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So in this podcast, I want to talk about advertising more when you get started,

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how much to advertise when you're getting up to a million dollars a year,

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and once you get past a million dollars a year,

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how I unify sales and advertising into one department to make a beast of getting customers,

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and how I think most businesses get this wrong.

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No one knows you exist, advertise more.

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And so to give you context on this, when I walk through the streets,

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I usually get stopped four or five times on like a 60-minute walk.

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And when I was launching my book last year, I had, you know,

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500,000 plus people who were registered as this massive event,

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broke the internet, whatever.

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But during the month leading up to it, we're advertising on all channels,

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we're running ads, we've got affiliates that are pumping it,

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I'm making content all over the place,

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and over the four weeks of people that stopped me,

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only one person knew that I had a book coming out.

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And so every time I'd see somebody like,

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hey, you're going to be at the book launch, and they're like, oh, you have a book.

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And it's like, how can you not know that I have a book?

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There's a story from Henry Ford that I love, which is that he was walking by,

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his, the CMO of Ford was right next to his office.

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And every day he'd walk by and he'd see the marketing campaign,

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he'd see the marketing campaign a day after day after day.

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And so three months into seeing the same campaign,

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he knocked on a CMO store, he's like, hey,

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when are we going to stop running this thing?

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He's like, I'm getting exhausted to see it.

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And the guy just looked at me, he's like,

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we haven't started running it yet.

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And so the thing is is that we get so sick of our advertising so much before

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our customers or potential customers even remember our names.

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And so the extent of advertising that you have to do,

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there are so many people in the world and people's attention is so spread thin

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and so they're so distracted that in the off chance you actually do get an

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advertisement of some Ford in front of them,

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the likely that they remember that it was even you and the core message

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of that advertising is even lower.

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And so many of us have this big fear that we're harassing our audience

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by repeating ourselves over and over and over again.

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But the vast majority of the time,

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not even A, knows you exist or B,

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specifically knows the message that you're trying to let them know.

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And so I like to tell my team and remind myself that we need to be reminded

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more than we need to be taught.

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And so your audience needs to be reminded more than you need to be taught.

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And not about you, but I follow plenty of accounts where like they have

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the same four or five messages, more or less that they put out there.

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And the reason I follow them is because I like the reminder.

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I like to be reminded to be patient.

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I like to be reminded to not think, take things too seriously.

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I like to be reminded that I have to think long.

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Like there's are the things that I like to be reminded of.

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And so I imagine if that accounts like I already said be patient once.

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I don't want to say it again.

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They've already heard that from me.

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It's like no, people have messages that they want to continue to get fed into.

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And every time you feed that same message that they like before back into them,

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they'll have another positive experience with you.

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The amount of novelty that's required in content is significantly less

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than you think as a creator.

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Think about it like you're going after a girl and she's with somebody right now.

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All right, so you're like, okay, well, I'm going to ease off.

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But I'm just going to just let, let them know.

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I'm just going to throw these little flares out there that I'm,

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that I'm, I'm interested.

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I'm here. I'm not being disrespectful, but I'm, I'm available, right?

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And then what happens is as soon as she gets out of that relationship or whatever,

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then she's receptive to your message.

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And so the thing is same way it works with customers.

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It's that they might not be looking for a marketing solution.

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They might not be looking for a plumbing solution.

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They might not be looking for an IT services provider for three months,

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six months, nine months, but they might like to hear your stuff.

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But the moment they are in the market, you're the first one they think of

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because you continue to repeat the messages that resonated with them to begin with.

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The big thing is the four by four, all right?

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Which is especially when you're starting out four hours a day doing the core four.

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And so the core four means you're reaching out to people you know one-on-one,

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reaching out to strangers one-on-one, making content,

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one-on-one or running ads one-on-one.

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And so there's the four ways the only things one person can do to let other people know about

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their stuff. And so I use the rule of 100 as my, my guide there, which means you either make

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a hundred minutes of content, you do a hundred hour reaches to either cold or warm,

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or or and if you want to get really spicy, or at least a hundred dollars a day of advertising.

