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Welcome to the game where we talk about how to get more customers, how to make

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more customers, how to keep them longer in the many failures and lessons we have

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learned along the way. I hope you enjoy and subscribe. If you're stuck in your

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business right now, a lot of times you don't need to do it about to show you.

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But if you've reached a point and you were focused on a niche, right, and you're

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getting to the 1 million or 3 million or 10 million dollar mark, there may be a

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time when it might be time for you to increase the size of your total

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adjustable market, which the short hand for that is TAM. So in the

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investment banking world or the finance world, they call the TAM, the total

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adjustment market, and that's one of the first questions they're going to ask

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you about your company if you wanted to sell some day. They're like, well, okay,

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you've grown, well, how big is the market that we're going after? Because if you're

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going after a tiny market, they realize that there's an invisible cap on the

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business that they, you know, they're going to say, okay, well, this doesn't, this

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isn't a massive opportunity. And so when you increase your TAM, you literally

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increase the size of your opportunity. But instead of doing, you also change the

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nature of your delivery and your prospect. So it's something you should do with a

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great amount of care. That being said, what I want to do is take you through the

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three ways to increase your total adjustable market and some of the

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considerations around that. All right. So the first way that you can increase

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your TAM, and this is one that a lot of people don't look at or more afraid of.

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And this is probably one of the most profitable ways to do it. At the end, I'll

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show you the ones that we've done and what I would have done differently,

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et cetera. All right. So the first way is to go up market. When the term up market,

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what that means is is that if you're in a service business of some kind, and you

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serve a specific avatar. So let's say I helped, you know, salon owners,

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generate customers, whatever, right? If I wanted to go up market, then I would

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say, okay, this is, think about it like a Christmas tree. Each one of these

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individual, like units has people below it and people above it. Above it would

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be the organizations or conglomerates of these people that I currently have.

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So can I go after associations? Can I go after franchises? Can I go after

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licenses or licenseors of this type of business model? By doing that and

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serving those people, I now have changed the nature of my business. So if I'm

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serving somebody who serves salons, then I go up market. I get another degree of

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leverage. This typically happens when you have more experience in the field,

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you have demonstrated results. You have evidence of your efficacy or your

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systems or your process or whatever it is to add value. This is one of the best

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ways to gain leverage and instantly sell hundreds of clients at a time. All

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right? So that is the first way to increase your tam and also increase the

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the quality and size of the contracts that you're dealing with when you're

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selling. The second way to increase your tam is to go adjacent. All right, adjacent

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would be if I'm a salon owner, I'll just use that one as the, or if I'm serving

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salons or excuse me, if I wanted to go adjacent, there's a couple of different ways

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I could do this. One is I could go for people who manufacture stuff for salon

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owners, right? I might go after a pair of drying companies or a chair companies

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that do the little chairs that they have there, or it might be the physical

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product side of the salon business. It could also be a business that's closely

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related to salon. So I might go after nail salon, right? Or I might go after a

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lash expert or whatever, right? And so this is how I could go adjacent and do the

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same thing, right? So I give you two different examples that one is changing the

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nature of the business. So if I started selling physical products within that

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same sphere, that would increase the size of my tam, but I also go direct to

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consumers. So there's multiple levels of that. The most direct adjacent jump would

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be going from helping salon owners to helping nail salons, like so a hair

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salon, to a nail salon, to a lash salon, or whatever, right? So it's

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carving out these little vertical stripes that are close enough to one another

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than the lot of the best practices that you've already learned, probably apply.

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All right? And so this is the second way that you can increase the total

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addressable market that you are serving. And by doing that, if you can triple the

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amount of customers that you can, that you can market to, then you can triple them

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people you can sell. And this is especially important when you reach a

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bottleneck. Now it's important to understand that you might have a bottleneck on

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your current channel. So let's say you're running Facebook as to get these

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customers, or you're running, you know, Google search ads, or you're running, or

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you have a great affiliate partner, whatever it is, whatever you're getting

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customers, you might have an artificial bottleneck. So you feel or you perceive

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like you can't grow any more within that space, but you realize that this is

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$60 billion space in health and beauty, and you're doing $4 million a year.

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Well, you probably should keep everything you have the same and add a different

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channel to it or increase how much you're making per customer, which is beyond

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the scope of this video, but just something to think about as you're, as you're

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going through this. All right, the third way that you can do this is to go down

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market. All right, this one I have, I have personally tried and hated it.

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But I'll explain some of that my personal experience with these things in a

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second.

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We'll go, guys, you guys already know that I don't run any ads on this and I

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don't sell anything. And so the only ask that I can ever have are you guys that

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you help me spread the words we cannot more entrepreneurs, make more money,

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feed their families, make better products, and have better experiences for

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their employees and customers.

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And the only way we do that is if you can rate and review and share this

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podcast. So the single thing that I asked you to do is you can just leave a review,

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let's take 10 seconds or one type of the thug that it means the absolute

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will to me and more importantly, it may change the world or someone else.

