opportunity abounds. The degree of pain will be proportional to the price you will be able to charge. More on this in the value equation chapter. When they hear the solution to their pain and inversely what their life would look like without this pain, they should be drawn to your solution. I have a saying that I used to train sales teams. The pain is the pitch. If you can articulate the pain a prospect is feeling accurately, they will almost always buy what you are offering. A prospect must have a painful problem for us to solve and charge money for our solution. Pro

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tip, the point of good writing is for the reader to understand. The point of good persuasion is for the prospect to feel understood. Two, purchasing power. A friend of mine had a very good system for helping people improve their resumes to get more job interviews. He was great at it, but try as he did, he could not get people to pay for his services. Why? Because they were all unemployed. This again may seem obvious. But he thought, "These people are easy to target. They're in massive pain. There are plenty of them and it's constantly adding new people.

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This is a great market." He just forgot a crucial point. Your audience needs to be able to afford the service you're charging them for. Make sure your targets have the money or access to the amount of money needed to buy your services at the prices you require to make it worth your time. Three, easy to target. Let's say you have a perfect market, but no way of finding the people who comprise it. Well, making a grand sum offer will be difficult. I make my life easier by looking for easy to target markets. Examples of this are avatars that have associations they belong to, mailing

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lists, social media groups, channels they all watch, etc. If our potential customers are gathered together somewhere, then we can market to them. If searching them out, however, is like finding needles in a haststack, then it can be very difficult to get your offer in front of any potentially interested eyes. This point is tactical. It is reality, not theoretical. For instance, you may want to serve rich doctors, but if your ads are being displayed to nursing students, your offer will fall on deaf ears, no matter how good it is. Main point, you want to make sure you can target your ideal audience easily.

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Clarifying point, there is no issue wanting to serve rich doctors. They are easy to find. This is just illustrative that your promotions must be served to the right audience. Four, growing. Growing markets are like a tailwind. They make everything move forward faster. Declining markets are like headwinds. They make all efforts harder. This was Lloyd's example. Newspapers had three of four makings of a great market. Lots of pain. Purchasing power easy to target. But they were shrinking fast. No matter how hard he

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tried, the entire marketplace was fighting against him. Business is hard enough and markets move quickly. So you might as well find a good market to give you a tailwind to make the process easier. Making this real. Health, wealth, relationships. There are three main markets that will always exist. Health, wealth, and relationships. The reason that those will always exist is that there will always be tremendous pain when you lack them. There's always demand for solutions to these core human pains. The goal is to find a smaller subgroup within those larger buckets that is

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growing, has the buying power, and is easy to target, the other three variables. So, if I were a relationship expert trying to find my avatar, I'd rather focus on second half of life relationship coaching for old-timers than helping college students in relationships. Why? Because senior citizens who are alone are likely suffering more pain as they are near their deaths, have more buying power, money, and are easier to find. Targeting. Lastly, at the time of this writing, there are more people turning 65 each year than turning 20, aka growing. That is the idea. Think about

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what you are good at in regards to health, wealth, and relationships. Then think about who might value your service the most, aka is in the most pain, has the buying power to pay what you want, money, and can be found easily. Targeting. As long as those three criteria are strong, and the market isn't shrinking, you'll be in good shape. But how important your success is finding a quote great market versus a quote normal market versus a quote bad market? The answer, it actually depends. Let me explain. Order of importance, three levers on

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success. It's unlikely you're going to be in a dying market like the newspaper example. It's also unlikely you're going to be selling toilet paper in co a buying frenzy. You'll likely be in a normal market and that's totally okay. There is a fortune to be made within normal markets. My single point here is that you can't be in a bad market or nothing will work. That being said, here's the simplest illustration of the order of importance between markets, offers, and persuasion skills. Starving crowd is more important than your offer strength, which is more important than

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your persuasion skills. Let's say you were to rate these elements on a scale of great, normal, and bad. You could essentially move down the line from left to right in order of importance. A quote great rating on a higher order piece overpowers anything else lower on the priority scale. A quote normal rating moves the buck to the next part of the equation. A quote bad stops the equation unless a grade from a higher order component nullifies it. Here are a few examples. Example one, even if you had a bad offer and are bad at persuasion,

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you're going to make money if you're in a great market. If you're on the corner hawking hot dogs when the bar closes up at 2 a.m. with mobs of starving drunk folks, you're going to sell out of your hot dogs. Example two, most of us, if you are in a normal market and have a grand slam offer, you can make tons of money even if you're bad at persuasion. This is most people reading this book. That's why I wrote it to help you maximize your success by learning to really build a grand slam offer. Example three. Let's say you're in a normal market and have a normal offer. In order

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to be massively successful, you would have to be exceptionally good at persuasion. Then and only then would you succeed with your persuasive skills serving as the fulcrum for your success. Heck, many empires have been built by exceptional persuaders. It's just the hardest path to follow and requires the most effort and learning. Nailing your offer helps you shortcut this path to success. Otherwise, you will just have a normal business that takes exceptional skill to be successful. Nothing wrong with that, but probably not what you signed up for.

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Commit to the niche. I have a saying when coaching entrepreneurs on picking their target market. Don't make me niche slap you. Too often a new entrepreneur half-heartedly tries one offer in one market, doesn't make a million dollars, then mistakenly thinks this is a bad market. Most time that's not actually the case. They just haven't found a grand slam offer yet to apply to that market. They think I'll switch from helping dentists to helping chiropractors. That's it. When in reality, both of those are normal markets and represent billions of

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dollars of revenue. Either would work, just not both. You must pick one. No one can serve two masters. I have coined the term niche lap to remind entrepreneurs in my communities to commit once they pick. All businesses and all markets have unpleasant characteristics. The grass is never greener once you get to the other side. If you keep hopping from niche to niche hoping that the market will solve your problems, you deserve to be niche slapped. You must stick with whatever you pick long enough to have trial and error. You will fail. In fact, you will fail until you succeed. But you

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will fail far longer if you keep changing who you market to because you must start over from the beginning each time. So pick then commit. Riches earn the niches. The other reason to commit to the niche is because of how much more you will make. Simply put, niching down will make you far more money. Author note when to broaden. Advice for most people. For most, if you are under $10 million per year, niching down will make you more money. After that, it will depend on how narrow the niche is or what is called TAM, total

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addressable market. A business can only grow to meet the total addressable market. That being said, for most people, getting to 10 million per year is already a4% achievement. Only one in 250 businesses achieve this. So, for 99.6% of readers below $10 million per year, it's almost always easier to serve fewer clients more narrowly. But if you want to go beyond that, you may, depending on the size of your TAM, have to broaden your audience by going up market, down market, or into an adjacent market where your existing services can provide value. For context, many

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companies expanded to $30 million plus per year serving a single niche. Chiropractors, gyms, plumbers, solar, roofers, salon owners, etc. If you were at 1 million or $3 million per year thinking you have capped and must expand, you are wrong. You just need to be better. When I truly grasped how much more profit I was leaving on the table, it changed my life. It was what took me from doing acquisition for anyone to teaching it to a specific avatar. In my instance, I decided on a micro gym owner with a 100 members, assigned lease, at

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least one employee, and wanted to help clients lose weight. That's pretty specific compared to quote small business owners or my favorite quote anyone who will pay me, which is common. And I was very specific in that business, Gym Launch. We turn down and still do anyone who is not the avatar. That means no personal trainers, no online coaches, etc. Could I have helped them? Of course, I could have. I mean, heck, the majority of our portfolio is comprised of non- gym companies. But in order to maintain product focus and high converting messaging, knowing exactly

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who the product was for was a gamecher. It helped us know exactly who we were speaking to at all times and exactly whose problems we were solving. But simplicity and ease may not be enough to sway you. So, let me illustrate why honing in on one niche will make you more money. Reason, you can literally charge a 100 times more for the exact same product. Dan Kennedy was the first person to illustrate this for me and I will do my best to pass on the torch to you in these pages. Niching product pricing example product and then price.

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Time management product price $19. Time management for sales professionals price $99. Time management for outbound B2B sales. Price $499. Time management for outbound B2B power tools and gardening sales reps. Price $1,997. Dan Kennedy taught me this and it changed my life forever. Let's say you sold a generic course on time management. Unless you were some massive time management guru with a compelling

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or unique story, it would be unlikely it would turn into anything significant. What do you think? quote yet another and quote time management course is valued at $19, $29. Sure, nothing to write home about. Let's just say $19 for illustration sake. Now, we shall unleash the power of niche pricing in various stages on your product. So, let's imagine you make the product more specific, keeping the same principles, and call it time management for sales professionals. All of a sudden, this course is for a more specific type of

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person. We could tie their increase to even one more sale or one more deal. and it would be worth more. But there are a lot of sales people, so this might be a $99 product. Neat, but we can do better. So, let's go down another level of niching and call our product time management for B2B outbound sales reps. Following the same principles of specificity, now we know our salespeople probably have very experienced deals and commissions. A single deal would easily net the salesman $500 or more, so it would be easy to justify a $4.99 price

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tag. This is already a 25x increase in price for almost an identical product. I could stop here, but I'm going one step further. Let's just niche down one last level. Time management for B2B outbound power tools and gardening sales reps. Boom. Think about it for a second. If you were a Power Tools outbound sales rep, you would think to yourself, "This is made exactly for me." And would happily fork over maybe a,000 or $2,000 for a time management program that could help you achieve your goal. The actual

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pieces of the program may be the same as the generic $19 course, but since they have been applied and the sales messaging could speak so much to this avatar, they will find it far more compelling and get more value from it in a real way. This concept applies to anything you decide to do. You want to be the guy who services this type of person or solves this type of problem. and even more niched. I solve this type of problem for this specific type of person in this unique counterintuitive

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way that reverses their deepest fear. That's why a fitness program for generic weight loss might be priced only at $19, while a fitness program designed and marketed only to shift nurses might be priced at $1,997, even though the core of the program is likely similar. Eat less, move more. End result: The market matters. Your niche matters. And if you can sell the same product for 100 times the price, should you? I'll let you decide. Summary points. The purpose of this chapter is to reinforce two things. First, don't pick bad markets. Normal markets are

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fine. Great markets are great. Second, once you pick, commit until you figure it out. If you try 100 offers, I promise you will succeed. Most people never try anything. Others fail once, then give up. It takes resilience to succeed. Stop personalizing. It's not about you. If your offer doesn't work, it doesn't mean you suck. It means your offer sucks. Big difference. You only suck if you stop trying. So try again. You'll never become world class if you stop after a failed attempt. If you find a crazy good market, ride it and ride it hard. If you

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pair a grand slam offer with a crazy market, you'll likely never need to work again. Seriously. So have this skill set, the ability to accurately assess markets by taking into account pain, money, targeting, and growth in your back pocket so that when lightning strikes, you can make sure it strikes twice. Having established how to nail a market, let's get back to pricing. The first step to making crazy money is charging premium prices. Free gift number two. Bonus tutorial. Winning markets. If you want to know more about how I pick markets and find niches that

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are profitable, go to acquisition.com/training/offers. Then watch winning markets for a short video tutorial. I've also included a free checklist to see how your market or niche measures up. It's absolutely free. Enjoy. Chapter 5. Pricing. Charge what it's worth. Charge as high a price as you can say out loud without cracking a smile. Dan Kennedy. January 2019. All I could see was black. My eyes felt

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glued shut. I was awake, but the fatigue in my temples felt like a 5 lb weight was duct taped to my skull, dragging my eyelids back down. I had to concentrate forcibly to open them. The details of the dimly lit room beamed in. I rolled over to the edge of the hotel room bed, feeling each and every muscle in my body as my weight shifted. Hunched on my side, I could see my clothes scattered on the floor. I was so beat the night before that I didn't even remember taking them off. I had just finished a 5-day gauntlet of keynote after keynote

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presentation. 2 days of presentations for our highest level clients, immediately followed by spending 2 days planning with our entire company, 135 plus employees. I had missed a FaceTime call from my father that day before. I didn't have anything on my agenda for the morning, so I quickly got up, slid into a hoodie and some sweats, and walked into the hallway to call him back. After the initial pleasantries, he immediately dove into why he was calling. Parental concern. I saw the picture you posted of all your clients, he said, but in an

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unusually concerned tone. I thought the event was for all your highest paying clients. I didn't know it was a big event. It looked like you had a thousand people there. Alone in the hallway and struggling to shake the heavy weight of exhaustion still. I tried to gauge where his concern was coming from and what he was getting at. I'd explained this to him already. It was only for our highest level clients. That wasn't all of our clients. I said just the ones who pay $42,000 a year are gym lords. Like I told you, every single person in that picture paid you $42,000. He sounded

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almost frightened at the idea. Yeah, wild, right? My voice was from days of speaking and thousands of 20 second conversations. Is it legal what you're doing? He asked. Wow, that escalated quickly, I thought to myself. Do they know you're paying you that much? Yes, it's legal, and of course they know. It's not like I'm magically siphoning money. That's a lot of money. I hope what you're giving them is worth it. I contemplated whether it was worth the effort to dive into this or just ignore it. But knowing this was going to be a

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thing, I took a deep breath and began to explain. If I made you $239,000 extra this year, would you pay me $42,000? I asked using $239,000 because it was the average increase in topline revenue of a gym using our system for 11 months. For sure, he said, I mean, if I knew I was going to make that back, but what would I have to do? About 15 hours a week of work. And how long would it take me to make the $239,000? 11 months. And how much of the $42,000

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would I have to pay you upfront? Nothing. Just pay me as you start making money using the system. I watched it click. My dad got it. Oh. He said, "Well, then yeah, I would do it." And that's why they do it, too. Making shitloads of money breaks people's minds. It literally stretches their mind so far past what they can believe is possible, they assume you're doing something wrong or illegal. They literally can't even. Why? because they think to themselves, they can't be that much smarter than me or work that much harder than me. So, how is it possible

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for them to make a thousand times more than me? Enough money that it would literally take 10 lifetimes for me to make what they make in a year. In the 3 years leading up to me writing this book, I took home over $1.2 million per month in profit every single month. That's more than the compensation for the CEOs of Ford, McDonald's, Motorola, Yahoo combined every year as a kid in his 20s. It angers those who believe that life isn't fair. It confuses others who cannot comprehend and believe that

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there must have been a mistake. And it inspires a select few who are bound for greatness. I hope that you are in the last category because that is who I am writing this for. You can do this. You just need to learn how and I'm going to show you. price to value discrepancy. Quote, I hope what you're giving them is worth it. End quote. Those words would probably sting for most, but when my dad said them to me, I just knew he didn't understand the value we were providing. What I want to show you is how to create and communicate value, aka the worthness

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of an offer. In order to understand how to make a compelling offer, you must understand value. The reason people buy anything is to get a deal. They believe that what they are getting value is worth more than what they are given in exchange for it. Price. The moment the value they receive dips below what they are paying, they stop buying from you. This price to value discrepancy is what you need to avoid at all costs. After all, as Warren Buffett said, price is what you pay, value is what you get. The simplest way to increase the gap

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between price to value is by lowering the price. It's also most of the time the wrong decision for the business. Getting people to buy is not the objective of a business. Making money is, and lowering price is a one-way road to destruction for most. You can only go down to zero, but you can go infinitely high in the other direction. So unless you have a revolutionary way of decreasing your cost 1/10enth compared to your competition, don't compete on price. As Dan Kennedy said, there's no strategic benefit to being the second cheapest in the marketplace, but there

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is for being the most expensive. So, the goal of our grand slam offer will be to get more people to say yes at a higher price by increasing our value to price discrepancy. In other words, we will raise our price only after we have sufficiently increased our value. This way, they still get a great deal. Think buying $100,000 worth of value for only $10,000. It's money at a discount. Free gift number three, bonus tutorial and free downloads. Charge what it's worth. If you want to know how I create value discrepancies for B2B or B TOC products,

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go to acquisition.com/training/offers course and then watch charge what it's worth for a short video tutorial. My goal is to gain your trust and deliver value in advance. As such, it's absolutely free. Enjoy. Why you should charge so much it hurts. Most business owners are not competing on price or value. In fact, they're not actually competing on anything at all. Their pricing process typically goes something like this. Step one, look at marketplace. Step two, see what everyone else offers. Step three, take the average. Step four, go slightly below to

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remain quote competitive. End quote. Step five, provide what their competitors offer with a little more. Step six, end up with a value proposition of more for less. And the big secret, those competitors they are copying are dead broke. So why on earth copy them? Pricing where the market is means you're pricing for market efficiency. Over time, in an efficient marketplace, more competitors enter offering a little more for a little less until eventually no one can provide any more for any less. At this point, a

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market reaches perfect efficiency, and the business owners participating make just enough at the end of the month to keep going. The bottom 10 to 20% of operators get washed out or lose the will to fight. Then, fresh business owners enter with no idea and repeat the process of their forefathers, and around and around they go. In plain words, pricing this way means you are providing a service at just above what it costs for you to stay above water. We are not trying to barely stay above water. We are trying to make egregious amounts of money that will have your relatives asking if what you do is legal. Again,

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we are not trying to get the most customers. We are trying to make the most money. That being said, since there is no strategic benefit to being the second lowest priced player in your marketplace, allow me to give you a brief overview of why I see premium pricing as not only a very smart business decision, but a moral one. Furthermore, it's the only choice that will allow you to truly provide the most value, a unique and strong position in the marketplace. Let me introduce you to the virtuous cycle of price. I've used this framework in most of the materials

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I release because it needs to be consistently reinforced. The forces of the marketplace will grate on your belief system. You must stay strong and ignore them. Here's the basic premise of why you need to charge a premium if you want to best serve your customers. When you decrease your price, you decrease your client's emotional investment since it didn't cost them much. You decrease your client's perceived value of your service since it can't be that good if it's so cheap or priced the same as everyone else. You decrease your client's results because they do not value your service and are not invested.