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Now obviously the hundred dollars a day you can scale as much as you want.

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But as a baseline for anybody who's starting a business, those are three ways that you can just

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say, okay, what do I have to do to let more people know about my stuff?

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If you're not making a hundred minutes of content, you're not doing a hundred

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out reaches a day, or you're not spending a hundred dollars a day on ads,

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no one's going to know you exist. And that is the biggest threat to your business.

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The reason it's so important as a founder to do this in the business is that you have to be able

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to make it rain. And so every business at the most basic level has to advertise before it can

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have money, right? So like if you want to make money, people cannot give you money until they

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know you exist. And so is a is a prerequisite for making money in business is that you advertise

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first and then you have a product that you can deliver on and that's the most basic form that you

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have to have. If you just have the product and no one finds out, you will continue to not make money.

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Until you're at a hundred thousand dollars a month, advertising is all of your focus.

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And the main reason for that is if you don't have enough people coming in, you're not going to

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have enough iterations of the product to get feedback to know if your stuff's good or not,

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and what you need to do to make it better. Now the thing is is that up to a hundred thousand

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dollars a month at that point, it's all advertising. But at some point in order to continue to scale,

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you need to fix the product. You need to make sure that people are recurring. You need to make sure

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people are happy that they're referring other people that they're staying month after month or

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they're repurchasing month after month after month after month. And so if you're not solving that,

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then you've got a leaky bucket. And that's going to be a problem that you're going to deal with later.

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And so the smart move is to fix that stuff now so that you can grow a really big business. And this

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is one of the biggest mistakes that I made so many times in my earlier careers that you start

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advertising, you start understanding a cell and acquire customers. And you say, oh, that worked.

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I'll do more of it. And you should do more of it. But within this current context of you have to

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make sure that you're delivering. And so my recommendation is get to a million dollars. So get to a hundred

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thousand dollars a month ish. Then put all of your focus on filling all the holes in the bucket.

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So that. And what thing is is that when you do that, you're actually going to keep growing. Because

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if you keep the same activities and then you fix the holes, you're still going to keep growing steadily

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month after month after month, even with the same level of advertising effort. Then once you fix

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the holes, then you go back to the front end and say, how do I 10x this? And that is how you can

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stare step. Even though your actual revenue growth will still look flat because when you fix the

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holes, you'll make more money. But the doingness of the business will shift. Now, if you do the

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alternative of that, which is you just advertise more and more more, there's going to get to a point.

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It's an asymptote. So basically start growing and you start plateauing like this. Because then

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your infrastructure is too big and there's too many moving pieces to fix the thing that you should

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have fixed earlier. But then you're going to rock in a hard place scenario because then you can't

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dial back the advertising because you got all these people that you've hired. But the more you sell,

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the more your reputation goes in the tank because the stuff's not good. And so you get a really hard

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scenario. And so fixing it first, fixing it early sets you up to build a much bigger business later.

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Under a million dollars a year, it's one channel, one avatar, one product. I see way too many small

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business owners saying, Hey, I've got two businesses or I have seven products or I have two different

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avatars or blah, blah, blah, blah. Right? No, focus on one specific type of customer. And if you

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say yes to everyone with money, you're basically saying no to your business because you're never

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going to be able to focus and make something really good. You can't serve six customers and then

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make a good product only doing a thousand dollars a month. It just doesn't like it's too small volume.

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Like you don't get enough reps. And so you need to do one very specific thing, which means you have

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to say no to people who aren't that type of person. You serve one problem, which means you have one

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product for that specific avatar and you get better and better at templatizing at at productizing

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the service or product site, whatever the product is itself making iterations on it. And you advertise

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through one channel, meaning you just know how to make cold email convert or you just know how to make

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cold calls convert or you just know how to make tiktok ads convert or you just know how to make

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YouTube videos that convert. Whatever your channel is, you just stick with that channel because as

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soon as you're like, Oh, I'm going to do two different things. It's like that's not the objective

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of this stage. You just need to get it reliable so that you can then keep tweaking the product

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so that then you can 10x the existing channel you're on. Once you get to about a million a month

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is when I recommend starting to to think about second and tertiary channels of getting customers.