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All right, so going down market is, let's see, use the salon owner example

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again, if our going down market, then I would be serving hairstylists, right?

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So what's one level below the person that I'm currently currently serving?

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It would be hairstylists or actual nail polished people, right?

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And you absolutely can do that.

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So if I had a certification or something that would help them, you know,

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be better or service more customers or allow them to charge higher rates

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because we had a proprietary system around it or whatever, then this would be

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something that I would be able to sell down market. Now, typically what happens

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if you're thinking about this from a pricing perspective, this is what you're

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normally charging.

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This is probably what you're charging times five to 10, right?

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And this is what you're charging probably divided by five to 10, right?

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And if you think about this, this is much more akin to a pyramid, right?

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Where you have where you're currently at, you have your down market, oops,

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and then you have your own market, right? On the top of that.

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And so making the decision about what to do here, I would say that most

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people are in this kind of number two bucket, right?

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You are where you're at.

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You serve who you serve.

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And most times what you're encountering is an artificial bottleneck.

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You just have maxed out this particular stream of getting customers.

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And there's lots of ways to solve that bottleneck.

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One is by adding another channel.

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The other way would be increasing the lifetime growth profit per customer.

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So that you can market twice as hard or spend twice as much or three times as

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much on that same channel to acquire more customers, right?

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And so one of those is back in solution.

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The others are front in solution.

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Both of them are viable. It depends on where you're at, all right?

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And so me personally, I'll give you the gym example.

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So we serve gym owners in one of our portfolio companies,

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Jim, if we wanted to go down market, it would be helping personal trainers.

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If we want to go up market, it would be helping franchise oars, you know,

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make more money with their franchise within that space, right?

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So that would be an example of all three of those things.

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If I wanted to go adjacent, it might be like kind of like,

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I would say cross diagonal, both adjacent and down market,

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but having the potential to go up market would be like having online fitness

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business, because some online fitness businesses can be bigger.

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Some can be about the same as the gym and many, many, many, many of them are

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less than that because most of those people are kind of more along the lines of

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business opportunity seekers, which leads me to the kind of the fourth final

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point that I want to make here.

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If you are in some way involved with client acquisition, which many of the

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people who listen to this channel are, because it's just the nature of the world

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that I've been in, if you're in that world, one of the ways that you can make

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your opportunity appeal to more people is by transitioning from an

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improvement offer, which is where you help people do better with the thing

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that they are doing to a new opportunity being a business opportunity.

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So it's helping people who do not have or who do not enjoy, you know,

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the job they're in or do not enjoy their current vehicle and want to try

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something else is different.

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If you have a better way of doing it, that doesn't have a huge bear to

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entry, then that can be a viable, I would say like option, you know,

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3.5 is, is biz up, right?

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With each of these levels, as you go down this way, so too does the quality

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of the prospect, right?

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When you are selling somebody who's a hairstylist or a personal trainer or

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a real estate agent, right, versus a real estate brokerage or a gym owner or

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a haze salon owner versus a license, a franchise or of any of those things

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or a broker, if I was in the real estate space, hopefully you're seeing the

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parallels here, like all industries work this way, and the ultimate FU

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position to have, and this is what, you know, the banking world and what

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creates real, real, tremendous enterprise value is something called vertical

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integration, vertical integration.

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And what that means is actually owning all aspects of the supply chain.

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So for example, if I own a business that certified, you know, personal

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trainers and help them, you know, start their first gym, and then I help

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them grow their gym, and then I either had a franchise or I consulted with

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franchises or was in our made recommendations to these people to go into a

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franchise, then that would be a completely vertically integrated business.

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Now, I might also own adjacent portions of that.

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I might own the processing, I might own the CRMs, I might own the physical

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products that they're selling within that distribution base, and all of these

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are different ways that you can increase your total addressable market and

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ultimately the amount of things they sell.

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Now, with each of these changes comes tremendous operational complexity.

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And so if you're going to make one of these switches, I would do so incredibly

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carefully and make sure that you're not doing the number one mistake that

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I see all entrepreneurs make, which is thinking that an artificial bottleneck

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on a channel is a is a reflection of the bottleneck of the size of their

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market. All right, it's one of the number one issues that I see.

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And so hopefully found value to this.

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Hopefully if you are stuck at your current level of growth, think about

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increasing the lifetime growth profit per customer, or just adding another

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channel, either of those things will likely be bottleneck you, but you may be

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in a situation where it might be better for you to go down market or go up

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market and make sure that when you're doing that, you're addressing the pricing

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accordingly. You can't go up market and just charge twice as much because

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there's so much so many fewer of those customers than they're going to expect

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a lot more. And to the same degree, and this is one of the biggest mistakes that

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I've made, I went down market.

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I adjusted my price accordingly, but I actually kept my service the same.

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And so it was actually not viable for me because I was putting so much time

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and effort into people who didn't pay enough and then it didn't work out.

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All right. And so hopefully this makes sense to you.

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Hopefully found value in this.

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Click subscribe and I'll see you guys in the next video.

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Bye.