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You attract the worst clients who are never satisfied until your service is free. And you destroy any margin you have left to be able to actually provide an exceptional experience. Hire the best people, invest in your people, pamper your clients, invest in growth, invest in more locations or more scale, and everything else you had hoped in the goal of helping more people solve whatever problem it is that you solve. In essence, your world sucks. And to make matters worse, your service probably sucks because you are squeezing blood from the proverbial stone. There's just not enough money left over to make

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something exceptional. As a result, you fall in line with the armies of average businesses that race to the bottom. I've lived that life. It's terrible. If you love your customers and your employees, please stop shortchanging them when there is a better way. Here's the reverse. This is what happens when you raise your prices. When you raise your prices, you increase your client's emotional investment. You increase your client's perceived value of your service. You increase your client's results because they value your service and are invested. You attract the best clients who are the easiest to satisfy and actually cost less to fulfill and

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who are most likely to actually receive and perceive the most relative value. You multiply your margin because you have money to invest in systems to create efficiency, smart people, improve customer experience, scale your business, and most importantly of all to keep watching the number in your personal bank account go up month after month, even with reinvesting in your business. This allows you to ultimately enjoy the process for the long haul and help more people grow rather than burning out and shriveling into obscurity. To swing the argument even further in favor of higher prices, here

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are a few interesting concepts. When you raise your price, you increase the value the consumer receives without changing anything else about your product. Wait, what? Yes. Higher price means higher value. Literally. In a blind taste test, researchers ask consumers to rate three wines. a low price wine, a medium price wine, and an expensive wine. Throughout the study, the participants rated the wines with the prices visible. They rated them unsurprisingly in order of their price, with the most expensive being the best, the second most

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expensive being the second best, and the third cheapest option being rated as a cheap wine. What the tasters didn't know is that the researchers gave them the exact same wine all three times. Yet, the tasters reported a wide discrepancy between the high-priced wine and the cheap wine. This has deep implications for the direct relationship between value and price. In essence, raising your prices can directly enhance the value you provide. What's more, the higher the price, the more lure your product or service has. People want to buy expensive things. They just need a reason. And the goal isn't to just be

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slightly above market price. The goal is to be so much higher that a consumer thinks to themselves, this is so much more expensive. There must be something entirely different going on here. That is how you create a category of one. In this new perceived marketplace, you are a monopoly and can make monopoly profits. That is the point. One final point I want to drive home. If you offer a service where a customer must do something in order to achieve the result or solve the problem you say you solve, they must be invested. The more invested

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they are, the more likely they are to achieve the positive result. Therefore, it follows that if you care about your customers, you should get them as invested as humanly possible. Ideally, this means pricing your services or product in such a way that it stings a little when they buy. That sting will force and focus their attention and their investment in your product or service. Those who pay the most pay the most attention. And if your customers are more adherent and follow through and if they achieve better results with your service than your competition, then you are in a very real way providing more

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value than anyone else. This is how you win. But I know this isn't easy and it shouldn't be. Your product must deliver. So many wish to shortcut the real work. Do that and you will fail. In the real world, to have the quote gonads to charge big ticket prices, you must outwork yourself. You must be so confident in your delivery because you have done it so many times that you know that this person will succeed. Experience is what gives you the conviction to ask for someone's entire year salary as payment. You must believe so deeply in your solution that when you

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look at yourself in the mirror at night alone, your conviction remains unshakable. So, let me bring this section to home with my personal experience, my premium price experience. In my first niche consulting business, Gym Launch, I teach owners a better business model. Before productizing my consulting services, I flew out to 33 gyms in 18 months to do full gym turnarounds. We would fly out, fix everything in gym, and relaunch it in 21 days. We would average an increase in $42,000 in additional sales in 21 days.

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It was wild. My fee was 100% of the revenue I would bring in. At our peak, we were turning around eight gyms a month. This quickly became a logistical nightmare. After the wear and tear of living in motel month after month after month, I thought to myself, "There has to be a better way to do this." One month, there was a gym we were scheduled to go fly out to, but I simply didn't want to do it. So, I told them we were going to cancel the engagement. The gym owner practically threatened me to help him. So, I said I would help him, but he would have to do all the work. But I would show him how. Within 30 days, this

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gym made almost $44,000 in new upfront cash collected, which was four times their previous month. As soon as I saw that my process could be duplicated from afar without me having to fly people in, our business exploded. I had found the missing link because my travel schedule was no longer a constraint. We went on to sell 4,000 plus more gyms over the next few years and counting using a done with you rather than done for you model. But back to premium pricing. When I entered the space, lowpric competitors offered full service marketing solutions

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for $500 per month with a single highpric competitor charging $5,000 for his product. I wanted to be the premium price leader. I wanted to be so expensive that it created a lure around what we were doing. So, we came in at three times the highest priced player and 32 times more than the lowest priced player. A price of 16,000 for a 16we done with you intensive. Then we upsold 35% of those people into a threeyear $42,000 per year agreement for us to help them grow their gyms. For context, the average gym owner makes $35,280

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per year in take-home profits. If that's the average, it means half make even less than that. So for many of them, they were committing to half of their yearly salary or more to buy our program. And I was selling this to grown men as a kid in his 20s, telling them I was going to help them make more money. This was possible because my conviction was stronger than their skepticism. How? Based on a voluntary survey taken at our last full company event with 158 gyms responding, we found that a gym launch gym who has been in our program for 11 months will experience the following

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average improvements. Topline revenue growth of $239,000 per year. Recurring revenue growth of $160,000 a year. Bottom line growth aka profit from 2943 per month to 89.40 per month. That's 3.1x increase. average client growth of an additional 67 clients. Churn, aka percentage of clients who leave each month, drops from 10.7% before to 6.8%. Retail sales, an additional 4,400 per

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month in retail sales after they started working with us. Prices on average went from 129 per month to 167 per month in average revenue per gym member. Their survey just proved what I already knew. I had complete conviction our product. I knew it worked. I had outworked my self-doubt. Summary points. What should you take from this? First and foremost, charge a premium. It will allow you to do things no one else can to make your client successful. We were able to charge a premium because we provided more value than anyone else in the industry. In a real way, we were

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charging only a fraction of what our clients made using our system. This is important. Our clients still got a deal. The gap between what they paid price and what they got value was massive. As a result, the virtuous cycle continued to spin. We charged the most money. We provided the most value. Our gyms remained the most competitive, made the most money, always had the latest and best acquisition systems, and had the support to implement them at lightning speed. We made many mistakes along the way, but our pricing model was not one

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of them. It allowed me the room to make big bets without losing the farm. The truth is that 99% of businesses need to raise their prices to grow, not lower them. Profit is oxygen. It fuels the fire of growth. You need that if you want to reach more people and make a bigger impact. In order to charge so much though, you must learn to create tremendous value. Let's head there next. Section three, value. Create your offer. How to make offers so good people feel stupid saying no.

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Chapter six, value offer. The value equation. We question all of our beliefs except for the ones we really believe in and those we never think to question. Orson Scott card. I want to be abundantly clear. The goal should be to charge as much money for your products or services as humanly possible. I'm talking heinous amounts of money. That being said, anyone can raise their prices, but only a select few can charge these rates and get people to say yes. From this point forward, you must abandon any notion you have about what's

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fair. Every enormous company in the world charges you money for things that cost them nothing. It costs pennies for the phone company to add an additional user. Except they don't mind charging you hundreds of dollars per month for access. It costs pennies to manufacture pharmaceutical drugs, but they don't mind charging hundreds of dollars per month for it. Media companies charge advertisers a king's ransom for your eyeballs, and it cost them next to nothing to get you to like kitten photos on social media. You need to have a big discrepancy between what something costs you and what you charge for it. It is the only way to become unreasonably

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wealthy. Many entrepreneurs believe that charging too much is bad. The reality is yes, you should never charge more than your product is worth, but you should charge far more for your product and services than it costs to fulfill. Think up to a hundred times more, not just two or three times more. And if you provide enough value, it should always still be a steal for the prospect. That is the power of value. It unleashes unlimited pricing and profit power to scale your company. For example, one of my private

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clients whose company I have equity in in our portfolio is in the photography space. Over two years implementing the tactics outlined in this book, the owner was able to increase the average ticket from $300 to $1,500. That's a 5x increase. Gasp. Even cooler, they now spend less time per customer and have higher customer satisfaction. The 5x increase in average ticket 38xed the profit of the business. It went from making $1,000 a week in profit to $38,000 per week in profit and continues

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to grow. As a result, the company was finally able to continue to scale to multiple locations and provide meaningful work to great employees. And a fun benefit, we were able to donate even more money to children's charities, which is something the owner and I have in common, almost a million dollars at the time of this writing. But none of that would have been possible without figuring out what people valued most, tripling down on it, and ruthlessly eliminating everything else. A 5x price increase may seem crazy to you, but clients voted with their dollars that what the company provides now is far

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better than what it did before. Cracking value opens up the world of unlimited profit, impact, and possibilities. Those who understand value are the ones who will be able to charge the most money for their services. The good news is that there is a repeatable formula that I have created. I've never seen it displayed elsewhere to help quantify the variables that create value for any offer. I call it the value equation. Once you see it, you can never unsee it. It will operate in your subconscious running in the background calling out to you. It's a new lens through which to see the world. The value equation. Dream

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outcome times perceived likelihood of achievement divided by time delay time effort and sacrifice equals value. Free gift number four, value equation bonus tutorial and free downloads. If you want to know how I break down business's core offering into something more valuable, go to acquisitions.com/trainings/offers and select the value equation video to watch your short tutorial. I also included a downloadable checklist. My goal is to gain your trust and deliver value in advance. As such, it's absolutely free. Enjoy. So, as you can see or here, there are four primary

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drivers to value. Two of the drivers, which are the top two parts of the equation, you will seek to increase. The other two on the bottom of the equation, you will seek to decrease. So one, yay, the dream outcome. Our goal is to increase. Two, yay, perceived likelihood of achievement. Our goal is to increase. Three, boo, perceived time delay between start and achievement. Our goal is to decrease. Four, boo, perceived effort and sacrifice. Our goal is to decrease. If you notice the questions in the last section that my father asked me, you'll

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see the corresponded with these pillars. What will I make? Dream outcome. How will I know it's going to happen? Perceived likelihood of achievement. How long will it take? Time delay. What is expected of me? Effort and sacrifice. Get the bottom to zero. In the beginning of my career, I focused all my attention on dream outcomes and the perception of achievement, social proof, third party edification, etc. In other words, the top side of the equation. That's where beginner marketers make bigger and bigger claims. It's easy and it's lazy. But as time has gone on, I have realized

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these larger than life claims are the easiest to establish and therefore less unique. After all, anyone can make a promise. The harder and more competitive are the time delay and effort and sacrifice. The best companies in the world focus all their attention on the bottom side of the equation, making things immediate, seamless, and effortless. Apple made the iPhone effortless compared to other phones at the time. Amazon made purchasing a single click of a button and made purchases arrive almost immediately. Maybe by the time you read this, they'll be sending drones to our doors within 60 minutes. Netflix made consuming

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television immediate and effortless. So the older I get, the more I have shifted my focus to the quote hard stuff, decreasing the bottom side of the equation. And I believe the better you do this, the more you will be rewarded by the marketplace. Final note, the reason this is a division equation and not addition is that I want to convey one key point. If you can make the bottom part of the equation equal to 0, you are golden. No matter how small the top side is, anything divided by 0 equals infinity, which is technically undefined for math nerds. In other

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words, if you can reduce your prospect's true time delay to receiving value to zero, aka you realize your immediate dream outcome and your effort and sacrifice is zero, you have an infinitely valuable product. If you accomplish this, you win the game. Given this postulate, a prospect would in theory purchase something from you and the moment their credit card was run, it would immediately become their reality. That is infinite value. Imagine clicking the purchase button on a weight loss product and instantly seeing your

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stomach turn into a six-pack. Or imagine hiring a marketing firm and as soon as you sign your document, your phone begins to ring with new, highly qualified prospects. How valuable would these products or services be? Infinitely valuable. And that's the point. I don't know if we entrepreneurs will ever get there, but that is the hypothetical limit we should all strive towards and why I structured the equation this way. Perception is reality. Perception is reality. It's not about how much you increase your prospect's likelihood of success or decrease the time delay to achievement

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or decrease their effort and sacrifice. That in and of itself is not valuable. Many times they will have no idea. The grand slam offer only becomes valuable once the prospect perceives the increase in likelihood of achievement, perceives the decrease in time delay, and perceives the decrease in effort and sacrifice. A prime example of this happened on the London tunnel system. The biggest increase in rider satisfaction, aka value, was never from faster trains to decrease weight times. Instead, it was from a simple dotted map that showed them when the next train was

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coming and how long they had to wait. The dotted map, which only cost a few million, decreased the riders perception of time, delay, and sacrifice, aka being bored waiting, more than actually making the trains faster, which cost billions of dollars to do. Isn't that cool? This is how we need to think about our products. Pro tip, logical versus psychological solutions. Most people naturally try and solve problems using logical solutions, but the logical solutions have already been tried because they're logical. It's what everyone would try and do. As

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business owners and entrepreneurs, I increasingly approach problems to find psychological solutions rather than logical ones. Because if there were a logical solution, it probably would have already been solved, thereby eliminating the problem. All that remains are the psychological problems. Example inspired by Rory Sutherland, CMO of Oglev Advertising. Any fool can sell a product by offering it for a discount. It takes great marketing to sell the same product for a premium. Logical solution, make trains faster to increase satisfaction. Psychological solution, decrease the

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pain of waiting by adding a dotted map. Psychological solution, pay models to be the hostesses on the trip. People would wish it took longer to get to their destination. Logical solution, make elevator faster. Psychological solution, add floor to ceiling mirrors so people are distracted staring at themselves and forget how long they were on the elevator. Logical solution, make it cheaper. Psychological solution, make fewer of them and raise the price, which would cause more people to want it. Often, most logical solutions have been tried and failed. At this point in history, we must give the psychological

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solutions a shot to solve problems. As such, as business owners, it's up to us to communicate these value drivers with clarity to increase the prospect's perception of these realities. The extent to which you answer these questions in the mind of your prospect will determine the value you are creating. Only then will we truly be able to realize the actual value of our product to the marketplace and by extension the egregious prices we wish to charge. It's difficult to separate four value drivers from one another as most vehicles combine many of these elements together, but I will do my best to isolate and clearly explain each one

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below. Number one, dream outcome. Our goal increase. People have deep unchanging desires. This is what marriages are lost over. Wars are fought over and people willingly die for. Our goal is not to create desire. Our goal is simply to channel that desire through our offer and monetization vehicle. The dream outcome is the expression of that feeling and experiences the prospect has envisioned in their mind. It's the gap between their current reality and their dreams. Our goal is to accurately depict that dream back to them so they feel understood and explain how our vehicle will get them there. The dream outcome

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is simple. It's the getting there where the value gets enhanced or detracted. People generally and our clients specifically want to be perceived as beautiful, to be respected, to be perceived as powerful, to be loved, to increase their status. These are all powerful drivers. But multiple vehicles may accomplish the same thing. Take the desire to be perceived as beautiful. For example, there are a lot of things that touch on this desire. Makeup, anti-aging creams or serums, supplements, shapewear, plastic surgery, fitness. All of these vehicles channel the desire to

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be perceived as beautiful. And we further unpack the idea of a desire to be beautiful. We see that it may be a surface level declaration of a deeper desire to achieve higher status in one social group. The dream outcome value driver is most prominently used when comparing the relative value between two different desires being satisfied. In general, the dream outcome that most directly increases a prospect's status will be the one they value the most. As such, a prospect may value that entire category of vehicles that satisfy one desire more than another category that

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satisfies a different desire. For many men, making money is more important than being handsome. Why? Because money drives status for men more than being handsome does. So, in general, they will value all offers that make them money more than offers that help them look good. I once heard Russell Brunson tell a story about this concept. He explained how his wife Colette, at first hearing the status concept, rejected it. She claimed she wasn't driven by status and would never want a Lamborghini. Instead, she favored her minivan, but after talking further, she revealed it was because driving a Lamborghini would

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decrease her status amongst her mom friends, while driving a minivan would show that she was a good mom. Increase in status. So, it's not about the money, it's about the status. The perceived increase or decrease in relative standing when compared to others socially or professionally. Talk in terms of things your prospect believes will increase their status, and you'll have your prospects drooling. Pro tip: frame benefits in terms of status gained from the viewpoint of others. When writing copy, you can make it that much more powerful by talking about how other people will perceive the prospect's achievement. Connect the dots for them.