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And part of the reason I recommend that is that when you start a second channel, it's going to cost

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your money and it's going to cost you time. And so the reason that you keep that one channel and

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keep doing it longer than you think is because you need to be able to get it working at the same

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level or higher with not you doing it so that you can have the secondary channel. If you're the one

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who's gassing this first channel and then you move to the second, well now you have this second

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one that's not going to be working out nearly as efficiently as the first one, especially in the

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beginning, the first three months, six months. It's not going to be cranking like the first one is.

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But the first one's also going to go down because you're not there. And so you spend the extra

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time there. You put the right people in place. You make sure the training is such that they actually

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can meet or exceed what you were doing on your own. And then when you start the second channel,

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you can pour resources into it because you still have cash flow from your main thing. And that

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little switches where most people get lost and they just crush their businesses. So don't do that.

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So to give you guys some context, I didn't open up a second channel of acquisition until we're at

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four million a month. Now mind you, I started with paid ads because I was good at paid ads.

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And I learned how to run paid ads in my local business, which then when I went national,

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I knew how to do the same skill set. But after four million a month, I was like, okay, I need to

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get this second channel going. And so I started increasing that channel via cold email,

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cold call, cold DMs with an outbound team. But I say that because a lot of people are like,

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shouldn't I do this? I tried to lay that as long as I possibly can because I know it's going to

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cost a huge amount of time, a huge amount of money. And it might not work for six to 12 months.

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And to give you context, it took me 12 months for outbound to be responsible for half of my revenue.

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So it's not going to happen overnight. A lot of businesses don't do this, but you should

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unify sales and advertising. So those should roll into the same person. And so I saw this really

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early on in gym lunch. We had two departments. We had a sales department and we had a marketing

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department. And marketing always said the sales guys weren't closing as many leaves as they should.

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And the sales guys always said that the leaves weren't good enough or they didn't have enough

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leads, right? But when we unify that under a CRO chief revenue officer, which if you're the

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founder, that's you, you then say, there's really just an acquisition department. And fundamentally,

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as I see it, advertising in sales sit on the exact same continuum. You have low information

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buyers and you have high information buyers. And so fundamentally, a low information buyer needs

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not a lot of information or already has a certain amount of information to make a purchasing decision.

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A high information buyer requires more information or doesn't have as much information when they start

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talking to you. And so you have to fill in more holes. Fundamentally, sales just fills in the holes

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that advertising failed to answer. And so if you have exceptional best-in-class advertising,

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you don't need sales. It's not that they're separate departments. They solve the same problem.

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One just communicates one to many. The other communicates one on one. People buy real estate on

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the internet via auction. You don't necessarily need to have sales people. If you give a customer

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enough information, they can make a purchasing decision. That being said, you're like, wait, Alex,

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you have sales people. Of course I do. Because there's always going to be a certain number of customers

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that I can get people to buy automatically. And then there's people who still want more information

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that, most likely, they didn't see the advertising that answered that question. And so then the sales

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person can just say, oh, these are the three piano keys I need to play in order to get you to buy.

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Great. And they fill that specific information need to turn the customer from a maybe to a yes.

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And so unifying the two departments is one of the highest leverage moves that you can make

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as a founder because it eliminates the cross-departmental BS. It's we're all here to sell customers.

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And so advertising works hand in hand with sales, not in competition with them so that they can get a

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pat on the head from you or whatever director is running that department. So oftentimes you are the

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chief revenue officer who's uniting both of those fronts. But over time, if you can find someone who

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does that, that usually is the fast track to being CEO. So Kale, for example, at Jim Launch,

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became chief revenue officer, right? He basically stood on top of sales and marketing so that

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he could control the customers coming in the door. And then once he knew how to make it rain,

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he could run the business.
