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What's going on everyone? Super excited. It's breakdown. We're talking about today

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which is the kind of four big you know chapters in the growth of a business. So

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zero to a million dollars a year, one to ten million dollars a year, ten to

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thirty million dollars a year, and then thirty to a hundred million dollars

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

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make more customers, how to keep them longer than the many failures and lessons we

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have learned along the way. I hope you enjoy and subscribe. This was this is

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now taking me a long time to figure out painstakingly. So hopefully this will be

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a value to you. It's kind of interesting though because when I learned more about

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this, it's hard to even learn things without having the context and our

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framework to apply them on, right? Like unless you have a business, it's hard to

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understand all the bottlenecks because none of it's real for you. So this will

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probably be more for the people who have businesses, but if you don't have a

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business then you know please enjoy. That being said zero to a million really

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really simple. It's just one product on one channel. Very simple, all right. That

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means you learn how to figure out how to sell one thing on one channel. All right.

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A channel would be like cold email, Facebook ads, Instagram ads, YouTube ads,

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referral partners. You know what I mean? All off of organic. You know what I mean?

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It earns media. So all of these are different channels that you can use to

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acquire customers. And the reason people get stuck in like hundred, 300-ish, like

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range is usually because they stuff it really nail this. It's still haphazard.

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They get clients from here and there, but they don't have a reliable system for

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acquiring customers. All right. Literally that's it. Zero to a million. It's a

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reliable system of acquiring customers and doing it. And most people also get

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stuck here because they have personal problems. Like they're they're they're

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super angry and they hate themselves and they're not good with people. That's

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that type of thing. Like they a lot of times they have the right system. They

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execute it and then they crash themselves because they have they're you know

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sleeping with their customers or sleeping with their employees. Just like it's

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just crazy inner personal drama is in this range. But the business from the

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business standpoint it's very simple. It's just one product on one channel and

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then you just make the math work. So there's some a thousand other thing. Got

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us all hundred a month. That's it. It's all it is. At that's point though, right?

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Million-ish, two million-ish a year. Now mind you these are rough you know

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sometimes it might be one to three issues. The range here. But once you're in that

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kind of one to three range, getting to ten is an entirely different thing.

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All right. Getting to ten is multi-products, right? Now an important note here

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is that you're not starting multiple businesses, right? It's going to be

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cross cells and up cells. All right. So that's in another way is creating a

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value ladder. It's creating a it's creating a back end, right? It's what's the

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what's the next level of service that we can provide these people? What's the

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next thing they're actually going to want to need or want in need after buying

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our initial product, right? And so thinking through this like it's and most

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people who have are in this million dollar range are like, man, what else should

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I sell them? Like you're asking the right question exactly the right question.

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That's what you need to do to get from one to ten, all right? Now from ten to

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thirty in mind you it's multiple products and and depending sometimes it's

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multiple channels. All right. You can you can kind of do it either way either

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single product on more channels or you can do multiple products on single

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channel or you can do multiple like that's a little bit wiggle e but I would say

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the easiest for most people is just focusing on their back end which is the

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cross cells and up cells. What are the things that this person's actually going

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to need next which is going to increase our LTV. So basically what happens is

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you're selling the same same number of units as before like I was saying let's

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say you sold a hundred people at that at that one K LTV but then you you you

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four X your LTV and all of a sudden or five X your LTV, right? This is how it

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happens. You five X your LTV and it becomes five K over the lifespan and now you're

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at five hundred thousand a month and then because you're at five hundred

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thousand a month you can start going to another channel because you're

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gonna forward to do it because your LTV is higher. So basically what ends up

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happening is you learn how to cheaply acquire customers with one channel that

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you're very well suited for, right? Then you extend and expand the LTV of that

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customer by introducing a back end and then once you have that back end it now

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opens up other traffic platforms or channels that you wouldn't otherwise be

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able to afford but now that you have a superior back end you can now go

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broader, right? That's kind of how it works from a from business day to day

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standpoint, right? So zero to a million, one to ten million. All right next line

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here is ten to thirty million. This is another one where people you know