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Example, if you buy this golf club, your drive will increase by 40 yards. Your golf buddy's jaws will drop when they see your ball soar 40 yard past theirs. They will ask you what's changed. Only you will know. That being said, when comparing two products or services that satisfy the same desire, the value from the dream outcomes will cancel out since they are the same. It will be the other three variables that drive the difference in perceived value and ultimately price. For example, if we had two products or services that both help make someone beautiful. It will be the

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likelihood of achievement, time delay, and effort required that will differentiate the perceived value of each offer. Simply put, if two things make someone beautiful, what makes one worth $50,000 and another worth $5? Answer, the extent of the other three value variables. Number two, perceived likelihood of achievement. Our goal, increase. This was the last of the variables that I added when trying to think through this framework a few years ago. I just felt like something was missing with only the other three. Then

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I realized people pay for certainty. They value certainty. I call this the perceived likelihood of achievement. In other words, how likely do I believe that it is that I will achieve the result that I am looking for if I make this purchase. For example, how much would you pay to be a plastic surgeon's 10,000th patient versus their first? If you're a normal, sane person, a lot more. I mean, heck, you might even ask them to pay you if you're their first patient ever. So you can see even from this simple example that while the service you are receiving is technically

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the same, the only thing that changes is your perceived likelihood of getting what you want, both surgeons take the same amount of time to do the surgery. If anything, the guy who has done it 10,000 times would likely get it done faster and still charge more. The more experienced surgeon has a track record of achieving a result, which incentivizes their desiraability. People value this perceived likeative achievement. Increasing a prospect's conviction that your offer will actually work for them will make your offer that much more valuable even though the work

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remains the same on your end. So to increase value with all offers, we must communicate perceived likely of achievement through our messaging proof what we choose to include or exclude in our offer and our guarantees. More on this later. Number three, time delay. Our goal increase. Time delay is the time between a client buying and receiving the promised benefit. The shorter the distance between when they make the purchase and when they receive value slash the outcome, the more valuable your service or product is. There are two elements to this driver of

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value. Long-term outcome and short-term experience. Many times there are short-term experiences that occur and route to the long-term outcomes. They happen along the way and provide value. It's good to understand both. The thing people buy is the long-term value, aka the dream outcome. But the thing that makes them stay long enough to get it is the short-term experience. These are the little milestone a prospect sees along the way that shows them they are on the right path. We try and tie as many of these as possible into any service we

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offer. We want clients to have a big emotional win early as close as possible to their purchase. This gives them the emotional buyin and the momentum to see it through to their ultimate goal. For example, it takes a while to add an extra $239,000 per year to a gym, but that's what they're buying. So, once they have purchased, we need to create emotional wins fast. One of the ways we do this is to get their ads live and get them to close their first $2,000 sale within their first 7 days. By doing this, their decision to work with us is reinforced, and they immediately trust us more. This makes them more likely to

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follow the rest of our systems and get to their ultimate destination. Pro tip: Fast wins. Always try and incorporate short-term immediate wins for a client. Be creative. They just need to know that they're on the right path and they made the right decision trusting you in your business. Let me give you another example. If I sell someone a bikini body, their time delay to realize that outcome may be 12 months or even longer. Along the way, though, as they change their bodies, they may experience higher sex drive, more energy, and an increased community of friends. They aren't initially buying those things, but those

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things may become short-term benefits that keep them in the game long enough to achieve their ultimate outcome. They buy the dream, but they stay for the benefits they discover along the way. The faster and more clearly you can demonstrate those benefits, the more valuable your service will be. For a weight loss customer, we would get them to meet someone else so they immediately had some social benefits from the program. And we usually give them a more aggressive diet in the beginning. Why? because we wanted them to have a big fast emotional win so we could get them to commit to the long term. This is also backed by science. People who experience

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a victory early on are more likely to continue with something than those who do not. That being said, having to wait 12 to 24 months to get you what you want is a long time when you can do lipo section and be done in an afternoon. This just shows one of the reasons people pay $25,000 for a lipo section with a tummy tuck while people will barely pay $100 a month to join a boot camp. But that's not the only reason, is it? That leads me to the last driver of value, effort and sacrifice. Pro tip, fast beats free. The only thing that beats free is fast. People will pay for

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speed. Many companies have entered free spaces and done exceedingly well with a speed first strategy. A few notable companies, the MVD versus the DMV, wait in line forever or pay $50. You can skip the line and get your license renewed privately. FedEx versus USPS when it absolutely positively has to be there overnight. Spotify versus slow free music, Uber versus walking, fast beats free. Many will always be willing to pay price for the value of speed. So if you find yourself in a market competing

