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So the big issue is that the stuff that most people sell sucks, right?

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And so they're constantly focused on promotion.

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They're constantly trying to find the next customer, but they haven't confronted the real

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issue is that you're just not that good, right?

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And that's okay.

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But the problem is that you're not focusing on the hard work, which is getting better.

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The wealthiest people in the world see business as a game.

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This podcast, the game, is my attempt at documenting the lessons I've learned on my way to

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building acquisition.com into a billion dollar portfolio.

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My hope is that you use the lessons to grow your business and maybe someday soon partner

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with us to get to $100 million in the art.

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I hope you share and enjoy.

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If you understand the steps that I'm about to share with you, you will be able to step

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by step create a fortune.

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If you don't know who I am, I crossed $100 million in net worth when I was 32.

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We have a portfolio at acquisition.com that is $200 million a year and I have nothing to

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sell you.

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And it took me way too long to learn how fortunes are built.

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So right now, if you imagine the amount of people that you have sold in your lifetime

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and whatever business you have, whatever it is, side hustles, gigs, anything, and you

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were to instead add up all of them together and then they continued to pay you month over

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month over month that would ever price you sell stuff out.

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How much bigger would your business be if it were mine a lot bigger.

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So I'll give you an example.

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My first big business was called gym launch.

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Gym launch to date has 5,000 brick and mortar gyms that have purchased the licensing from

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it.

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If I had 5,000 of those gyms still paying, right now, that company would be worth over

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a billion dollars.

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That company is probably worth now close to about 100 million.

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So I've missed out on about $900 million during my career just from that one company alone

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because it took me so long to learn what I'm about to share with you.

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The big problem that most people have when they are starting their business is that they

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are in the selling business, not in the reorder business.

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They don't have recurring revenue.

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They have one-time sales and so when you see these merch drops and these things where

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people are just selling crap and they get the one-time purchase and no one buys again,

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the reason they can't make money is because they have no compounding vehicle.

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What that means is that if I sell somebody today, I want to get credit for that person

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that I sold today in a year because what happens is if you don't have that then you're

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always selling for tomorrow, you're always selling for the paycheck this month, you're always

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selling to pay rent rather than benefiting from a sale you made 10 years ago and having

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that person still pay you today because the thing is that you need to harness time.

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The people who understand wealth understand time.

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If time is a liability against you, it means you're thinking like a poor person.

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For the wealthy, time becomes an asset because the longer you wait, the more you win.

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So if you imagine a business as a wall of glue and you're blowing people at it, if you

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never even increase the amount of people you sell, let's just say you sell one person

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a week.

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In 10 years, you'd have 500 customers every month who pay you, all right, and if you have

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any price point that is reasonable, that is a lot of money, that is a fortune and the

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reason people don't have that happen is because they don't get it and they're only thinking

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about the short sale for tomorrow.

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The easiest question that I like to ask when we're analyzing one of the businesses that

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we're thinking about purchasing an interest in is, is there a way that we can get someone

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to buy this and never stop paying for it?

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It's their way that we can make this so good that the moment their card changes or they

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get a new credit card, they call us ahead of time because they don't want to stop receiving

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value.

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Right now, if your phone gets changed, do your phone carrier and your credit card goes

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out, what do you do?

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You call your phone carrier and you replace it because the value is there.

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If your credit card goes out, what do you call Netflix, right, you're going to make

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sure that your card goes through.

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If your utilities go out because your card doesn't go through, you fucking pay it.

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If your rent doesn't go through, you make sure that it's paid on time because these are

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things that are valuables that you cannot live without.

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The goal is to figure out a way to make our value so high that people don't want to stop

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paying.

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You want to be in the reorder, not the order business.

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So, the important point here is that there are recurring revenue businesses and reoccurring

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revenue.

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For example, Facebook is a massive company.

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They do not have a recurring revenue model.

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They have a reoccurring revenue model, meaning I go to the Facebook store today, I buy some

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eyeballs, and tomorrow I might go back again and buy more eyeballs.

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I don't have a subscription, but I reoccur.

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I reorder over and over and over again.

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So this supplies whether you have a subscription business or you have a one time purchase business.

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The point is that people come back.

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The key question that I like to ask the portfolio companies when they're coming in is, if right

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now, you could no longer market.