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massively screw up which is professional is that professionalizing the

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business. All right and this is honestly really painful and it's it's hard to

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do and I'm thankful that I had mentors early on that were like this is what you

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need to do now because I probably wouldn't have said this is the next thing but

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what ends up happening which are at like ten million million a month type you

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know ranges then like the thing that made you special your special sauce here

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which may have been a lot of you as the founder is it starts to get diluted out

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right and then you have customer plane and customer support issues and then you

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know things it's just like you're basically still a really big small business

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at that ten million like you don't have the systems the infrastructure to build

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more on top of because it's still like Google Sheets and you know and Trello

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boards you know it's just like it's just craziness to try and manage this and so

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this is where you have to hire some more corporate people and this is you know

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what every entrepreneur fears more than anything right is that we fear bringing

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in these corporate suits you know who just gonna suck the life out of you

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you're like I started this business did not have to do that but you know what every

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massive business in the world was started by a founder right who probably didn't

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like that and the reason big businesses run like business businesses big

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businesses is because it's the only way to run big businesses I like you have

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you have to have corporate structure you have to have structure you have to have

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hierarchy you have to have you have to have HR you have to have you have to have

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these things in place so that employees feel more comfortable but also so that

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you're you're protected from liability standpoint right because honestly once

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you get into this range you become a target right this is where lawsuits

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start coming in this is where lawyers and contracts start mattering and all of

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this stuff right and so professionalizing the business especially from HR

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legal and accounting standpoint comes here and then the IT systems all right so

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this is really like really strengthening the ops of the business the

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operational infrastructure because what this does is that it makes all of these

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things that we learned how to upsell before it really makes them

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methodical right because they put people get the same product every time same

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product every time and so then client happiness goes back up and things are

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good now the problem is the people who come in at this 30 million dollar

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year you know let or getting from 10 to 30 is that they're not innovative at all

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if anything they stifle innovation because they don't want things to go through

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the certain way and then they just they you know you want to choke them to

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death but you have to do it all right but the thing is is that if you go these

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are all like pendulums right if you go too far in that direction then you lose

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the creative energy in the drive of the business because you kind of have these

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suits that are trying to control everything all right and so this is the gap

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that I have struggled to make is going from 30 million plus to to a hundred

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million dollars a year and so I'll share what the mentors that have shared this

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with me hopefully it'll be useful for you but yeah I mean we've been we did

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28 37 32 I think the last three years so we've just really been stuck at this

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level and it's because of this last piece right because the thing that made us

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right was frankly was was me in the entrepreneurial like drive and I'm not

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saying I'm the sole responsibility obviously our team is amazing and they're

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the reason this works but it's saying like what's the you know what's the

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soul right and so what ends up having to happen is that at this level you

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actually have to have more souls you have to have more people with the juju right

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more people who can drive growth who can take initiative and seize

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opportunities right and so this is kind of the entrepreneur versus the

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entrepreneur dilemma and I'll break this down for you so an entrepreneur is

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somebody who wants has entrepreneurial tendencies within within a corporate

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structure right and entrepreneur wants to own their own thing and I have made

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horrible mistakes so many times hiring entrepreneurs and treating them like

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entrepreneurs when in reality I should have just never hired them right because

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they're gonna tell you no I you know what I had a business before I don't have any

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interest in doing that and so you really have two kind of two outcomes that

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happen here hey guys real quick if you're new to the podcast I have a book on

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Amazon called one hundred million dollar offers that over eight thousand five

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star reviews it has almost a perfect score you can get it for ninety nine cents

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on Kindle the reason I bring it up is that I put over a thousand hours into

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writing that book and it's my biggest gift to our community so it's my very

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shameless way of trying to get you to like me more and ultimately make more

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dollars to that later on in your business career so that's my give go check

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it out Amazon and back to the show either have the entrepreneur who comes into

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your business lost their juju right and now just sits on your business and

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continue complaints about how they're not getting paid as much as they could

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make on their own but they can't make it on their own which is why they're with

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your business right or the person is right and can make more on their own and