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against free, double down on speed. Number four, effort and sacrifice. Our goal decrease. This is what it costs people in ancillary cost, aka other costs acrewed along the way. These can be both tangible and intangible. Using the fitness lipo suction example, let's look at the difference in effort and sacrifice. Fitness effort and sacrifice. Wake up 1 to two hours earlier in the morning, 5 to 10 hours per week of time lost, stop eating the foods you love, constant hunger, physical soreness, feelings of embarrassment and not knowing how to exercise, risk of injury, literal nausea, working out, meal prepping, new groceries, more expensive groceries, new clothing, fear of gaining it back after all this effort, aka impermanence, etc. lipos suction effort and sacrifice. Fall asleep, wake up thin, guaranteed, be sore for 2 to 4 weeks. Massive difference, right? In fact, in looking at the marketing of plastic surgeons, these are the exact pain points they hit on when they say things like, "Tired of wasting countless hours in the gym? Tired of diets that just don't work?" This is why when you sell fitness, you have to spend an hour arm wrestling a client to give over onetenth or 1/100th of the amount of money they pay for surgery. There's just not a lot of perceived value because the perceived likelihood of achievement, the time delay to achievement, and the effort and sacrifice are so high. So even though the outcome is the same, the value of the vehicles are dramatically different, hence the difference in price. Decreasing the effort and sacrifice, or at least the perceived effort and sacrifice can massively boost the appeal of your offer. In an ideal world, a prospect would want to simply say yes and have their dream outcome happen with no more effort on their behalf. This is why done for you services are almost always more expensive than do-it-yourself because a person doesn't have to do all the effort and sacrifice. There's also a component of perceived likelihood of achievement difference as well. People believe that if an expert does it, then they will be more likely to achieve the outcome than if they try on their own. My hope is that you now have a foundational understanding of the components of value and how the interplay between each of the components creates or detracts from the value someone might be willing to pay. putting it all together. As I said earlier, these elements of value don't happen in a vacuum. They happen together in combination. So, let's look at a few examples that utilize all four components of value of once. In an effort to quantify the value, I'll write them on a binary scale of 0 or one. One being value achieved, zero being missing. Then, I will add all four together to give you a relative value rating of a type of service. Our goal as marketers and business owners is to increase the value of the dream outcome and its perceived likelihood of achievement while decreasing the time delay of achievement and the effort and sacrifice one has to put in to get there. To start, I will do a side-by-side comparison of two vehicles with identical dream outcomes. Meditation and Xanax both offer the buyer relaxation, decreased anxiety, and feelings of well-being. I will demonstrate how the other three variables dramatically shift the value of delivering that dream outcome and ultimately the price. Meditation versus Xanax. So, I'm going to read the chart below to compare relative scores on each of the four value drivers. Meditation, dream outcome, relaxation, decreased anxiety, feelings of well-being. Score 1 out of one. Perceived likelihood of achievement low since most people get distracted and don't actually think they'll follow through with daily meditation. Score 0 out of one. Time delay, long time to yield long-term results. Some immediate benefits after 10 to 20 minutes, assuming you don't get frustrated. Score.5 out of one. Effort and sacrifice. Physical discomfort, numb body limbs often. Mental discomfort, feeling like you are failing constantly. Time sacrifice. You have to set aside time every day to do this. Score 0 out of 1. Overall value score for meditation low 1.5 out of four. Now let's look at Xanax. Dream outcome same as meditation. Relaxation decrease anxiety feelings of wellbeing. Score 1 out of one. Perceived likelihood of achievement high since most people are confident that if they take the pill, it will make them feel more relaxed. Score 1 out of one. Time delay 15 minutes for effects to be felt. Score 1 out of one. Effort and sacrifice swallowing a pill. Score 1 out of one. Overall value score high 4 out of four. And that is why Zenex is a multi-billion dollar product while I know of almost no multi-billion dollar meditation businesses. Value. I'm not here to argue about whether meditation is better than Xanax. Obviously, it is. But that doesn't mean it's perceived as more valuable. This is also the reason that supplement industry 123 billion according to Grand View Research is twice the size of the health club industry 62 billion according to Hersa. They both accomplish the same perceived objectives being healthy, losing weight, looking good, increasing energy, etc. But one is perceived as more valuable because it has lower costs. People are more willing to pay $200 for supplements than they are for a $29 per month membership. Taking a pill or drinking a shake is so much faster and easier than going to the gym every day. Hence, valued. Crazy world we live in. And you can either sit there and make complain posts about how people ought to be a certain way or you can take advantage of the way people are and capitalize. This book is for those people who want to be victors, not victims of circumstance. You can either be right or you can be rich. This book is for getting rich. If that bothers you, you can put this down and go back to arguing against human nature. Hint, you're not going to change it. Now, that being said, knowing what people value versus what is good for them is key. It means you can find ways to monetize the things that people value in order to give them what they really need. Win-win. You can make your dent in the universe while making a profit. Chapter 7. Pre-Goodwill. He who said money can't buy happiness hasn't given enough away. Source unknown. People who help others with zero expectation experience higher levels of fulfillment, live longer, and make more money. I'd like to create the opportunity to deliver this value to you during your reading or listening experience. In order to do so, I have a simple question for you. Would you help someone you've never met if it didn't cost you money, but you never got credit for it? If so, I have an ask to make on behalf of someone you do not know and likely never will. They are just like you or like you were a few years ago. Less experienced, full of desire to help the world, seeking information but unsure where to look. This is where you come in. The only way for us at acquisition.com to accomplish our mission of helping entrepreneurs is first by reaching them. And most people do, in fact, judge a book by its cover and its reviews. If you have found this book valuable thus far, would you please take a brief moment right now and leave an honest review of the book and its contents? It will cost you $0 and less than 60 seconds. Your review will help one more entrepreneur support his or her family, one more employee find work they find meaningful, one more client experience a transformation they otherwise would not have encountered. One more life change for the better. To make that happen, all you have to do is, and this takes less than 60 seconds, leave a review. If you're on Audible, hit the three dots on the top right of your device, click and rate and review, and then leave a few sentences about the book with a star rating. If for some reason they have changed the functionality, you can go to the book page of Amazon or wherever you purchase this and leave a review right on the page. PS. If you feel good about helping a faceless entrepreneur, you are my kind of people. I'm that much more excited to help you crush it in the coming chapters. You'll love the tactics I'm about to go over. PPS, life hack. If you introduce something valuable to someone, they associate that value with you. If you'd like goodwill directly from another entrepreneur, send this book their way. Thank you from the bottom of my heart. Now, back to our regularly scheduled programming. Your biggest fan, Alex. Chapter 8. Value offer the thought process. If at first you don't succeed, try try again. Thomas H. Palmer, Teachers Manual. I want to do an exercise with you right now. I want to show you the difference between convergent and divergent problem solving. Why? So that you can actually create the grand slam offer that will become the cornerstone of your business. Convergent and divergent thinking. In simple terms, convergent problem solving is where you take lots of variables, all known, with unchanging conditions, and converge on a singular answer. Think math. Example, you have three sales people who can each take 100 calls per month. It takes four calls to create one sale, including no shows. You need to get to 110 sales. How many sales people must you hire? Deduced information. One salesperson equals 100 calls. Four calls equal one close. 100 calls divided by four calls per close equals 25 closes per 100 calls. 25 closes per rep. Goal: 110 sales total divid 25 sales per rep equals 4.4. Since you can't hire 4.4 reps, you decide you must have five. Answer. And since you have three, you hire two more. Math problems are convergent. There are a lot of variables and a single answer. We are taught all our lives in school to think this way. That's because it's easy to grade. But life will pay you for your ability to solve problems using a divergent thought process. In other words, think of many solutions to a single problem. Not only that, convergent answers are binary. They're either right or wrong. With divergent thinking, you can have multiple right answers and one answer that is way more right than the others. Cool, right? Here's what life presents us for divergent thinking. Multiple variables, known and unknown, dynamic conditions, multiple answers. As such, I want to do an exercise with you right now that will engage the part of your brain that you will need to use in order to make something magical. I call it the brick exercise. Don't worry, it will take 120 seconds. The brick exercise. Right now, I want you to set a timer on your phone for 120 seconds. What you need to do, think of a brick. Write down as many different uses of a brick as you can possibly think of. How many different ways could a brick be used in life to provide value? Ready? Go. It's okay to write in the book or write on a notepad on the side. All right, stop. Now, before I show you my list, did you consider the following? How big is the brick? A tab of gum 3 to 5x 8 2 1x 4 standard 2 ft x 2 ft x 6 feet. What's the brick made of? Plastic, gold, clay, wood, metal. How's the brick shaped? Does it have holes in it? Has divots for interlocking? Now, as you think about that, can you think of even more uses for the brick than you probably wrote down? Well, here's my list. Paperwe doorstep building things. Home for a fish in a fishbowl. Plant holder with dirt holes. Hold brick as a trophy. Painted brick. Rustic decoration to break a window. Make a mural. Tiny bricks painted. A weight for resistance training. A wedge under an uneven platform. Pen holder or hold brick. Children's toy. Lego bricks. Flotation device. Plastic brick. Payment for goods. Gold brick. Stabilizer for leaning against something. Retainer of value. Holder for flagpole. Old brick. A seat. Jumbo brick. Every offer has building blocks, the pieces that when combined make an offer irresistible. Our goal is to use a divergent thought process to think of as many easy ways to combine these elements to provide value. So, if I were selling a brick, I would find out what my customer's desire was and then devise how many ways I would create value with my brick. Now, let's do it for real. Chapter nine, value offer. Creating your grand slam offer, part one, problems and solutions. ABC. Easy as 1 2 3. Ah, simple as do reay me. Michael Jackson, ABC. When I started my gym, I struggled. I wanted so deeply to be successful, prove my dad wrong about my decision to start my own business, and prove to myself that I was worth something. But try as I did, I couldn't even sell people into a $99 a month boot camp. People would say LA Fitness is $29 a month. This is expensive. I even tried getting people to start for free. They said they wouldn't bother because $99 a month afterwards was still too much and they didn't want to start something they couldn't continue with. It's a new level of frustration when you can't even give your services away for free to people. I felt worthless and I didn't know what to do. Thankfully, during this time, I was in groups with other gym owners and I started hearing about marketers and books. I devoured everything I could. And as soon as I stumbled on Dan Kennedy's books, I was hooked. In his books, he talked about making irresistible offers. Again, this theme of making an offer so good people would feel stupid to say no kept reappearing. But this time, remembering what TJ had told me, I'd decided to go all in on this concept rather than just do what everyone else was doing. But how? Everyone else was selling $99 per month boot camps. How is I going to compete? So, I decided to look at what we did differently. I thought, what do they really want? No one wants a membership. They want to lose weight. Step one, identify dream outcome. I had heard of weight loss challenges, so I started there. Lose 20 pounds in 6 weeks. Big dream outcome. Lose 20 pounds with a decreased time delay. 6 weeks. Note, I wasn't selling my membership anymore. I wasn't selling the plane flight. I was selling the solution. When you are thinking about your dream outcome, it has to be them arriving at their destination and what they would like to experience. Step two, list problems. Next, I wrote down all the things people struggled with and their limiting thoughts around them. When listing out problems, think about what happens immediately before and immediately after someone uses your product or service. What's the next thing they need help with? These are the problems. Think about it in insane detail. If you do, you will create a more valuable and compelling offer as you'll continually be answering people's next problem as they manifest. So, let's go ahead and list out the problems from a prospect's perspective as you think about them. What points of friction exist for them? I like to think about it in sequence that the customer will experience each of these obstacles. Again, channel insane detail. The more problems, the better. Example problems list. Weight loss. The first thing they must do. Buying healthy food. Grocery shopping. Problems. One, buying healthy food is hard, confusing, and I won't like it. Two, buying healthy food will take too much time. Three, buying healthy food is expensive. Four, I will not be able to cook healthy food forever. My family needs will get in the way. If I travel, I won't know what to buy. Next thing they must do, cook healthy food. One, cooking healthy food is hard and confusing. I won't like it and I will suck at it. Two, cooking healthy food will take too much time. Three, cooking healthy food is expensive. It's not worth it. Four, I will not be able to cook healthy food forever. My family's needs will get in my way, and if I travel, I won't know how to cook healthy. Next thing they must do, eat healthy food. Next thing they must do, exercise regularly, etc. Now, we're going full circle here. Each of the above problems has four negative elements. And you guessed it, each align with the four value drivers as well. Dream outcome, perceived likelihood of achievement, time delay, effort, and sacrifice. One, dream outcome. This will not be financially worth it. Two, likelihood of achievement. It won't work for me specifically. I won't be able to stick with it. External factors will get in my way. This is the most unique and service specific of the problem buckets. Three, effort and sacrifice. This will be too hard, confusing. I won't like it. I will suck at it. Four, time. This will take too much time to do. I'm too busy to do this. It will take too long to work. It will not be convenient for me. Now, go ahead and list out all problems your prospect has. Don't let these buckets, which are just meant to help your brain get going, constrain you. If it's easier for you, just list out everything you can possibly think of. What I showed here isn't just four problems, though. We have 16 core problems with 2 to four sub problems underneath. So, 32 to 64 problems total. Yaoza, no wonder most people don't achieve their goals. Do not get overwhelmed. This is the best news ever. The more problems you can think of, the more problems you get to solve. So, to recap, just list out each core thing that someone has to do. Then, think of all the reasons they wouldn't be able to do it or keep doing it using the four value drivers as a guide. Now, we go to the fun part, turning problems into solutions. Now that we have our dream outcome and all the obstacles that will get in someone's way, it's time to define our solutions and list them out. Creating the solutions list has two steps. First, we're going to transform our problems into solutions. Second, we're going to name these solutions. That's it. So, let's take a look at our list of problems from earlier. What we're going to do is simply turn them into solutions by thinking, what would I need to show someone to solve this problem? Then, we're going to reverse each element of the obstacle into solutionoriented language. This is copyrightiting 101. It's beyond the scope of this book to get into, but simply adding how to then reversing the problem will give most people new to this process a great place to start. For our purposes, we are giving ourselves a checklist of exactly what we are going to do for our prospects and what we are going to solve for them. Once we have our list of solutions, we will operationalize how we are actually going to solve these problems, aka create value in the next step. And I want to be 100% clear, you will solve every problem. We'll explore how together in the next step. Problem solution. Problem. Buying healthy food. Grocery shopping is hard, confusing, I won't like it, I will suck at it becomes how to make buying healthy food easy and enjoyable so that anyone can do it, especially moms. Buying healthy food takes too much time. How to buy healthy food quickly. Buying healthy food is expensive. How to buy healthy food for less than your current grocery bill. Buying healthy food is unsustainable. How to make buying healthy food take less effort than buying unhealthy food. Buying healthy food is now my priority. My family's needs will get in the way. How to buy healthy food for you and your family at the same time. Buying healthy food is undoable if I travel. I won't know what to get. How to get healthy food when you are traveling. Problem. Cooking healthy food is hard, confusing. I won't like it and I will suck at it. Turns into how anyone can enjoy cooking healthy meals easily. Cooking healthy food will take too much time. How to cook meals in under 5 minutes. Cooking healthy food is expensive and it's not worth it. How eating healthy is actually cheaper than unhealthy food. Cooking healthy food is unsustainable. How to make eating healthy last forever. Cooking healthy food is not my priority. My family's needs will get in the way. How to cook healthy food despite your family's concerns. Cooking healthy food is undoable. If I travel, I won't know how to cook healthy. How to travel and still cook? Problem? Eating healthy food. It's hard, confusing, etc. How to eat delicious food without following complicated systems. Problem. Exercising regularly. it's hard, confusing, etc. Easy to follow exercise system that everyone enjoys. Okay, that was a lot of problems and a lot of intuitive solutions courtesy of divergent thinking. You'll also notice that a lot of them are repetitive and that's totally normal. The value drivers are the four core reasons. Our problems always relate to those drivers and our solutions provide the needed answer to give a prospect permission to purchase. What's even crazier is that if even only one of these needs is missing in a solution, it can cause someone not to buy. You would be amazed at the reasons people do not buy. So, don't limit yourself here. Broo Castillo is a friend of mine who runs an enormous life coaching business to give you a different take on the problem solutions list. Brooke sent me her list as she was going through this book to make a grand slam offer for a 90-day relationship course. Take a look to see this process through a totally different lens. The main takeaway, though, don't be fancy. Just get all the problems down, then turn them into solutions. Regardless of whether the offer you create is around fitness like the example, a relationship course like Brooke, or something wildly different like earaches, we now know what we need to do. Step four is the how and how to do it without breaking the bank. Free gift number five, bonus tutorial, offer creation part one. If you want to walk through the process with me live, go to acquisition.com/offers, then select offer creation part one to watch a short video tutorial with yours truly. As always, it's absolutely free. I also have a free offer creation checklist for you that you can swipe and immediately to put in your business. Enjoy. Now, I will read Brooke's list that she gave and she sent to me, which you probably can't see because you're listening to this. Dream outcome: Amazing loving relationship in 90 days. Problems: No good options. No one's attractive. No one's available. Boring. No chemistry. Poor communication. Not hot enough. Sex isn't good. No intellectual stimulation. Not enough effort in the relationship. No time. Insecurity. Needs aren't being met. Too many unmet expectations. Acting crazy emotional relationship is dull. Want different things. Not good at relationships. Too much pressure. Moves too slow. Fizzles out fast. Sexual incompatibility. Solutions list. How to get a list of prospective partners chosen in 90 days. How to be attracted to your chosen partner. How to feel available to your partner. How to make sure 90 days is exciting and nive or boring. How to create chemistry like you've never known. How to communicate in sexy, fun, meaningful ways. How to make the relationship hot by being hot. How to have great sex for 90 days. How to create intellectual stimulation. How to put the effort in the relationship for max return. How to make time for hourly dopamine love hits, etc. Chapter 10. Value offer. Creating your grand slam offer. Part two. Trim and stack. Cut. Cut. Cut friends to Rachel Green in friends. I divided this chapter into two parts because it's the media section in the book. It's also the most important. Without a valuable product or service, the rest of the book won't be as actionable. We just covered all the problems we're going to solve. The second half of making your offer is breaking down tactically what we are going to do or provide for our client. In theory, we'd all love to fly out and live with our customers to fix their problems. In reality, that wouldn't make a very scalable solution. We need our offer to be incredibly attractive and profitable. That being said, if this is your first grand slam offer, it's important to overd deliver like crazy. Maybe flying out isn't such a bad idea in the beginning. Make some sales. Then think about how to make it easier for your clients. You want them to think to themselves, I get all this for only that. In essence, you want them to perceive tremendous value. Everyone buys bargains. Some people just buy $100,000 things for only $10,000. That's where we want to live. high prices but a steal for the value like hopefully this book has been so far. Sales to fulfillment continuum. Something that is easy to sell is typically hard to fulfill. Most things that are hard to sell are typically easy to fulfill. In order to best absorb the notions of trimming and stacking, we need a mental reframe. Enter the sales to fulfillment continuum. Whenever you are building a business, you have a continuum between ease of fulfillment and ease of sales. If you lower what you have to do, it increases how hard your product or service is to sell. If you do as much as possible, it makes your product or service easy to sell but hard to fulfill because there's more demand on your time investment. The trick and ultimate goal is to find the sweet spot where you sell something very well that's also easy to fulfill. I have lived by the mantra create flow, monetize flow, then add friction. This means I generate demand first, then with my offer, I get them to say yes. Once I have people saying yes, then and only then will I add friction in my marketing or decide to offer less for the same price. Practicality drives this practice. If you can't get demand flowing in, then you have no idea whether what you have is good. I'd rather do more for every customer and have cash flow coming in than optimize my business but have zero cash flow coming in after and have zero idea about what I needed to adjust to better serve my customers. Here's a perfect example to drive this home. When I started Gym Launch, gym owners reached out asking for help. They needed so much help, I didn't know where to start. But I wanted to make sure they got more than what they paid me. So, here's what I ended up doing to fill their gyms. I would fly out to their gym for 21 days, spend my own money on hotels, car rentals, eating out, advertising, generate the leads, work the leads, then sell for them. I would even do the first onboarding meeting with the clients to get them started. In short, I did everything. I took on all the risk. They only had to put $500 down to reserve their date, which I made refundable at the end of their launch. So, they had zero financial risk, zero time risk, zero effort, and the deal was I got to keep all the upfront cash collected from selling their services, and they got all the clients for free. You can imagine how this was a pretty compelling offer. On my own, I was able to sell about $100,000 per month in cash upfront for myself. So, these deals were very lucrative for me. Over time, I scaled that to a team of eight guys selling a month. But, this began to wear on me and the team. It was at that point that I realized that if I were to simply teach them how to do what I did, I would charge maybe a third of what I would normally make, but I would be able to help hundreds of gyms a month instead of eight. And I could do it all while sleeping in my own bed every night. My promise was fundamentally the same. I will fill your gym in 30 days. It was simply the how and the what I did that changed. The how and the what is what we are breaking apart. When talking to business owners about their model, I tell them to create cash flow by overd delivering like crazy at first. Then use the cash flow to fix your operations and make your business more efficient. This revision process can be pretty seamless. You may not even have to change what you offer. You may just end up creating systems that create the same value for the customer but cost you significantly fewer resources. Ultimately, this is how businesses beat one another. Understanding this will be important as you scale your business. Now that we've established the importance of the fulcrum and how to approach the sales to fulfillment balance at the outset, let's cover the last two steps of creating our grand slam offer. To recap quickly, remember that we've covered identifying dream outcomes, step one, listing problems, step two, and determining solutions, step three. Step four, create your solutions delivery vehicle, the how. The next step is thinking about all the things you could do to solve each of these problems you've identified. This is the most important step in the process. This is what you're going to deliver. This is what you're going to do or provide in exchange for money. For the purposes of keeping creativity high, divergent thinking, think about anything you could possibly do. Think of all the things that might enhance the value of your offer. So much so that it would be stupid to say no. What could you do that someone would immediately say, "All that seriously? Yes, I'm in." Doing this exercise will make your job of selling so much easier. Even if you come up with something you're not actually willing to do, it's okay. The goal here is to push your limits and jog your brain into thinking of a different version of the solution you'd normally default to. This is where you get to flesh your entrepreneurial creativity. Remember, you only need to do this once, literally one time, for a product that may last years. This is high value, high leverage work. You ultimately get paid for thinking, "You got this. This should be fun. Go ahead and list out all your possibilities now. Then I'll take you through my example. I'll just use the buying food problem from earlier as an example. I like to group things by how many people I'm going to deliver this thing to at once. My list is below at the bottom. I've given you my quote cheat for how to think through this to get even more creative. Problem. Buying healthy food is hard, confusing, and I won't like it. If I wanted to provide a one-on-one solution, I might offer a an in-person grocery shopping experience where I take clients to the store and teach them how to shop. B. Personalized grocery list where I teach them how to make their own list. C. Full service shopping where I buy their food for them. We're talking 100% done for them. D. In-person orientation, not at the store, where I teach them what to get. E. Tech support while shopping, where I help them if they get stuck. F. Phone call while grocery shopping where I plan to call them when they go shopping to provide direction and support in real time. If I wanted to provide a small groupoup solution, I might offer a an in-person grocery shopping where I meet a bunch of people and take them all shopping for themselves. B personalized grocery list where I teach a bunch of people how to make their weekly lists. And I could do this one time or every week if I wanted to. C buy their food for them where I purchase their groceries and deliver them as well. D inerson orientation where I teach a small group off-site what to do just not at the store. If I wanted to provide a one to many solution, I might offer a live grocery store tour where I might stream me going through the grocery store for all my new customers and let them ask questions live. B, a recorded grocery store tour where I might shop once, record it, and then give it as a reference point from that point onwards for my clients to watch on their own. C, a do-it-yourself grocery calculator where I create a sharable tool or show them how to use the tool to calculate their grocery list every week. D. Predetermined list where each customer plan comes with its own grocery list for each week. I could make this ahead of time so they have it. Then they could use it on their own time. E. Grocery buddy system where I could pair each customer with another which takes no time and lets them go shopping together. F. Pre-made Instacart grocery carts for delivery where I could pre-make Instacart list so clients could have their groceries delivered to their doorstep with one click. As you see, the list can really go on and on here. This is just to illustrate the many ways to solve a single problem. Now, do this for all the perceived problems that your clients encounter before, after, and during their experience with your product or service. You should have a monster list by the end of this product delivery cheat codes. What's that? You're having trouble being creative. I'm going to give you the cheat codes right now. Kind of like I did with the brick example. Like the brick could be gold or plastic or have holes in it or be a Lego, etc. Here are my cheat codes for product variation and enhancement and a visual to break down the process for you from my consulting deck for my private portfolio companies. Delivery cube. A. What level of personal attention do I want to provide? One-on-one, small group, one to many? B. What level of effort is expected from them? Do it themselves. Figure out how to do it on their own or do it with them done with you. You teach them how to do it or done for you. Done for them. you do it for them. C. If doing something live, what environment or medium do I want it delivered in? In person, phone support, email support, text support, Zoom support, chat support. D. If doing a recording, how do I want them to consume it? Audio, visual, written. E, how quickly do we want to reply? On what days, during what hours? 