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You could not make content.

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You can't run ads.

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You can't call.

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You can't DM people.

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All you could do is have the existing customers you have.

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Get you more customers.

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So, the question that I ask the portfolio companies that when we're trying to grow them early

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on and really get the product to be exceptional is, if tomorrow, you could not market anything.

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You could not get any new customers whatsoever and the only thing you had were the customers

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you have today.

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And any new customer that you get could only come from referral and word of mouth of the

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people you have right now.

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How differently would you treat them?

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How different would their experience be?

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And how much better would your product be if the only way you could get new customers

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was them sending you business your way?

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When you start thinking like that, you start thinking like the wealthy, not like the poor

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who are always in a rush for the next sale, the next paycheck, because the reality is,

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you don't get customers to make sales.

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You make sales to get customers.

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It's an important distinction.

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We only transact in order to create the relationship so that we can have revenue again and again

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and again.

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You want that customer to exist like a node of revenue in your business that pumps money

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your way, month after month after month.

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So the big issue is that the stuff that most people sell sucks, right?

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And so they're constantly focused on promotion.

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They're constantly trying to find the next customer but they haven't confronted the real

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issue.

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You're just not that good, right?

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And that's okay, but the problem is that you're not focusing on the hard work which is

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getting better, right?

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And so there are three steps that you look at when you're actually trying to scale a

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business.

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You want to go to zero to a million, make a couple million bucks a year.

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You can just promote and sell shit all day long and never build real wealth.

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Now, can you make a million bucks a year?

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For many of you guys watching that, that might be a dream for you.

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But for me, I want to build a fortune.

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And the only way to build a fortune is to get people to never stop paying you, all right?

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So if that is our goal, we only need to learn how to promote as much as we just need people

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to start trying our product.

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The point of making the first sales is to get customers.

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The point of those first customers is to give you feedback.

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And you keep getting feedback and not even caring too much about how hard you're marketing

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because the goal is to get the product and service better and better and better.

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And this is why most people can't scale because they start selling a little bit and say,

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oh, I should promote even more.

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But the problem is they never fix the product.

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And so they keep selling more and more shit.

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And then what happens is, if you sell 100 people this month, you have to sell 100 people

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next month just to maintain.

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And then the month after that, if you up to 200 new sales a month, then the next month,

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you have to sell 200 just to maintain.

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But if you have 10 customers a month and they never leave you in five years, you have 500

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customers, 600 customers a month that are paying you only with 10 new customers a week.

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Or 10 new customers a month, right?

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So do you understand the compounding effect of not losing customers?

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That is the problem you saw for, not the promotion because it happens is when you get customers

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who do not leave you, you can afford it any marketing.

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You can afford to outspend everyone.

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There's a company that we're about to make a huge investment in.

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And right now, their lifetime value per customer compared to their competition is 10x.

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And their cost to a car customer is the same as their competition.

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Hey guys, real quick, if you're new to the podcast, I have a book on Amazon called $100

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million offers that over 8,000 five star reviews and it has almost a perfect score.

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You can get it for 99 cents on Kindle.

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The reason I bring it up is that I put over a thousand hours into writing that book.

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And it's my biggest gift to our community.

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So it's my very shameless way of trying to get you to like me more and ultimately make

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more dollars to that later on in your business career.

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I can finish the part with you.

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So that's my gift.

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Go check it out.

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Amazon and back to the show.

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So in a gun fight, who's going to win in a bidding auction for who can buy the next customer

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on Facebook or YouTube or pay for the eyeballs between them and their competitors, they'll

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win every time because when you get that right, everything else is easy.

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But no one wants to do the hard work of doing that.

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So step one is you promote just to get people to make sales and become customers.

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You keep doing the feedback loop on those customers until you get a product where people

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are referring business to you.

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Once you have that, then you focus on improving it even further.

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And the way you do that is through surveying the customers to figure out what you can do

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better.

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Looking at their client experience, looking at the results, seeing if you can make it

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happen faster, seeing if you can make it happen easier, and then to add the cherry and

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sprinkle on top, you make it harder to leave.

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And when you make something harder to leave, you can do that through contracting.

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You can do that through increasing the cost of switching.

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You can do that through adding community to your services and products.