24/7, 9 to5, within 5 minutes, within an hour, 24 hours a day. How do I want to support? F 10x to one/10enth test. If my customers paid me 10 times my price or $100,000, what would I provide? If they paid me on my price and I had to make my product more valuable than it already is, how would I do that? How could I still make them successful for onetenth the price? Stretch your mind in either direction and you'll come up with wildly different solutions. In other words, how could I actually deliver on these solutions I am claiming I will provide? Do this for each problem because solutions from one problem will give you ideas for others you wouldn't normally have considered. Remember, it's important that you solve every problem. I can't tell you the amount of times one single item becomes the reason someone doesn't buy. Anecdote: Why we must solve every perceived problem. When I started selling weight loss, I insisted that folks prepare all their food at home. I found it too difficult to help clients lose weight when they ate out because they always blew their diets. Rather than solve the problem, I insisted they do it my way or not at all. As a result, I lost many sales. One month, I really needed to make some sales to pay rent. My next sale walked in the door. It was a business exec looking to lose weight. As we got into the sales presentation, she told me the program wouldn't work for her because she went out to eat for lunch every day. Normally, I would have lost the sale. I was a stickler for making people not eat out, but I really needed the money. Refusing to lose the sale because of this one thing, I conceded. I'll make you an eating out guide for when you go to restaurants so you can eat out 100% of the time and still hit your goal. How does that sound? She agreed and I closed the sale. I took the time to make an eating out guide for her. But from that point going forward, whenever someone said, "But what about eating out?" I had the solution. Over time, I continued solving obstacles with templates and trainings until there were no more one things to prevent my sales. This lesson has stuck with me to this day. Don't get romantic about how you want to solve the problem. Find a way to solve every problem a prospect presents with. When you do that, you make an offer that's so good, people just can't say no. And that's what we're building here. Note, you must resolve every obstacle a buyer believes they will have to convert the highest amount of people. That's not to say that if you don't, you won't sell people. Not at all. You just won't sell as many people as you otherwise could have. And that's the goal, to sell the most people for the highest possible price with the highest possible margin. Step five, trim and stack. Now that we've enumerated our potential solutions, we will have a gigantic list. Next, I look at the cost of providing each of these solutions to me, the business owner. I remove the ones that are the highest cost and lowest value first. Then I remove low cost, low value items. If you aren't sure what's high value, go through the value equation and ask yourself which of these things will this person one financially value. Two, cause them to believe they'll be likely to succeed. Three, make them feel like they can do it with much less effort and less sacrifice. And four, help them accomplish their goal and see the result they want in far less time. What should remain or offer items that are one, low cost, high value, or two, high cost, high value? Example, let's say I moved in with someone and did their shopping, exercising, and cooking for them. they would probably believe they would definitely lose weight, but I am not willing to do that for any amount of money short of a gazillion dollars. The next question becomes, is there a lesser version of this experience that I can deliver at scale? Just take one step back at a time until you arrive at something that has a time commitment or cost that you are willing to live with or obviously massively increase your price so it becomes worth it for you, i.e. the gazillion dollars to live with someone. If there's one type of delivery vehicle to focus on, it's creating high value oneto many solutions. These will be the ones that typically have the biggest discrepancy between cost and value. For example, before I started my gym, I had an online training business. I created a small Excel sheet application that after inputting all of someone's goals, automatically generated 100 meals perfectly suited to their macronutrient calorie needs. Better yet, depending on which meals they selected, it would tell them what they needed to buy at the grocery store in exact amounts and how to prepare them in bulk for the exact amounts. It took me about a 100 hours to put together this entire thing. But from that point going forward, I sold truly personalized eating plans for very expensive prices, but they only took me about 15 minutes to make. High value, low cost. These types of solutions require a high one-time cost of creation, but infinitely low additional effort thereafter. FYI, this is exactly why software becomes so valuable. That doesn't mean you don't want to ever do something in a small group or one-on-one model. After all, I do one-on-one with all my portfolio company CEOs that we help scale past 30 million plus. You just want to make sure that you save those high-cost items for big value ads only. If you think you can accomplish the same value with a lowerc cost alternative, then do that instead. When I was running my gym, I went through this exact exercise and created bulking blueprints and eating out system, a travel eating and workout guide, meal plans for every body weight and gender, a grocery list calculator, plateau busting meal plans for when they got stuck, fast cooking guides, partnered with a meal prep service, and did inerson nutrition orientation with every client 101. Many of the one to many solutions require more work upfront, but once created, they become valuable assets that create value in perpetuity. It's worth putting in the time to create these because they will create high margin profit for years to come. Real talk, the meal plans I made for my gym have been used by 4,000 plus gyms now and literally hundreds of thousands of people. They are simple and easy to follow, so they've provided ample return for the week or two of dedicated time I spent making them. And if you ever have the desire to build a repeatable business model, something that scales, these assets you create will become the bedrock. This book, for example, is a high value asset that is low cost overall. Sure, it cost me a lot upfront, but each additional book I sell after my first one cost me very little and provides tremendous value. The final high-value deliverable. Let's sum this up before we configure our final high-v value deliverable. Step one, we figured out our prospective client's dream outcome. Step two, we listed out all the obstacles they're likely to encounter on the way, aka our opportunities for value creation. Step three, we listed out all those obstacles as solutions. Step four, we figured out all the different ways we could deliver those solutions. Step 5 A, we trim those ways down to only the things that were the highest value and lowest cost to us. All we have to do now is step 5B, put all the bundles together into the ultimate high value deliverable. So, let's go back to the example. We see our prospects struggled with the following. Buying food. How anyone can buy food fast, easy, cheaply, which we turn into foolproof bargain grocery system that'll save hundreds of dollars per month on your food and take less time than your current shopping routine. $1,000 of value for the money it'll save you from this point on in your life. A. Oneonone nutrition orientation while I explain how to use. B. Recorded grocery store. C. Do-it-yourself grocery calculator. D. Each plan comes with its own list for the week. E. Bargain grocery shopping training. F. Grocery buddy system. G. Pre-made Instakart grocery carts for delivery. H. And a check-in via text weekly. Cooking. To solve this problem. Ready in 5minute busy parent cooking guide. How anyone can eat healthy even if they have no time. $600 value from getting 200 hours per year back. That's four weeks of work. A. Oneonone nutrition orientation where I explain how to use. B. Meal prep instructions. C. Do-it-yourself meal prep calculator. D. Each plane comes with its own meal prep instructions for the week. E. Meal prep buddy system. F. Healthy snacks in under five minutes guide. G. A weekly post. They can tag me in for feedback. To solve the eating problem. Personalized lick your fingers good meal plan. So good it'll be easier to follow than eating what you used to cheat with and cost less. $500 value. A. Oneonone nutrition orientation where I explain how to use. B. Personalized meal plan. C. 5minute morning shake guide. D. 5minute budget lunches. E 5minute budget dinners. F familyized meals. G. A daily picture of their meals. H. 101 feedback meeting to make adjustments to their plan, which FYI was an upsell. Exercise problem. Fat burning workouts proven to burn more fat than doing it alone. Adjusted to your needs so you never go too fast. Plateau or risk injuries. $699 value. To solve the traveling problem. The ultimate tone up while you travel eating and workout blueprint for getting amazing workouts and with no equipment so you don't feel guilty enjoying yourself. $199 value. How to actually stick with it. The never fall off accountability system. The unbeatable system that works without your permission. It's even gotten people who hate coming to the gym to look forward to showing up. $1,000 value. How to be social. The live it up while slimming down eating out system that will give you the freedom to eat out and live life without feeling like the odd man out. $349 value. Total value $4,351. All for only $599. Author note, most of our facilities now sell this bundle for longer periods of time for $2,400 to $5,200. Wild. As we got better at creating and monetizing value, the prices and profit of our facilities skyrocket. Once you start this value creation process, each additional piece of value you create stacks up over time. This is why it's important to begin. Can you see how much more valuable this is than a gym membership? The bundle does three core things. One, it solves all the perceived problems, not just some. Two, gives you the conviction that what you're selling is one of a kind. Very important. Three, makes it impossible to compare or confuse your business or offering with the one down the street. Woo! We finally have what we are going to deliver in all its glory. That being said, it's unlikely we would present it this way. Depending on whether we sell 101 or one to many, we would present this differently. I will address how to present each of these bundled items in the bonus section, which is the next section. Summary points. We went through this entire process to accomplish one objective to create a valuable offer that is differentiated and unable to be compared to anything else in the marketplace. We are selling something unique. As such, we are no longer bound by the normal pricing forces of commoditization. Prospects will now only make a valuebased rather than a pricebased decision on how they should buy from us. Hurrah. Now that we have our core offer, the next session will be dedicated to enhancing it. We will employ a combination of psychological levers, bonuses, urgency, scarcity, guarantees, and naming. Free gift number six, bonus tutorial, offer creation part two. If you want to walk through this profit maximizing, trimming, and stacking process with me live, go to acquisition.com/training/offers. I also have some free checklists for you that you can use. As always, it's absolutely free. Section four, enhancing your offer. scarcity, urgency, bonuses, guarantees, and naming. But wait, there's more. If you order today, every infomercial in the '90s, May 2019, Arnold Schwarzenegger's home, after school allstars fundraiser, the line of cars outside Arnold's house was around the corner, and we were in one of them. We were sitting in our Uber when a security guard with an earpiece, black suit, and black sunglasses knocked on the driver's window. It was like straight out of a movie. The driver rolled down the window. name? Alex and Leila Horoszi. He scanned the list on his clipboard, nodded, then checked off our names. Great, he said. His demeanor transformed from stern to inviting. Welcome to the fundraiser. Stay in this line. You'll make a left, then security will escort you the rest of the way. The security guard talked into his walkie-talkie to the next post down the road, signaling our car was approved. Pulling in front of the estate was like entering a Bond movie. Lamborghinis, Bugattis, Ferraris, and brands of cars that are too expensive to even speak of. Old guys with young scannally clad girls, A-list actors, celebrities with millions of followers who were recording themselves as they arrived talking to their iPhones to their audiences and us. The fundraiser was 25,000 per ticket to attend with an invite list of only 100. There was a red carpet and all. Every year, the fundraiser culminated in a big auction for memorabilia and items some of the business owners in the audience gave away for charity. We walked around looking at the entertainment stations purposely devised to get donors in the giving mood. We saw $10,000 scotches, $500 cigars, pre-released items from major brands that wouldn't be available to the public until months later. And of course, the most expensive cuisine you could imagine. Leila and I were just soaking it all in. It was a wonderful night. We definitely felt like cool kids. Ben, the CEO of the charity, saw us looking lost and walked over. He took me by the arm and introduced me to some of the other donors. These were all men who were older than me, donating $100,000 and up without a second thought. The man he introduced me to was one of the charity's biggest donors. He had built an ultra high-end jewelry and watch business. I'm talking 100,000,500, $2 million plus rare status symbols that people buy, only so otherers know they belong. He had donated upwards of 700,000 in merchandise as prizes for the fundraiser that evening. Alex and Ila, meet George. Ben said he's been very generous with his time and money to the cause. George, this is Alex and Ila. They're donating a million dollars tonight to After School Allstars. I figured you are both good people and wanted to connect you two. Nice to meet you, George said with calm and weathered eyes. He was in his late60s, tall and sturdily built. Could hear his Eastern block origins in his accent. He sounded like a man who had fought tooth and nail to be here, but had softened his demeanor for a gathering such as these. But the tiger with the teeth and claws remained under the surface, ready to be called upon at a moment's notice. I felt like I understood this guy. Ben broke the ice. So, George was the one who got me to raise the price from 15,000 per ticket to $25,000. We had more demand than ever this year, but I took his advice. I cut the amount of tickets we sold and raise the prices. That's right, George said, content that his stage business advice had been followed. When demand increases, cut supply. He perked up slightly as we started talking about money. This man had built his business from nothing and had found ways to sell things for extraordinary profits by understanding human psychology. I had long learned about supply and demand, but this guy was using its psychological underpinnings to fuel a fundraising. You could take the tiger out of the jungle, but not the jungle out of the tiger. People want what they can't have. People want what other people want. People want things only a select few have access to. He was dead right. They had raised an extra $1 million that night before the event had even started by cutting the supply of tickets and raising the prices. On top of that, all the people were more qualified than ever to be big donors. The night ended being of the most successful night in the charity's history, raising nearly $5.4 million from only a hundred people. That's $5,400 ahead. Each of the items was auctioned off as a one-of-a-kind item. And if you missed it, you'd never have a chance to buy it again. Arnold even threw in some bonuses when two people would get high enough in the bidding, allowing the charity to get both donations. It was a masterful display of human psychology at work in a setting where people knowingly overpaid for products. The products remained unchanged. Yet within this setting, an item that wouldn't sell at a different venue for $10,000 sold for $100,000. That's how powerful scarcity, urgency, and bonuses are. And breaking down how to use them to further increase demand for your offer without changing your offer is the purpose of this section. Author note, other persuasion powers at play. Scarcity, urgency, bonuses, and guarantees were not the only persuasion tools being employed to get egregious prices at the fundraiser. They also use commitment and consistency, status, peer pressure, goodwill, celebrity endorsements, competition, etc. However, scarcity, urgency, bonuses, and guarantees are the four that I will be breaking down in this book as I believe they're the ones that belong with the offer and less with the actual selling, which I will talk about more in depth in acquisition volume 4, $100 million sales. The delicate dance of desire pictured in the book is the supply and demand curve. Fundamentally, all marketing exists to influence the supply and demand curve. We artificially increase the demand for our products and services through some sort of persuasive communication. When we increase the demand, we can sell more units. When we decrease the supply, we can sell those units for more money. The perfect profit combination is lots of demand and very little supply or perceived supply. The process of enhancing your offer is designed to do both of these things. Increase demand and decrease perceived supply. So, you can sell the same products for more money than you otherwise could and in higher volumes than you otherwise would over a long enough time horizon. The new supply demand curve pictured in the book is the curve that has been shifted to the right by bonuses, scarcity, urgency, guarantees, and naming so that you can get more units sold at higher prices. Author note, this assumes a regular business who is not trying to gain mass market penetration for some other strategic advantage. Desire comes from not getting what you want. In fact, I heard this quote that I love from Naval Rabicon. Desire is a contract you make with yourself to be unhappy until you get what you want. It follows therefore that we only want things we do not have. As soon as we have them, our desire for them disappears. Therefore, if we seek to increase the demand or desire, we must decrease or delay satisfying the desires of our prospects. We must sell fewer units than we otherwise can. Let that sit with you for a second. Consider this example. We promote some 2-day workshop that is upcoming. First, we whisper that it's coming. Then, we tease it with some benefits. Then, we shout that it's launching in a week. Then when we launch this amazing workshop, we have two supply demand scenarios. Scenario one, we sell 10 units at $500 each. Sell the entire pyramid of demand at a price that everyone says yes to. Scenario two, we sell two 1-day workshops 101 for $5,000 each. We skim the top of that pyramid with 80% of people not being able to purchase or choosing not to. It's worth noting that each of these prospects have different buying thresholds. In my experience, demand for services is nonlinear. Instead, I found demand to be fractal, aka 80/20. In other words, 1/5if of prospects are willing to pay five times the price or more. In the example, I might have 10 people willing to pay $500, but two of them willing to pay $5,000. So, it would make more, have lower costs, aka more profits, provide more value, and increase the demand in the remaining prospect base by selling fewer units. Think about how exclusive scenario one versus scenario 2 would feel. Think about all the people who would want to purchase but would not be able to. Would this increase or decrease their desire? It would increase it, of course. On top of that, if people see that others who are able to get in are loving it, it would further increase their desire. And the next time they would act with more urgency and be willing to pay more for the same thing than they originally did. So now in the aftermath of our second scenario, we would still have eight people who have unsatisfied desire. This increases their desire further. And to boot, we now have new prospects who weren't in the original pool who now want what we have. The next time we promote scenario two, we then open up three spots at the same price and sell them all, still leaving some prospects with pent-up demand. This is a continuous theme. Conversely, if we were to promote scenario one again, the $500 price point, we would probably sell fewer slots the second time around. Why? We have no pent-up demand. All desire has been fulfilled. When you quote pull the trigger too early, each successive instance we promote, we sell even fewer. Eventually, we run out of sufficient demand to even make a single sale. This is the sad state many businesses find themselves in, always trying to generate more demand to make another quick sale. For Mosy law, the longer you delay the ask, the bigger the ask you can make. The longer the runway, the bigger the plane that can take off. We must endeavor to keep our supply and satisfaction of desire under the demand that we are able to generate. This maximizes profits and keeps desire ravenous in our customer base. This is the real key to never going hungry. Summary points. The reason I titled this subsection delicate dance of desire is that supply and demand are inversely correlated in theory. If you satisfy zero desire, aka provide zero supply, you will not make money and eventually people will leave feeling rejected. Note, it takes much longer than you think. Conversely, if you satisfy all the demand, you will kill your golden goose and not know where your next meal will come from. Mastering supply and demand comes from the elegant dance between the two. If you sleep with your significant other everyday, they have less desire than if you haven't slept with them for a week. We want the ravenous prospect, not merely the aroused. Therefore, understanding the interplay between these variables is key to enhancing the offer and the amount of profits you will make over time. Up to this point, we have covered all the things inside of your offer that can make it immune to price comparison and transform regular services and products into things that people will find a way to pay for. It would follow that the next variable that can make your offer more desirable is how it is presented. In other words, the outside variables that position the product in your prospect's mind. These forces are often more powerful than your core offer. In the next section, enhancing your offer, I will show you how I one use scarcity to decrease supply to raise prices and indirectly increase demand through perceived exclusiveness. Two, use urgency to increase demand by decreasing the action threshold of a prospect. Three, use bonuses to increase demand and increase perceived exclusivity. Four, use guarantees to increase demand by reversing risk. Five, use names to restimulate demand and expand awareness of my offer to my target audience. I will define each, then give you examples on how to use them. We will use all of these variables to enhance our offer and shift the demand curve in our favor, leaving our customers always wanting for more. We will start by tactically stimulating fear of missing out aka FOMO through scarcity. Chapter 11, enhancing the offer. Scarcity sold out. Scarcity is one of the most powerful and least understood forces to unlock unlimited pricing power. If you want to learn how to sell air for millions of dollars, then pay attention. The reason for an authority like a doctor, a celebrity like Oprah, or celebrity authority like Dr. Oz or Dr. though can charge egregious rates is because of implied demand. People assume that there's a lot of demand for their time and therefore not a big supply of it. As a result, it must be expensive. That being said, it's hard for most businesses to understand what it's really like to have an uneven supply demand curve until you've experienced it. I'm going to try and walk you through what it felt like for me for the first time I experienced it in order to give you a taste of the power. When I got in this world of acquisition, I saw mentors of mine selling days of time for $50,000 plus. My mind was blown for two reasons. First, because I didn't understand how they could make so much money for a single day. Second, because I didn't understand who in the right mind was buying it. Over time, I learned. I'll start with the buyer. If I have a rare problem and I must solve this problem for my own pursuit of happiness, it will consume all of my attention. By the nature of my problem being specialized, there will be very few people who can solve it. This means there is not a large supply of solvers. In many cases, I will perceive only one possible solver, aka supply equals 1. Beyond that, if solving this problem speeds up my achievement of a goal by a year or two or immediately results in me making hundreds of thousands of dollars or millions of dollars, that solution becomes far more valuable, does it not? Of course it does. And so it would follow if I can pay someone $50,000 for a day of their time and see an increase of $500,000 per month in revenue within 3 months because of the insights and strategies revealed, that would be a hell of a return on investment, right? So there are two components to value here. First, how rare the sources are. Second, the actual value being provided. The value and rarity compound to create some truly breathtaking profits. Specialized consultants are paid millions of dollars to solve problems worth tens of millions to clients. The client pays for all the experience and expertise the expert has and avoids the cost of errors, time, and money. In short, they skip the bad stuff and go straight to the good stuff more quickly and for less money than it will cost to figure it out on their own. A beautiful economic exchange. I personally experienced this for the first time when I had two different people offer me $50,000 for a day of my time after speaking at an event. They were scaling an education business in a niche, not too dissimilar from my own and could not get past the million dollar per month mark. As someone who was doing 1 million per week in the same business type at the time, I was a very specific type of person with the keys to their problem. So, what happened you ask? Drum roll. I didn't accept the offers. Why? because I was making more than 50,000 a day in profit in my business and didn't want the distraction. Author note, it was years later that I started acquisition.com to help these very people. But instead of charging a day rate, I simply became an equity holder in the company to completely align interest for short and long-term and so I could see the implementations through. And as my time is limited by the laws of physics for everyone else below the $3 to $10 million per year mark, I make all these materials for free. After the event concluded and I was speaking with Ila, I realized how I had somehow become one of those people I had always wondered about. It was very surreal for me. I finally understood how premium prices were truly made. Simple supply and demand. There's little that substitutes for incredible demand. You can try and fake it, but there's a special type of zerofucks given vibe that's hard to replicate when you truly don't need a person's money or even want it. That's how these guys can charge so much because they don't need it. The person who needs the exchange less always has the upper hand. I always try to remember that. It's one of the negotiating and pricing principles that has best served me in my life. But Alex, how are you going to show me how to use scarcity to increase the amount of people who want to buy my offer when currently no one does? Great question. Let's attack some real world in the trenches strategies to reliably create scarcity. Creating scarcity. When there's a fixed supply or quantity of products or services that are available for purchase, it creates scarcity or a fear of missing out. It increases the need to take action and by extension purchase your offer. This is where you publicly share that you were only giving away x amount of products or can only take Y new clients. For example, if a musician drops a limited edition hoodie and says he only made a hundred and they will never be made again, are you more or less likely to buy it than one that is always available, more likely? Naturally, the idea that you can never get it again makes it more desirable. This is an example of scarcity. It is the fear of missing out on something. It pulls on our psychological fear of loss and gets us to take action. Humans are far more motivated to take action to hoard a scarce resource than they are to act on something that could help them. Fear of loss is stronger than desire for gain. We will wield the psychological lever to get your clients to buy in a frenzy all at once until you are sold out. Three types of scarcity. One, limited supply of seats or slots in general or over x period of time. Two, limited supply of bonuses. Three, never available again. But how do you use this properly without being phony? I'll try and give you some real world examples. Physical products. Having limited releases is a tried and true method of using psychological bias to your advantage. You can have limited releases for flavors, colors, designs, sizes, etc. This month, we're releasing 100 boxes of mint chocolate cookie flavored protein bars. Important point. To properly utilize this method, you should always sell out. Here's why. It's better to sell out consistently than over orderer and fail at creating that scarcity. This method stacks in effectiveness if it is done repeatedly over time, just not too often. Once a month seems to be the sweet spot for most of the companies that I know who do this with regularity. Second important note, when using this tactic, you must also let everyone know that you are sold out. That is part of what makes it work so well. This way, even people who are on the fence, when they see that it was sold out, gives them social proof that other people thought it was worth it. And now that the choice has been made for them, they desire it more because there's no way they can get it. So the next time you make the offer, they will be far more likely to take you up on it. Fun fact, Chanel, a brand that has maintained insane margins and pricing for over a century, is a master of scarcity. They send only one to two of each piece to each store. So every store has a different selection, and every item is the last or second to last item in stock. This allows them to price far above market and turn buying impulses into purchases. services. With services, especially if you want to consistently get customers, it can be a little trickier to use scarcity, but I will show a few very simple ways to employ scarcity ethically to increase your take on offers. These all have similar elements with very slight tweaks. I'm enumerating these because one of these might mentally fit your business model more than others. Number one, total business cap. Only accepting X clients. Only accepting X clients at this level of service ongoing. This puts a cap on how many clients you service, but also keeps them in. You create a waiting list for new prospects. The moment your door opens, they jump right in and price resistance disappears. Periodically, you can increase capacity by 10 to 20%, then cap it. Again, this works well for your highest tiers or service levels. A this is like saying, "My agency only will service 25 customers total." Period. Over time, you can increase your prices and squeeze the lower performing accounts out and bring in new, more profitable accounts, or you can periodically open up slots as your capacity allows, always leaving some demand unmet. Two, growth rate cap only accepting X clients per week ongoing. We only accept five new clients per week. We already have the first three spots taken. I have six more calls this week, so you can either take the spot or one of my next calls can, and you can wait until we reopen. I have used this method since the beginning of my business. I always knew what my capacity per week was and simply chose to let our prospects know how many openings we had left. This banks on the fact that you can only handle a certain amount of new customers anyways on a regular basis. So, you might as well let them know. Three, cohort cap. Only accepting X clients per class or cohort. Similar to the above, except done on whatever cadence you desire. Only accepting X clients amounts per class or per cohort over a given period is another way of thinking about it. Imagine you only start clients monthly or quarterly. This helps you get some cadences in place in your business operationally while also allowing your sales team some legitimate scarcity. Example, we take on 100 clients four times a year. We open the doors then close them, etc. Pro tip, provide limited access for higher ticket services. These scarcity tactics work especially well for higher ticket upsells. If you want to create one-off workshops, trainings, events, seminars, consulting, etc., these are the things that by their nature take time and provide more access. Pairing them with the clear scarcity or fixed amounts, seats or spots will rapidly drive up demand. But always remember, have less spots available than you think you can sell so that when you want to do it again in the future, everyone will remember you sold out fast. This is a compounding strategy that increases in effectiveness over time. One of the few in the marketing arsenal. Let me give you a real world example of scarcity to enhance the value of a free lead magnet. If I were to tell you right now that I have a checklist that you can download for free that has all these materials for you in this book in bulleted format, you might be inclined to put this book down and go there to download it now. But if I told you I have it set so that every week the page only allows 20 new people to download it, you'd be far more likely to go and see if you can grab it. And even more so if when you try you see that it has already run out for the week. result. You join a list that notifies you the next time 20 or more checklists become available for download. What happens next? When you get that notification, you'll hit the link on your phone and you'll go to the page because you don't want to miss out again. By employing scarcity, we make what would otherwise be a need-free download into a desirable thing that not everyone has access to. You also, by extension, would be far more likely to consume it when you do get your hands on it. All because of how we controlled supply. Cool, right? Honest scarcity. The most ethical scarcity. The easiest scarcity strategy is honesty. Wait, what? Let me explain. I'm sure right now you probably couldn't handle a thousand clients tomorrow, right? But how many could you handle? 5, 10, 25? Well, you might as well define a number that you're willing to take on in a given period of time and then advertise it. Simply letting people know that you are 3/4s the way to capacity this week will move people over the edge to buying from you. or letting people know that you're 81% of capacity in your total business will make more people likely to sign up with you quote before they lose the chance. Scarcity also implies within it social proof. If you are 81% of capacity, then a decent amount of people made the decision to work with you. And the closer you get to your arbitrary fullness, the faster the spots will disappear, but only you get to draw where that line is quote full. Neat, right? Summary points. Employ one or multiple methods of scarcity in your business. You will drive a faster purchasing decision from your prospects and at higher prices. Just let them know your limits and let psychology do the rest. Now that we've covered some of my favorite scarcity tactics that you can use year round, what else do you do to increase demand without changing anything about your offer? Increase urgency. We will cover that next. Pro tip. Extreme scarcity. If you don't hate money, sell a very limited supply of one-on-one access. You can do that via any of the mediums described in the delivery cube. Direct message access, email access, phone access, voice memo access, Zoom access, etc. There are lots of ways you can do this, but I promise you this. If you want to immediately make a lot of money, create a very exclusive service level based on access to you that you cap at a tiny number, price it very high, then tell people. You will make more money than you thought possible. These also tend to be some of the best clients. and limit your delivery to something that you don't hate. For me, I hate emails and messages, but don't mind Zoom calls. Make it work for your working style. The cream of the crop, the 1% of the 1% will adjust and take action. Pro tip: Once you're out, you can never come back. You can create scarcity by also capping your service level and saying that if they leave, they can never return. This type of scarcity makes people think extra hard about leaving. I started doing this with my gyms early on. Then I was in a mastermind that employed this. Then I started using it in my highest level at Gym Lords. This works best with small groups like the above example. As groups become much bigger, the tactic loses some of its teeth. Speaking from experience. Chapter 12. Enhancing the offer. Urgency. Deadlines drive decisions. Scarcity is a function of quantity. Urgency is a function of time. This is where you only limit when people can sign up rather than how many. Having a defined deadline or cutoff for purchase or action to occur creates urgency. Frequently, scarcity and urgency are used together, but I will separate them out for you to illustrate the concepts. I'm going to show you four of my favorite ways of using urgency on a consistent basis ethically. One, rolling cohorts. Two, rolling seasonal urgency. and three, promotional or pricing urgency. Four, exploding opportunity. They will employ urgency in your business without being phony. My favorite way of doing this is having cohorts of clients start on a regular cadence. This has the added operational benefit of helping you create a choreographed onboarding experience for new clients. As you scale, this will become increasingly important. Number one, cohort-based rolling urgency. For example, if you start clients every week, even in unlimited amounts, you can say, "If you sign up today, I can get you in with our next group that kicks off on Monday. Otherwise, you'll have to wait until our next kickoff date." If you wanted to juice it up a little bit, you could say, "I actually had a client who signed up a few weeks ago drop out, so I have an opening for our next cohort that kicks off on Monday." If you're pretty sure you're going to do this sooner or later, might as well get on in it now so you can start reaping the benefits sooner rather than paying the same and waiting. Those two tweaks above have pushed so many sales over the edge by just reminding a potential customer that if they sign up, they will be starting on Monday, and if they do not, they will have to wait a week. It's small things like this that nudge people to take the action that they know they should already take anyways. Obviously, the less frequently you kick off new customers, the more powerful this is. For example, if you only start clients two times a year, people will be very inclined to sign up, especially as the date approaches. Even starting new clients every other week can confer this urgency nudge. What if I lose sales by turning business away? Just like guarantees, there's always a fear that you will make less money by employing the strategy. We are afraid that we will lose sales that we would otherwise have made. Every experienced marketer on the planet will tell you it is a fear and it is unfounded. The biggest sales on a week-long campaign or launch happen in the last 4 hours of the last day, up to 50 to 60%. That means that the last 3% of the time allotted creates 50 to 60% of the sales. That's completely illogical, but also unmistakably human. So, just like a guarantee, you will make more money from the many people who decided to take action than people who already missed out because in reality, those people were never going to buy. Heck, they didn't even buy when they had their feet to the fire. So, why would they buy now? Good to remember. What to do if you just started a cohort and someone wants to buy? You have two options. One, you can offer them a speedy personalized onboarding to get them up to speed as a bonus for signing up today and still get them in. Or my preference, you can explain to them that since the next group starts in a little, they will have the advantage of having more time to review the materials, talk to their employees for a B2B product, for example, or families for a BTOC product. On top of that, they can have a more extended payment plan that you can only make available to them since the start date is so far out, an advantage that most clients do not get. In the end, remember you always have the advantage because you are the one who calls the shots. Two, rolling seasonal urgency in a digital setting. Having actual signup date countdown is very useful, but make sure they are real. If they aren't, you'll lose credibility and just look like every other wannabe marketer. This is very common with internet businesses that use launch models. I personally love having the dates that I am running a promotion through on my landing pages and in my copy. I want it to be visible everywhere. The nice thing is that you can always fire up another ad campaign and a new landing page with new dates and be right as rain. You will see your conversions go up through the roof and it takes maybe 5 minutes of editing. Well worth the time investment. Example, our New Year promotion ends January 30th. Next month, our Valentine's Day lover promotion ends February 30th. Next month, our Sexy by Spring special ends March 31st. Next month, our Fools in Love April promo ends April 30th. The actual promotion may be the same, but naming it something different by season gives you the real differentiator that gives you a start and a finish. Deadlines drive decisions. By simply having these, you can point to them and let human beings push themselves over the edge so as not to miss out. Pro tip for local businesses. This is my number one strategy for local businesses. They must vary their marketing more frequently than national advertisers. Putting a new rapper with a date on the same core service gives you urgency and novelty that will consistently outperform the same old campaigns. Three, pricing or bonus-based urgency. This is another way of creating urgency using your actual offer or promotion/pricing structure as the thing they could miss out on. Kind of brilliant. It allows businesses that sell clients year round to still use urgency. For example, yes, let's get you started today so you can take advantage of the discount you came in for. I'm not sure how long we'll be running it as we change them every four weeks or so and this is one of the better ones we've run in a while. This creates some fear of missing out on the promotion or discount or bonuses rather than your actual service. It would be a lie to say that if you own a roofing business, you won't service them if they buy after the date. But if you talk specifically about the promotion, you can often elicit the same urgency on buying the prospect while maintaining your integrity. Win-win. You can interchange a pricing, promotion, discount, or added bonuses like free install or free onboarding or an extra workshop valued at $1,000 if they buy now. These are all things you can swap around your core offer to create urgency. Pro tip: clean your pipeline with every price change. If you ever really are planning on raising your prices, hopefully soon if you're reading this book right now, then you can always clean out your pipeline by letting people know the price is going up, so get in now. Never raise your prices without letting people know. It shows a position of strength and will give you a nice little influx of cash from the people in the pipeline who are on the fence. Four, exploding opportunity. On occasion, you will be exposing the prospect to an arbitrage opportunity. The opportunity itself has a ticking time clock, as all great opportunities do. Every second someone delays, they miss out on disproportionate gains. Example, if I were explaining an arbitrage opportunity between buying products on eBay and selling them on Amazon, this market efficiency would correct itself over time. The sooner someone acts, the better it will be for them. This could be true for selling someone on the opportunity of trading cryptocurrencies, buying a stock, getting into a new platform to advertise before competitors jump on the bandwagon, or anything else like that. Highly competitive job environments often get job offers that are exploding offers every day. They wait to take the job, their pay or bonuses decrease. This forces prospects to make fast decisions rather than try and wait it out to see if they get a better offer. All of these examples show opportunities that decay with time. So, if you find yourself in front of an opportunity like this, make sure to emphasize it. Summary points. Adding a deadline and incorporating one or multiple forms of urgency will get more people to take action than otherwise. I have employed all four of these methods with great effectiveness. I suggest you do the same. Next up, bonuses. Free gift number seven, bonus tutorial. How to ethically use scarcity and urgency. If you want to walk through some live ethical examples of scarcity and urgency with me, go to acquisition.com/training/offers and select scarcity and urgency to watch a short video tutorial. You'll also be able to grab my scarcity and urgency checklist that I use when creating offers. As always, it's absolutely free. Enjoy. Chapter 13, enhancing the offer bonuses. It's all gravy, baby. play on an old English saying. I have to give special thanks to Jason Flatland for my renewed appreciation for bonuses. They are so powerful that they earned an entire chapter. In this chapter, I'm going to cover what to offer, how to pick them, how to value them, how to present them, and how to price them. The main point I want you to take away from this is that a single offer is less valuable than the same offer broken into its component parts and stacked as bonuses, aka the entirety of the offer we came up with at the end of the last section. This section is about how to present those pieces in what order. For example, I may in fact do lots of things with my service, but until I enumerate them, they are unknown. This is why every infomercial of all time continues with, "But wait, there's more." They would not use these techniques unless they were effective, as every second of airtime costs money and must be justified with ROI. You'll also notice that if you watch those old infomercials, they would sell one knife for $38.95 and then include 37 other knives, sharpeners, pans, and guarantees to beat the prospect into submission. They establish the price and then they expand upon it until you feel like it's such a good deal, it would be stupid to pass it up. The reason this works is that we are increasing the prospect's price to value discrepancy by increasing the value delivered instead of cutting the price. We anchor the price we tell them to the core offer. Then with each increasingly valuable bonus, that discrepancy grows wider and wider until it's too big to bear. And we snap the rubber band in their mind that is holding their wallet in their pocket. We are now going to present that stack of deliverables that we assembled earlier in a way that makes them irresistible. Pro tip, add bonuses instead of discounting whenever possible on core offers. Whenever trying to close a deal, never discount the main offer. It teaches your customers that your prices are negotiable, which is terrible. Adding bonuses to increase value to close the deal is far superior to cutting prices. It puts you in a position of strength and goodwill rather than weakness. Presenting bonuses 101 versus group selling. There are key differences between pitching to a group versus a single person. Group selling is beyond the scope of this book, but I want to at least address when a bonus would be brought up in a one-on-one selling scenario. When selling oneonone, you ask for the sale first before offering the bonuses. If they say yes, then after they have signed up, you let them know the additional bonuses they're going to get. This creates a wow experience and reinforces their decision to buy. On the other hand, if the person does not buy after the first ask, then you present a bonus that matches their perceived obstacle, then ask again. Don't feel weird about asking again. You simply agree with the prospect, add the bonus, and then ask if this consolation was fair enough. People have a hard time rejecting reciprocity. So adding a bonus to accommodate then another then another and people feel almost obligated to buy from you. If you recall from our trim and stack chapter, each of those deliverables is now being weaponized and presented at the perfect time. We're going to provide all these bonuses to them anyways, but it increases the perception of our offer value by laying these bonuses one at a time. Bonus bullets. That being said, there are a few key things to remember when offering bonuses. One, always offer them. You can use the bulleted bundle we come up with at the end of section 3. Two, give them a special name that has a benefit in the title. Three, tell them A, how it relates to their issue. B, what it is. C, how you discovered it or what you had to do to create it. D, how it will specifically improve their lives or make their experience faster, easier, or less effort and sacrifice. Just looking at the value equation. Four, provide some proof. This can be a stat, a past client, or personal experience to prove that this thing is valuable. Five, paint a vivid mental image of what their life will be like, assuming they have already used it and are experiencing the benefits. Six, always ascribe a price tag to them and justify it. Seven, tools and checklists are better than additional trainings as the effort and time are lower with the former, so the value is higher. The value equation still reigns supreme. Eight, they should each address a specific concern or obstacle in the prospect's mind about why they can't or won't be successful. The bonus should prove their belief incorrect. Nine. This can also be what they would logically realize they would need next. You want to solve their next problem before they even encounter it. 10. The value of the bonuses should eclipse the value of the core offer. Psychologically, as you continue to add offers, it continues to expand the price to value discrepancy. It also subconsciously communicates that the core offer must be valuable because if these are the bonuses, the main thing has to be more valuable than the bonuses, right? No, but you can use the psychological bias to make your offer seem wildly compelling. 