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You can do that through adding a cause behind your brand because if they switch to somebody

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else, they'll lose the association with the cause.

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You can do that through making sure that you've added so much value that there's no one

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else that they can compare your product to.

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And if you're going to be to be situation, you want to add in collateral or controlling

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the money flow.

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The thing by that is if you work with Stripe, they probably process your money.

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They control the money flow.

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They don't worry about decline cards because they collect your money for you up front,

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right?

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The person who controls the money has leverage.

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So the three steps of scaling the business, number one, you have to promote it.

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And you promote it so that you get the first seed, which is consumption.

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If people don't consume your product, people don't consume your service, it's not that

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they're numb nuts.

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It means that you suck.

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Because you have created such a difficult experience for someone to interact with.

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You made it so difficult for someone to onboard that they never even experienced the benefit.

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The amount of people that I hear, especially in the internet space, who are like, oh,

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these people don't work hard.

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They never follow through.

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Does Amazon complain about all the service tickets they get?

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No, because they fix the product so you don't need to have a big customer support line.

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Weird, right?

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Because they spent the time to keep solving problem after problem after problem until there

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were almost no problems left with the product.

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The second piece that everyone misses is that actual improvement loop.

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And so what happens is when their business gets hard, when they hit a plateau, when people

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can't grow anymore, they do one of two things.

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They start marketing more, which is crazy, because it means more people find out about

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the stuff that you sell that sucks, and they tell more people that it sucks.

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However, they create another product, because the first product sucked, people stop buying

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it, so they create another product.

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How many people, how many internet businesses, how many gurus, how many personalities have

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you seen, launched product after product after product that come out with a new thing,

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and they launch it, come out with a new thing, and they launch it, come out with a new

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thing, and they launch it.

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Why are they not still selling the first thing?

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Because it sucked.

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And rather doing the hard work of getting the feedback, collecting the negative emails,

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and rather than blaming their customers, taking full responsibility and saying, you know

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what, we can make this better.

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And focusing on the better, not the new.

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Because what happens is if you actually focus on one product for an extended period of

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time, and you launch it again, and again, and you have first version, second version,

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third version, fourth version, it gets better.

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And it gets better to such a degree, imagine a world where 10 years from now, you'd only

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worked on improving the same service.

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All good do you think it would be?

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Probably very, but that's boring, and that's why most people report.

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It's not exciting, but it is how you build a fortune.

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And then once you crack that, once you say, I'm only going to sell so that I make sales

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to get customers, I'm going to continue to improve and iterate the same product over

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and over and over again, the same service over and over and over again, until the point

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where I have so many people who are coming to me because of how good it is, then I'll

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put gas on it and spend as much money as I can on the market, because now I can outspend

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everyone.

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Because in the same marketplace, I'm making 10 times, 100 times more than my competitors,

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because when people buy for me, they don't want to stop.

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Because after all, prices which you pay, values what you get.

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And so what we want is a customer surplus.

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We want an insane deal.

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We want to bargain that people do call ahead of time to make sure that they never stop

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getting built.

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So for example, if you wanted to buy my house, right, it's not about the price in an absolute

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term.

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It's all relative to the value that someone receives.

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So if someone's price is here and the value delivers here, you can make this price

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whatever you want.

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If this price is a million and they get 10 million of value, they will pay you for it.

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And so the game is saying, hey, I've got a 500,000 hour house.

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I'll sell it to you for 50 grand and I learned how to build it for 10.

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That's the game we're trying to play.

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And so even if you provide more value upfront and it's less profitable, that's okay because

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then through the iterations that you have of getting better, you get more and more efficient

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and you can drive down your costs while also increasing the value and maintaining your

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brand and reputation.

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But most people do it in reverse.

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They sell as many as they possibly can, burn all the good while they have, and then come

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out with another product, put a lot of hype around it, sell a bunch of them, and then

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do it again and again.

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But they cannot build a compounding vehicle of enterprise value because if every single

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launch, if every single customer that they had sold for the last 10 years were still

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paying them today, they would have more money than they know it to do with.

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And this lesson took me seven years to really internalize because when I looked back at

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my own customer list and I saw 5,000 locations on there, I was like, I would have a billion

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dollar business if I had taken more time upfront to figure out how to never lose people.

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And then it would have gotten so big by default.