11. You can further enhance the value of your bonuses by adding scarcity and urgency to the bonuses themselves, which takes this technique and puts it on steroids. A bonuses with scarcity version one. Only people who sign up for my XYZ program will have access to my bonus one, two, three that are never for sale or available anywhere else other than through this program. Version two, I have three tickets left to my $5,000 virtual event. If you buy this program, you can get one of those last three tickets as a bonus. B, bonuses with urgency. Version one. If you buy today, I will add in XYZ bonus that normally cost $1,000 for free. And I'll do that because I want to reward action takers. C. With hope, you can see the subtle differences. The first two examples aren't constrained by time. They state that if you buy the program, you will get the things you normally would not be able to. The bonus with urgency is about them buying today. And if they do not buy today, they will lose the bonuses. Minor difference, but worth noting. Advanced level bonuses, other people's products and services. You can get other businesses to give you their services and products as a part of your bonuses in exchange for exposure to your clients for free. This is free marketing for them and high-v value products for you at no cost. Businesses will do this because you're going to give their business exposure for free to the highest quality prospects, your customers. As long as they are not direct competitors, you can get some brownie points, secure some future referral IUs, and make your offer more valuable at the same time. If you secure enough of these relationships, you can literally justify your entire price in the savings and additional true-to-pric bonuses. For example, if I owned a pain clinic, I might get a massage therapist to give me one to two free massages to incorporate into my offer. On top of that, I might get one, a chiropractor to give me two free adjustments, valued at $100. A low inflammation food company to give me discounts for their products, $50 savings. Discounts for braces and orthotics, $150 of savings. A local health club down the street to give me personal training session for free and a free month membership to their pool, $100 value. Discounts on all pharmaceutical drugs from the local pharmacist, $100 per month in savings. Repeat the above for multiple service providers. So perhaps I get 10 chiropractors to give me a free adjustment. Now I have 10 adjustments in my bundle, etc. Now, if my offer were $400, then the value of these free bonuses alone is worth more than the $400. As if that weren't already awesome enough, if you really want to be a Jedi, negotiate a group discount and a commission for yourself. This is exactly what we did with our supplement company. Our gym owner clients who use our sister company, Prestige Labs, sponsored athletes get 30% discount on all our products. And on top of that, the sponsored athlete gets 40% of all sales netted after the applied discount. So, it's a win-win for everyone. Their clients get it for 30% less than our main site. They get paid for giving away exclusive discounts, and we get customers in exchange for a commission paid. Everyone wins. If you're following along, each of these bonuses can become revenue streams for you indirectly by getting clients to say yes more easily and directly because you can negotiate that each of these businesses can pay you for the people you send their way. So, let's say we negotiated the following affiliate commission for making an introduction to these businesses. The chiropractor gives you $100 per person who comes into their office. The food company gives you free food. Orthotics company gives you $100 per person referred. The health club gives you a free membership or $50 per month who signs up. Pharmacy gives you $100 per person. Now, let's look at how much money we made. Our $400 offer now has the possibility to make us an extra $350 of pure profit. That's the beauty of these relationships. The other businesses will pay you and you don't have to do anything but refer customers to them that you already have spent the money to acquire. And if you really want to get crazy, come up with a grand slam offer with these partners' businesses by using the same concepts in this book so that each of the bonuses themselves become even more valuable than a simple commoditized service. Free gift number eight, bonus on bonuses. There are a million in one ways to use bonuses in your offers. You can get people to act faster. You can price anchor and product anchor little known. You can get more people to say yes than you otherwise would. And if you want a live deep dive with me, you can go to acquisition.com/training/offers and select bonus creation to watch a short video tutorial. I also have a free bonus checklist that I use when creating offers so you can swipe it and use it for your business on the house. Summary: We want to employ bonuses because they expand the price to value discrepancy and get people to purchase who otherwise wouldn't. They massively increase the prospect's perception of the value of our offer. So, here's what to do. One, create checklists, tools, swipe files, scripts, templates, and anything else that would take lots of time and effort to create on one's own, but is easy to use once created. Anything that you can invest in one time that clearly costs time or money to create, but can be given away endless time is a perfect fit for bonuses. Two, beyond that, make a habit to record every workshop, every webinar, every event, every interview, and use them as additional bonuses as needed to crush a perceived obstacle. Three, proactively negotiate group discounts and a referral commission with adjacent businesses that solve needs your customer will have as a result of beginning this process with you. What's the next natural thing they might want? Go to those businesses, get a deal for them they could never get for themselves because you were negotiating with the purchasing power of all your customers at once. Very powerful author note. The longer you are in business, the more of these bonus assets you will have at your disposal. All these things are valuable. Put them in a vault and keep them in your back pocket to sprinkle into an offer to get the deal closed. Information products work very well here because they have high perceived value, low cost, and zero operational effort besides an additional login. Tickets to virtual experience or events work too. Same goes for a higher level of service that has a fixed cost, like giving someone a VIP service for a month, which also, by the way, doubles as a way of upselling them into that level of service to keep them on it. More on that in book two. What should be a bonus versus part of the core offer if I am the one fulfilling it? Short answer, wow factor. In other words, something you wouldn't want someone to miss. Many times, you have so much cool stuff they will be providing your customers, which is a good thing, that valuable nuggets can get lost in the mix. You want to take the most distinct ones that can almost stand on their own and pull those out to highlight them. This is especially true for things that are short in length but high in quality or value. Checklists or infographics can condense a lot of information into a small space. Someone might not feel justified paying lots of money for a product launch map, for example, but as a bonus would be perceived as very valuable. Next up, we have our core offer. We are presenting it in a way to increase scarcity and urgency to increase the likelihood that they want it even more. We stack the bonuses of our offer to make the price to value discrepancy out of this world and break our prospects minds. Next on our magical journey, we'll be addressing the big elephant in the room, risk. We will completely obliterate it using a combination of guarantees so they have no reason not to buy. Chapter 14, enhancing the offer guarantees. You're going to like the way you look. I guarantee it. Men's warehouse ad that ran forever. Guarantees worth their weight in gold. The single greatest objection for any product or service being sold is, drum roll, risk. Risk that it doesn't do what it's supposed to do for them. Therefore, reversing risk is an immediate way to make any offer more attractive. You will want to spend a disproportionate amount of time figuring out how you want to reverse it. That being said, how much more attractive can a guarantee make an offer? Jason Flatland, who I referenced earlier, once stated that he had seen the conversion on an offer 2 to 4x simply by changing the quality of the guarantee. It's that important. From an overarching perspective, there are four types of guarantees: unconditional, conditional, anti-garanty, and implied guarantees. You must always hit your guarantee hard, even if you don't have one. Say it boldly and give the reason why. But won't people take advantage of a crazy guarantee? Sometimes, but not usually. That being said, you must understand the math. If you close 130% as many people and your refund percentage doubles from 5% to 10%. You've still made 1.23x 2 3x the money or 23% more. And that all goes to the bottom line. Example, 100 sales with five refunds, which is 5% equals 95 net sales. The guarantee offer might get 130 sales, 13 refunds, which would be 10%, and net 117 sales. So 117 over 95 is 1.23x or a 23% increase. Don't be emotional. Just do the math. For a guarantee to not be worth it, the increase in sales would have to be 100% offset by people who refund. So an absolute increase in sales of 5% would need to be offset by an absolute increase in refunds of 5%. But that would be a doubling of refunds, which is unlikely. So for the most part, the stronger the guarantee, the higher the net increase in total purchases, even if the refund rate increases alongside it. Warning. While guarantees can be effective sellers, people who buy because of guarantees can become very shitty customers. A person who only buys because of a guarantee is a person who may not be willing to put in the work necessary to see success with your product or service. In a world where you want to reverse risk and get customers the best outcome, tying your guarantee to the things they need to do to be successful can help all parties. Pro tip: high cost services warning. If you have a tremendous amount of cost associated with your product or service, you will likely want to employ a conditional guarantee or anti-garantee as you'll have to eat the cost of the refund and the cost of fulfilling. Types of guarantees. If you don't achieve X in Y time, we will. What makes a guarantee have power is a conditional statement. If you do not get X result in Y period of time, we will Z. To give a guarantee teeth, you have to decide what you'll do if they don't get the result. Without the or what portion of the guarantee, it sounds weak and diluted. Note, this is what most marketers do. Bad example, we will get you 20 clients guaranteed. Better example, you will get 20 clients in your first 30 days or we will give your money back plus your advertising dollars you spent with us. This is a simple but strong guarantee. Here are the four types of guarantees. I'll go over them in theory and we'll apply them. One, unconditional guarantees. As I stated earlier, there are unconditional, conditional, and anti-garantees. Unconditional are the strongest guarantees. They're basically a trial where they pay first and see if they like it. This gets a lot more people to buy, but you will have some people refund, especially as consumer culture continues to shift towards entitlement and zero accountability. Two, conditional guarantees. Conditional guarantees include terms and conditions to the guarantee. These are the ones that you can get very creative on. In general, you want these to be quote better than money back guarantees because if they're going to make an investment, you want to match their investment psychologically with an equal or higher perceived commitment. These also can have a very powerful effect on getting clients. If you know the key action someone must take in order to be successful, make those part of the conditional guarantee. In a perfect world, 100% of your customers would qualify for a conditional guarantee, but will have achieved their result and therefore would not want to take it. That is an ideal we can all aspire towards. And just FYI, if given the option of getting a refund or getting the outcome they were promised, the vast majority of people would take the outcome. That's why they bought it in the first place. Three, anti-g guarantees. Anti-g guarantees are when you explicitly state all sales are final. You will want to own this position. You must come up with a creative quote reason why the sales are final. Typically, you'll want to show a massive exposure or vulnerability on your part that a consumer could immediately understand and think, "Yes, that makes sense." These types of guarantees are especially important with items that are consumable or massively diminish in value once given. Four, implied guarantees. Implied guarantees are any offer that is a performance-based offer. This comes in many different forms. Revshare, profit share, triggers, ratchets, monetary bonuses, etc. are all examples. The endall concept is the same. If I don't perform, I don't get paid. Unique to this particular structure is it also confers the upside of if I do a great job, I will be very well compensated. These only work in situations where you have transparency for measuring the outcome and trust or control that you will get compensated when you perform. Stacking guarantees. An experienced salesman understands that like bonuses, you can actually stack guarantees. For example, you could give an unconditional 30-day no questions asked guarantee, then on top of that give a conditional triple your money back 90-day guarantee. That would be an example of stacking unconditional with a conditional guarantee. You can also stack two conditional guarantees around different or sequential outcomes. For example, you'll make $10,000 by 60 days, $30,000 by 90 days, as long as you do thing 1, 2, and 3. This future paces the prospect into an outcome they now believe is far more likely since you will be deliberately spelling it out in a conditional guarantee with a timeline for achievement. Doing this shows the prospect you are serious about getting them results and convinced they will achieve what they want. This shifts the burden of risk back from them onto us, a very powerful strategy. Let's go through some different guarantee examples. These are some of my favorites. Guarantee. If you don't achieve X and Y time, we will insert offer. Unconditional no questions asked guarantee. What the client gets. A, a full refund. B, 50% refund. C, refund of ad spend or any ancillary cost. D, you pay for competitors program. E, you return their money plus any additional money on top of it, like an extra $1,000. My take. This is about as simple as it gets. It's also very risky. You put yourself in a situation where if someone does not achieve the results, whether because of your fault or not, you will still be held accountable. Obviously, this is a strong but unoriginal guarantee. You can add conditions, but the more conditions you add, the faster this guarantee loses teeth. Wording. I heard Jason Flinlin, who I referenced earlier, pitch his unconditional guarantee on a webinar, and I thought it was unbelievable. These are 100% his words and not my own. I take no credit for this, but have included it for completeness. I'm not asking you to decide yes or no today. I'm asking you to make a fully informed decision. That is all. The only way you can make a fully informed decision is on the inside, not the outside. So, you get on the inside and see if everything we say on this webinar is true and valuable to you. Then, if it is, that's when you decide to keep it. If it's not for you, no hard feelings. You will then, after signing up at XYZ URL, be able to make a fully informed decision that this isn't for you. But you can't make the decision right now for the same reason you don't buy a house without first looking at the inside of it. And know this, whether it's 29 minutes or 29 days from now, if you ain't happy, I ain't happy for any reason whatsoever. If you want your money back, you can get it because I only want to keep your money if you're happy. All you have to do is go to support xyz.com and tell us, "Give me your money, and you got it." And in short order, our response times to any support requests average 61 minutes over a 24/7 time period. You can only make such a guarantee when you're confident that what you have is the real deal. And I'm fairly confident when you sign up at URL, you're going to get exactly what you need to benefit, right? Insert dream outcome. Pretty crazy guarantee. Pro tip, name your guarantee something cool. If you're going to give a guarantee, spice it up. Instead of using satisfaction or some other vanilla word, describe it more strongly. Generic example, bad. 30-day money back satisfaction guarantee. Creative imagery example one. Good. In 30 days, if you wouldn't jump into sharkinfested waters to get our product back, we will return every dollar you paid. Creative imagery example number two. Great. You'll get our infamous Club a baby seal guarantee. After 30 days of using our services, if you wouldn't club a baby seal to stay on as a customer, you don't have to pay a penny. Unconditional satisfaction based refund guarantee expanded on from above. What the client gets. If at any time they're not satisfied with the level of service they're receiving from you, they can request a refund at any time for the program. My take. Believe it or not, this was my guarantee when I sold weight loss programs. Beside being an irresistible offer, I guaranteed satisfaction. I used the strength of my guarantee to close a lot of deals. Do you think I'd still be in business if I gave a crazy guarantee like that and wasn't good at what I did? Now, I'm not guaranteeing you're going to hit this goal in 6 weeks after all because I can't eat the food for you. But I am guaranteeing that you will get $500 of the value and the service from us to support you. If you don't feel like we gave you that level of service, I'll write you a check the day you tell me we suck. It works perfectly with a best case, worst case close. Best case, you get the body of your dreams and we give you all your money towards staying with us to hit your long-term goal. Worst case, you tell me I suck. I write you a check and you get 6 weeks of free training. Both options are risk- free. But the only thing guaranteed not to help you is walking out of here today. If you're good at what you do, you can use a guarantee like this to push a lot of people over the edge. That line that I just said made me a lot of money. I had two people take me up on that refund out of 4,000 sales in 3 and 1/2 years. It's worth it. satisfaction/noquests asked is the highest form of guarantee. It means we could do everything right and you could still ask for your money back. As long as you know the math, you will typically make up for the refunds in spades with higher and faster closing on the sale side, but you have to be good at fulfilling on your promises. If not, steer clear. I believe this offer works much better in lower ticket situations. It becomes very risky as you go into higher ticket services with higher cost of fulfillment. Pro tip: unconditional versus conditional based on business type. Bigger, broader guarantees work better with lower ticket BTOC businesses. Many people just won't bother taking the time. The higher the ticket, the more businessoriented is, the more you will want to steer towards specific guarantees that may or may not include refunds and may or may not have conditions. Conditional outsized refund guarantee. What the client gets double or triple their money back or a no strings attached payment of XXX or another amount that's far more than what they paid. My take. This is for when you sell something with high margins. And this is a guarantee to add with a consumption condition. That means that they must do a variety of things to qualify for this guarantee. Jason Fladdlin, who I mentioned earlier, did 27 million in a day, recently used an amazing guarantee for a course you sold. He said, "If you buy this course and spend X on advertising in your e-commerce store using the methods here in and don't make money, I will buy your store from you for $25,000, no questions asked." He claimed that an additional $3 million in sales came from this crazy guarantee on a $2997 course. What's more, he only gave 10 of those $25,000 refunds out. So, the refund generated 2.75 million in extra sales. That's what a crazy guarantee does for you. In general, a very strong guarantee like this will definitely drive more sales. This really serves the purpose when you need a lot of stuff to be done by your prospect. And assuming those things are done, there's a low chance of the result not being achieved. Sometimes a guarantee like this can actually get clients better results on top. This guarantee will typically outperform a traditional 30-day money back guarantee in terms of net conversions, sales minus refunds. Conditional service guarantee. What the client gets. You keep working for them free of charge until X is achieved. My take. This is probably my personal favorite guarantee of all time. It essentially guarantees that they will achieve their goal, but it eliminates the element of time. You are never at risk for losing the money. The guarantee is around the outcome. To add further flavor to it, you can make this guarantee conditional on them doing key actions linked with the success. Setting up a web page, attending calls, showing up to workouts, weighing in, reporting data, etc. Real talk. Since I have been advising businesses to use this particular guarantee, I have yet to have a single person say a client took them up on it. Realistically, if someone actually does everything you ask them to do and doesn't achieve the result by the time you said, one of two things usually happens. One, seeing your client's commitment, you happily keep working with them until they achieve the desired result. Two, it gets dropped. Your client is very likely close to the goal, which means they're satisfied. Also, it's likely the sales conversation with the guarantee was months earlier. What may have been important in the sales conversation is a distant memory now replaced by their affection towards you and your business. Conditional modified service guarantee. What the client gets, you give them another y-long period of service or access to your product or services free of charge. Generally, why should give them at least twice the duration. My take. This is like the service guarantee, but it ties a specific duration to your extended work or involvement. So, instead of being on the hook forever, you're only on the hook for the additional Y period of time. I've seen it work magically and keep the business on the hook for a finite period of time, which may be an easier place for you to start before doing an allout service guarantee like the above. Conditional credit based guarantee. What the client gets? You give them back what they paid, but in a credit towards any service you offer. My take. This is best used during an upsell process to seal the deal on a service they are unsure they will like. They already like what they have and you are trying to sell them on more of that. Worst case, they can apply to the thing they already like so it maintains goodwill with the customer. Conditional personal service guarantee what the client gets. You personally work with them oneonone free of charge until they reach X objective or result. My take. This is absolutely one of the strongest guarantees in existence. It's like a service guarantee on crack. You will definitely want to add conditions to this. For example, they must respond back in 24 hours. They must use the product you tell them to. They must XYZ. Only if they do that will you keep working with them oneonone. This is especially powerful as you scale and become more edified as a business owner. Can you imagine for a moment if one of my sales people said, "Alex will personally work with you until your offer converts." Right? It would work. It would also be a nightmare. So, I would probably put contingencies like, "Provided you've already spent $10,000 on your existing offer using our offer structure, the offer you ran for lead generation, and it was a free offer." These are things that would make it unlikely to not succeed. If for some reason they hadn't with those stipulations in place, I could probably fix the problem in 10 minutes just looking at it. Conditional hotel plus airfare perks guarantee what the client gets. If you don't receive value, we will reimburse your product and your hotel and airfare. My take. This is technically a refund of ancillary cost from our first example. I just love it a lot for workshops and inerson experiences. Normally the event would cost more than the hotel and airfare. So it's like adding an extra $1,000 to a guarantee but way more tangible. It's original enough that people like it. Conditional wage payment guarantees. What the client gets. You offer to pay their hourly rate, whatever that may be, if they don't find your call or session with them valuable. My take. This is also an ancillary cost guarantee, just a very original one. If someone ever actually asks for the wage payment, just ask them for their tax return and divide it by 1,960, aka the number of working hours at 40 hours a week per year. But no one asking for a refund will actually do that. So, you never actually have to give out one of these refunds like ever. Kind of cool. Conditional release of service guarantee. What the client gets, you let them out of their contract free of charge. My take. This voids a commitment or cancellation fee. If you have a business that has enforceable commitments, contracts, or clauses, this can be a powerful guarantee. Better yet, if you're in a business that does not enforce your contracts, then you have nothing to lose by adding this guarantee. Conditional delayed second payment guarantee. What the client gets. You won't build them again until after they make or get their first outcome. Example, lose your first 5 pounds, make your first sale, get to your website live, etc. My take. I like this a lot, especially if you have a very systematized process for getting the first result. It gets the prospect thinking in fact action terms and gets them moving. It will also focus your team on activating your client. This is a great one when you know what metric or action drives activation, aka a predicting indicator of long-term retention of a client. I've successfully used this guarantee loads of times. Conditional first outcome guarantee. What the client gets, you continue to pay their ancillary cost, ad spend, hotel, etc. until they reach their first outcome. Example, example. If you don't make your first sale in 14 days, we will pay for your ad spend until you do. My take, just like the delayed second payment, just center it around a different cost. I personally like this setup a lot. It keeps everyone focused on getting that first dollar over the bridge. Once that one comes across, the second comes soon after. Anti-g guarantee. All sales are final. What the client gets access to super exclusive very valuable service or product. Likely this is a very powerful thing that once seen cannot be unseen or once used cannot be taken away. Example, a line of code to improve your checkout experience on a website. Once someone received the code, they could try and use it without paying you. Or a series of opening messages for picking up girls or opening sentences for messaging cold prospects. These are things that are very valuable but incredibly easy to steal after they've been seen or understood. My take. This can enhance the persuasiveness of a sale and the value of the product or service. It essentially implies that the client is going to use it and see an immense benefit thereby exposing the business to vulnerability. It acts as a damaging admission. We have an all sales or final policy but that is because our product is so exclusive and so powerful that once it's used it cannot be unused. Since it is so standard to have some sort of guarantee, not having one is also attentionworthy. So instead of being wishy-washy, lean into the fact that this thing works so well and is so easy to copy, you must make all sales final. They'll believe you even more if you take this position. We're going to show you our proprietary process that we are using right now to generate leads in our business, our funnels, ads, metrics, etc. We're going to be exposing the inner workings of our business and as a result, all sales are final. Note strong reason why is needed here. Just make one up that sounds compelling. The more you can show real exposure, the more effective this will be. Anti-g guarantees can also work very well with high ticket products and services that require a lot of work or customization. If you're the type of customer who needs a guarantee before taking a jump, then you're not the type of person we want to work with. We want motivated self-starters who can follow instructions and not looking for a way out before they even begin. If you're not serious, don't buy it. But if you are, boy, are you going to make a killing. From these examples, you should get the idea. Implied guarantees, performance models, rev shares, and profit sharing. Performance, a only pay me xxx per sale or y per sh or xx per pound lost. Rev share a 10% of topline revenue, 20% profit share, 25% of revenue growth from baseline. Profit share, x% of profit, y% of gross profit. Ratchets, 10% if over X, 20% if over Y, 30% of over Z. Bonuses and triggers. I get X when Y occurs. What the client gets. If you do not perform, they do not have to pay. If you perform, your compensation has been determined based on an agreement decided upon before you begin working. My take. Performance, revshare, and profit share aren't guarantees per se, but for all intents and purposes, they are. This is an implied guarantee whenever you enter a revshare or performance partnership. If you don't make money, you don't have to pay me. In my opinion, this is one of, if not the most desirable setups. First, because it makes you accountable to your client's results. Second, it weeds out low performers. Perfect alignment between client and service provider fosters collaboration and a long-term relationship. I'm a big fan. The drawbacks are tracking and collection. So, if you can find a way around that, you've hit a gold mine. This is a part of the offer we teach our agencies who use our software. We help them switch from retainer model to a performance model and wrap that into a grand slam offer, the one I walked through earlier. I've seen countless agencies go from 20K a month to 200K a month in a matter of a few months using this guarantee. You can also pair a rev share or performance setup with a minimum. It would be like saying we get the greater of $1,000 or 10% of revenue generated. So if the client doesn't generate money because of whatever reason, this at least covers your cost of services, etc. or saying we get $1,000 for the first 3 months, then after that it switches to 100% performance. This would be the ideal setup if it takes a long time to get going. These types of offers work well when you have quantifiable outcomes. The stronger, of course, is no payment without performance. Create your own winning guarantee. Reversing risk is the number one way to increase conversion of an offer. Experienced marketers spend as much time crafting their guarantees as the deliverables themselves. It's that important. I have personally used all the guarantees listed above except for the hotel and phone call one which I just liked and saw, but you can come up with your own. The key is to identify a client's biggest fear, pain, and perceived obstacle. What do they not want to have happen if they pay you? What are they most afraid of? Reverse their fears into a guarantee. Think of time, emotion, outside cost associated with any program. The more specific and creative the guarantee is, the better. That being said, guarantees are enhancers. They can enhance the magnetism or attraction of any offer, but they cannot make a business. If a guarantee is used to cover up a poor sales team or poor product, it will backfire to lots of refunds. No bueno. My advice, start selling service-based guarantees or setting up some sort of performance partnerships. This will make all sales final so you have no fear from refunds. And most importantly, it will commit you to your customers results and keep you honest. From there, either keep that guarantee in scale, which is perfectly fine, or move up the food chain to less restrictive guarantees to increase volume. We now have a core offer built and guarantees chosen. Next up, now all we have to do is put a bow in this puppy and actually name it. Naming an offer correctly determines how well your advertising converts, how big of a response you get from outbound emails, cold calls, and texts, and how many inbound responses you get from organic comments. It matters. That being said, I will show you how to generate unlimited names or wrapping paper for your offer. That way, it never fatigues no matter how small your market may be. This is the key to evergreen lead generation. Free gift number nine. Create a winning guarantee with me. Guarantees can make or break businesses. They are like dynamite. They can be incredibly powerful if in the hands of an expert. If you want, go to acquisition.com/training/offers and select creating guarantees to watch a short video tutorial so you can start using this in your business to make more sales ASAP. I also made a free guarantee checklist for you to use. It's absolutely free. You can go grab it. Um, lots of love. See you in the next chapter. Chapter 14, enhancing the offer. Naming implicit egotism effect. We are generally drawn to the things and people that most resemble us. Magic headline formula. Like the tree that falls in the forest that no one hears, having a grand slam offer will not make you money if no one finds out about it. The goal must be that upon hearing about your offer, your ideal prospects are interested enough to take action. Naming it properly is an integral part of this process. Here's an example. Say you see a free 6 week stress release challenge and a float take center session. While they may be the same thing, just named differently, you're much more likely to respond to the first. Now, here's the rub. Overtime offers fatigue, and in local markets, they fatigue even faster. Why? In a local market, it costs relatively little to reach an entire population. On most platforms, you can reach a,000 people for about $20. So, if there are 200,000 people in your addressable area, then it would only cost you $10,000 to reach all of them one time. Important disclaimer, reaching an audience one time in no way means an offer is fatigued. Most people don't even notice an offer the first mention. That's why you need to create new creative videos and images and new hooks, stories, and copy around the same offers. You can still use offers for a long time, but when we're talking about years of use, not months, offers can eventually fatigue. Over time, you can rename the offer to refresh it. This one concept will get you leads forever. I mean it. So, pay attention. We are not changing the actual offer. We are only changing the wrapping paper. If you've put together a bundled offering, you're still ultimately going to be doing the same things. The work you do, the services you provide, and the products you offer will remain unchanged as the name shifts. Again, we're simply changing the wrapper. Here's the simplest formula I've come up with for this process. Magic headline formula. M A G IC. M for magnet. A for avatar, G for goal, I for interval, C for container. Important. Not all these components are mandatory. You will typically use three to five of them in naming a program or service. If you can fit them all in, great. But it's likely the name will become too long. The shorter and punchier the better. So, it's a balance between brevity and specificity. The only way to really know what works is to write the names out and test them. Let's run through the components. Now, author note, marketing theory. If you like understanding the concepts behind my chosen magic or magic formula, each roughly translates to attention for magnet, discrimination for avatar, purpose for goal, timeline for interval, and method for container. Let's start with M. Make a magic reason why. We start the name with a word or phrase that tells people the reason why we are running this promotion. I like to tell people to think like a fraternity party planner. When I was in college, we had a party once because a guy got his wisdom teeth removed. I say this to say the reason why can literally be anything. It really doesn't matter so long as you believe it. And you can even make a joke of it like the fraternity example. But this should answer one or both of the following questions. Why are they making this great offer? or why should I respond to this offer? What's in it for me? Examples: free 88% off, giveaway, spring, summer, back to school, grand opening, new management, new building, anniversary, Halloween, New Year. Note, I will discuss how to monetize free and discount offers in volume 3, money models. But having a promotion or discount gives a good and strong reason why. You can also site the season or an occurrence that will also give you a strong reason why for the promotion. Announce your avatar. This component calls out your ideal avatar. Who you are looking for and who you are not looking for as a client. You want to be as specific as possible, but no more. When in a local area, the more local you can make the headline, the more it will convert. So, don't do a city. Try and go to the submarket or hyper local area. Not Baltimore, but Talson, Maryland. Not Chicago, but Hinsdale, etc. Examples: Behave dentists, rolling hill moms, brickandmortar businesses, salon owners, retired athletes, Brooklyn busy executives, etc. Give them a goal. G. This is where you articulate your prospect's dream outcome. It can be a single word or phrase. It can be an event, a feeling, an experience, or an outcome. Anything that would excite them. The more specific and tangible, the better. Examples: pain-free, celebrity smile, first place, never out of breath, perfect product, grand slam offer, little black dress, double your profit, first client, high ticket, 7 figure, 100K, etc. I indicate a time interval. You're just letting people know the duration to expect here. This gives an example of how long your results will take to achieve. Note, if you're making any sort of quantifiable claim like income or weight loss, most platforms will not approve this type of messaging with a stated duration to achievement because it implies a guarantee. It implies they're going to get this outcome in a period of time, which goes against many platform rules. So, don't give a quantifiable outcome with the duration unless the platform allows it. That being said, a duration is a powerful component of a grand slam offer, and you should definitely use it anywhere you don't need to deal with compliance. Alternatively, if the goal you help them with is not a claim per se, then absolutely use a time interval. $10,000 in 10 days versus make your first sale in 10 days. Examples: AA minutes, BB hours, GC days, DD weeks, Z months, 4 hour, 21 days, 6 week, 2 minute, 3 month, etc. C complete with a container word. The container word denotes that this offer is a bundle of lots of things put together. It's a system. It's something that can't be held up to a commoditized alternative. Examples: challenge, blueprint, boot camp, intensive, incubator, masterclass, program, detox, experience, summit, accelerator, fasttrack, shortcut, sprint, launch, slingshot, catapult, explosion, system, getaway, meetup, transformation, mastermind, game plan, deep dive, workshop, comeback, rebirth, attack, assault, reset, solution, hack, cheat code, liftoff, etc. Pro tip: Find time to rhyme. Good rhymes stick in people's minds. Rhyme your program name to win the game. Google rhyming dictionary for an easy shortcut. Note, don't try and force it. It's not a requirement. It's just a nice to have. Example, six-pack fasttrack, 5-day book print sprint, marriage thrive deep dive, 12week twut shortcut, 12-month no debt reset, celebrity butt shortcut, get some ass master class, just thought it was funny, etc. You get the idea. Next pro tip, alliteration. Alliteration is where you make all or most of the words start with the same letter or sound. An alternative approach to rhyming is to use alliteration when you're naming your program. This is easier for most people than rhyming. Again, you don't need to rhyme oriterate. Don't force it, but if you can, I think it sounds better. Example, make money masterass, change your life challenge, big booty boot camp, debt detox, real estate reset, life coach liftoff, etc. I might be weird, but naming offers is one of my favorite parts of this process. What I want to highlight yet again is that your actual money model, pricing, and services will remain largely unchanged. Changing the rapper simply means changing the exterior perception of what your grand slam offer is. Below you'll find a few examples of named offers for different industries. Wellness free 6E Lean by Halloween challenge 88% off 12week bikini blueprint free 21-day mommy makeover 60-minute make your friends Jealous model hair system 6 weeks stress release challenge free bend over back painf free in 42 days healing fast track doctors $2,000 off celebrity smile likeway moms $1,500 off your kids braces likeway moms 12 months to a perfect smile $1,000 off for 15 families back to school free brace Giveaway grand opening free X-ray and treatment instant relief. Back sore no more 90-day rapid healing intensive 81% off tightness $1 massage new client summer special coaching five clients in 5 days blueprint 7igure agency 12week intensive 14-day find your perfect product launch fill your gym in 30 days free. I could keep listing these but hopefully you get the idea. Now it's time for you to give it a try for your grand slam offer. Again, you don't necessarily have to use all the power components of the headline. Using three to five will typically create something that is more unique and desirable, allowing you to separate yourself from the competitive field and create an offer that will get clicks and engagement and ultimately make you money. Furthermore, you don't need to do them in the magic order. Do what sounds punch to you. After doing this for a while, you'll see that some offers convert better than others. That's natural. And every once in a while, you'll get a name that takes off like a rocket. I honestly have no idea why some names win and others do not. So, don't be emotional about it. Keep trying, keep striking out, then try more. You'll get there. Now that you have several working names for your offer, you can use two or three of your best names in your advertising campaign. Quickly note the winner, then use that as a control to test against with new names. That is how you promote. Pro tip, name sub items and bonuses. Use the magic headline formula for each item in your stack and bundle. It will automatically enhance the value of your offering simply by naming it in a way that resonates with your prospects. What happens when offers fatigue? As you market offers, you will need to create variations over time as the taste of the market change over time. Here's the order in which you will change things to keep lead flow consistent. First, change the creative, the images and pictures in your ads. Next, after that doesn't work, change the body copy of your ads itself. If that doesn't work, change the headline or the rapper of your offer. So, free 6 week lean down challenge turns into free 6 week tone challenge or holiday hangover to new year new you. If that doesn't work, change the duration of your offer. If that doesn't work, change the enhancer of your offer, your free or discount component. Six, if that doesn't work, change the entire monetization structure, the series of offers you give prospects, and the price points associated with them. That is much more covered in book two and three. I follow this variation framework because most of the time it's the first handful of items they need to be changed. Typically, they need to be changed again and again without touching anything on the bottom of the list. For example, when ads fatigue, we don't change our entire business. We run the same ad again with a different video or image. Once that stops working, we change it again. Eventually, you need to change the words on your ads and repeat the process. Then, and only then would you change the rapper. So, let's say we change from a 6- week stress release challenge to a 42-day relaxing holidays challenge for a massage center. Same core offer, just a different rapper. Then, of course, you can change the duration of your offer, 6 week to 28 days or 8 weeks, etc. The lower on the list you go, the more operationally heavy it is. So, be really sure you've exhausted the earlier quote lighter ways of varying the offer. Once you've monetized the offer, rarely should you change it. Just rinse and repeat over and over again. This can be hard because we are entrepreneurs and we love change. Change here usually just creates inefficiency and operational drag costing you money. No bueno. So use your entrepreneurial add on the rapper first. The look and feel of the offer, copy, creative, headlines, then change the seasonality of the offer, then change the duration. If you're stuck, change what you're giving away for free or discounted. Change the entire machine behind it only as a last resort and for darn good reason, especially once you get traction. But how do you get initial traction? Good question. Try the offer structure and headline you think has the highest likelihood of working. Then stick with it. And if it doesn't convert at first, don't worry. You'll get better. Often times, if you're using these types of models, many of them will work. In that case, stick with the one that gives you the highest return. You can also rotate between offers if it doesn't create lots of operational drag for your business. This is the ultimate position of power. You have multiple aces in the hole that you can play at any time, which keeps your marketing converting at an even higher level. Author note: Marketing for local businesses. Ironically, local business marketing is both easier and harder than national level marketing. It's easier to get to work, but harder to keep working or scale. And the reason is in local markets, it's easier because there's trust in the familiar. So, selling in person at higher prices in a local market is inherently easier. It means you will convert a much higher percentage of your leads. This makes marketing work most of the time. The downside of local marketing is that offers fatigue rapidly because there's only a limited radius that a local business can serve. To reference an earlier concept, the TAM, total adjustable market for a brick and mortar, is only its immediate radius most times. So, by extension, the smaller radius, the faster the offer fatigues. This is a double-edged sword of local. Learning to rapidly vary my offers, headlines, and creative when I had my local businesses was a cornerstone skill that made my expansion to a national level advertising much easier for me. So, if you are in a local market, just remember you aren't going to change the value stack of your offer. You're just going to change the way it looks to the marketplace in your marketing. Naming summary. We must appropriately name our offer to attract the right avatar to our business. True to the moniker, people do judge a book by its cover. Halfass naming your product or offering can ruin its conversions. Don't fall victim to lazy naming. Follow the steps here to name your product or service offering and watch the same offer get two times, three times, or 10 times the response rate. You'll believe it when you see it. I know I did. Enhancing your offer section recap. Congrats. You figured out how to make your offer valuable, how to break your services into component parts, and how to rebundle them into more valuable whole. You added a guarantee to get more people to buy your offer and actually consume it so they could be more successful. You presented it with urgency and scarcity to get more people to desire it. And now you've named your offer so it attracts the right prospects and repels the bad ones all while containing a big promise everyone can understand. But we covered a lot. So I want to give you a quick breather before we forge into book two to help you attract clients and monetize your offer. Free gift number 10. Bonus. Create the perfect name for your product. Naming your product properly helps your avatar know the product is for them and is valuable and will solve their problems. If you want to do this live with me, go to acquisition.com/training/offers and select naming products to watch a short video tutorial so you can start using this in your business to make more sales ASAP. I also made a free naming formula checklist for you to use and reuse with your team. It also works for naming promotions. As always, it's absolutely free. Enjoy. Section five, execution. How to make this happen in the real world. Chapter 16, your first 100,000. The first 100,000 is a but you got to do it. I don't care what you have to do. If it means walking everywhere and not eating anything that wasn't purchased with a coupon, find a way to get your hands on 100 grand. After that, you can ease off the gas a little bit. Charlie Mer, Vice Chairman Berra Hathway. March 2017. My heart was racing. I could literally feel each beat pounding into my chest. I clenched my jaw to fend off the knot in my throat that I knew would lead to tears. I wanted to give in. Years of emotions were bottled below the surface. Years of ignoring my reality and lack of success. Years of putting off how I felt, just focusing on moving forward. The pressure was shooting to the surface. I could feel it. We did it, I said. Ila, my wife now, looked up at me. She was in the kitchen making dinner and stopped, spatula in hand. What do you mean? We did it. We hit 100 grand. I could barely say the words because I didn't want the tears to break through the tremble in my voice. Like revenue? No, like in our personal bank accounts. Holy Really? That's amazing. She ran over to me, disregarding the food on the stove and wrapped her arms around my neck, spatula still in hand. I'm so proud of you. She squeezed me. I slumped into her arms. It was like every knot in my body that I had been holding on to melted all at once. I could barely contain myself. But when I think back to it, the feeling I had wasn't happiness. It was relief. I had moved from fear to security. I traded feeling like a failure every day, watching my work and effort yield nothing to realizing a dream. The constant anxiety and fear of what are we going to do? Finally, replaced by something else. I finally had time to let myself feel something. I felt like this struggle chapter of my life was finally over. Look, I said, it's for real. I nuzzled my head out of Ila's arms. I didn't want to look her in the eyes because I knew it would put me over the edge. I pulled my phone out and put it between us. We both stared at the unmoving screen with our personal bank account balance, $101,18. Our gaze remained unbroken as it confirmed our new shared reality. It wasn't an illusion. It wasn't revenue. It wasn't profit that was still in the business account only to be taken out later by some unforeseen emergency. It wasn't earmarked money that had to be used to pay off some debt. It was ours. It was real. Babe, we could up and not make another dollar for three straight years and still be okay. At the time, $33,000 per year was more than enough for us to live on at our current expenses for 3 years and some. Years of ups and downs, years of plowing money into my businesses only to watch it vanish in overhead, payroll, and mistakes. Years of seminars, courses, workshops, coaching programs, masterminds had finally turned into wealth. It felt like I had broken into a new plane. The relative increase in wealth was more than I have ever felt. tens of millions of dollars in the bank later. It was and still is the richest I have ever felt in my life. It was the beginning of the next chapter of my life as a business person and entrepreneur. Some people get there fast, some people get there slowly, but everyone gets there eventually as long as you don't give up. Keep moving forward, keep getting up, keep believing it can happen, and it will. In a nutshell, we've covered a lot, and I think it's important for information to sink in that it be consolidated and restated. So, this is the back of the napkin bullet list to summarize what we've learned so far and why. One, we covered why you must not be a commodity in this marketplace. Two, why you should pick a normal or growing market and why niches get you riches. Three, why you should charge a lot of money. Four, how to charge a lot of money using the four core value drivers. Five, how to create your value offer in five steps. Six, how to stack the value, deliver it, and make it profitable. Seven, how to shift the demand curve in your favor using scarcity. Eight, how to use urgency to decrease the action threshold of buyers. Nine, how to strategically use bonuses to increase the demand of your offer. 10, how to completely reverse buyer risk with a creative guarantee. And 11, how to name it in a way that resonates with your avatar. You now have a valuable, high margin, decommoditized grand slam offer. This is the first building block of a wonderful business, a product or service that people desperately want and truly solves their problem. For many, this will be enough to make far more sales at higher prices with more profit. Your first true grand slam offer should be able to get you to your first 100 grand. For others, you will still want more, which is 100% your right as a capitalist. There's so much more to building an acquisition machine profitably. I could not cover it all in one book. Out of respect for you, I wanted to make this thorough but manageable. That being said, the next book is dedicated to exactly that, getting more through generating leads. In that book, I will break down exactly how to acquire customers at a profit. Meaning, if you structure promotions properly, you should never have to pay for a new customer again. And that is the subject of acquisition volume 2, $100 million lead generation. Final thoughts. Entrepreneurship is about acquiring skills, beliefs, and character traits. To advance, I find that we must determine which skills, beliefs, and character traits we lack. Most times, we simply need to improve. The only way to do that is through learning from experience and/or high-quality sources. I have received terrible advice from people who were ahead of me at a time. And though experience is the best teacher, she is not the kindest. It is my most sincere hope that what I produce provides the guidance I so desperately needed when I was coming up on my entrepreneurial journey. And I wish I could cover it all in a single book for my sake and yours. But to do you the service I wish I had had, I cannot. The devil is in the details. Excellence exists in the depths of knowledge and nuances. That's what separates the greats from everyone else. I hope that in all the content I produce, you see my dedication to this detail and nuance that makes all the difference. These lessons were hard one. I hope you enjoyed the first volume in my 100 million series. Before we move forward into volume two, where we'll be focusing on lead generation as mentioned above, I want to circle back to where we started. After reading this book, I hope one, you're well on your way to creating your first grand slam offer, or at the very least can take components of that you were missing in your offer to make it more compelling to your market. I also hope that I've delivered on my promise from the beginning of this book, that investing 2 to 3 hours of your time here would yield you a far higher return than just about anything else you could do. And thirdly, I hope in return, I've taken one small step turning the thing that I value most from you, your trust. Finally, I hope this book creates a small dent in improving the world because I believe no one is coming to save us. It's up to us as entrepreneurs to innovate our way into a better world and that's something I'm willing to devote my life to and I hope you are too. I'm grateful for your attention. You could have given it to anything and you chose to invest it with me. I take that in the highest regard. So sincerely, thank you. Stay hungry, Alex. PS. See the golden ticket below. Golden ticket. Admit one. If you're doing 3 million to $50 million per year and you'd like my help oneonone scaling your business, go to acquisition.com. Specifically, we help service, education, training, consulting, brick-andmortar, or niche licensing companies scale so profitably, they only have to get rich once. I'm not the make your first dollar guy. I'm the make the last dollar you'll ever need to make guy. If that sounds like you, you're savvy enough to figure out how to get a hold of me on my site and book a call. Would love to meet you and hear about how your business is working and see if we can help and hopefully invest and watch you grow. Would you be opposed to growing faster? If not, you can check out my next book, aptly named Acquisition.com, Volume 2, Lead Generation, which covers, you guessed it, lead generation. You'll never run out of new customers if you follow the steps in that book, especially now armed with the offer we have built. Not sure if that's the final name. It's still in edits, but if you search for my name, you'll probably find it. You'll also likely find it on my site, acquisition.com. Next, audiobook. If you like listening and having all your books with you to reference, that's what I do. You can grab the Kindle version or the alternative version of any or all of my books on Amazon. I like reading and listening at the same time to increase my absorption and consumption speeds. Just search for the book titles and they'll come up. Podcast. If you like listening, I have a podcast called The Game where you can tune in to short episodes that deliver tactical lessons learned from failures so you can get to your goals faster. Check out the podcast here, alexpodcast.com. YouTube. I have a YouTube channel with fresh tutorials a few times a week. You can just search my name, Alex Herozi to find it. Instagram. You can follow me on Instagram if you like the more personal stuff. The end. Acquisition.com Volume 1 million offers. How to make offers so good people feel stupid saying no. Written and performed by Alex Hermoszi. Copyright 2021. Acquisition.com. Audio production. Copyright 2021acquisition.com.