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so they come into your business basically regain their confidence start doing

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well and then take as much of that business with you as they possibly can and so

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either way the outcomes poor and so I had to learn that one the hard way

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multiple times in our business which is don't hire entrepreneurs all right what

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you want to do is find entrepreneurs all right these are people who really

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prefer this they love the entrepreneurial drive of like driving growth driving

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change taking initiatives building out new things innovating right but they

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don't have the same appetite for risk right and so because of that they like

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having this kind of safe place to go experiment into all this stuff but they

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still know they're going to get a paycheck every month now that pay

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checks variable but even if they you know suck they're still going to get paid

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you're paid well right and so this is what I have I've been trying to you know

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imbu into our business right now and it is working is putting on

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entrepreneurs in places where they can drive change because if you really

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think about it what ends up happening is that your business becomes a

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conglomeration of smaller sub businesses right if you listen Jeff bases talk

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about his directors he actually calls them CEOs because like oh that's CEO

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of that business that's CEO of that business but they're all within Amazon

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right but they're kind of sub CEOs and this is the thing is like you need

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you can only provide so much willpower and spirit to a business once it gets to

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this size because there's just so many people that you just get diluted like

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your spirit your care your drive your vision just get diluted throughout an

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organization and so you need you need heads that can kind of reinvigorate

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the business and drive new innovations and so what ends up happening is

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the way the the the structure looks like and the way it shifts to I'll show you real quick

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is it shifts to something like this all right so you've got your

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your core here right which is the operational infrastructure that we put in place from

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10 to 30 million so this is your this is your your HR right legal

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IT finance right that's your that's your core all right that's the core

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opposite of business that has to happen everyone goes to jail right people need to get paid you

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need to pay taxes contracts need to be signed you know CRMs IT all like how stuff right

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and then what ends up happening is that off of that spoke right you have profit centers right

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and inside of a profit center you're going to have product and you're going to have acquisition

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all right so acquisitions marketing sales and then product right and so inside of these

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these are all identical right product acquisition right product acquisition you get the idea right

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and so each of these become profit centers right for the business and so these things can all roll

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into you while this all rolls into someone else right from from an operational table but this

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is really how the business would function right and so this is where you might have you know

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product line you know number one right product line number two product line number three right

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and each of these are going to satisfy needs for the customer ideally when you're enumerating

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these product lines is you want to use the existing resources that you have and capital and

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infrastructure to create products that are similar but different right so for example if I were

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if I were like because obviously we have a coaching business for gyms so if I were you know

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expanding like services then what's one of the things that we we've added in so we we added in

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we call it boiler room so this is something like a lot of a lot of our gyms were asking for more

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help with sales and so we're like well how about we just train you guys like we train our team like

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our team drills every morning and we do boiler room that's how that's how all of our guys start

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our day so one of all of you just if you want this additional service because not everyone wants it

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you can pay a little extra for it and then you can bring all your sales team and we can drill

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your sales team and so they get pumped up and then the nice thing is something like that just

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shows such clear ROI to a business that it's like oh my god I would never stop paying for this so

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it's really sticky right and it's high margin so it works it literally works for everyone right and

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so it's like we have our core like let's fix your business service and with the existing resources

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we have which is these are the skill sets and the individuals that we have that work for us

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we know that we could create this product line and I'm calling a product I'm a service line

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with little investment right we'd have to do a ton of stuff there right whereas when I started

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the supplement company that was a huge undertaking that probably wasn't the wisest decision I

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I was fortunate that we were able to maneuver it and now it's a very very healthy business

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but it took I mean but it was very hard and I probably shouldn't have done it in that order right

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I should have thought like okay well they also want someone to run their ads for them so that's

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going to be our done for your agency sites we're going to add that in right and again each of these

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like this hopefully this makes sense to you delineating these things it's like these are all types

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of services that a customer who comes in would naturally also want in addition and these can be

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upsells that will increase the LTV the customer well also making your own your own service stickier

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and helping them basically you want to you want to envelope the customer with all the things that

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they want that being said you have to have the operational know how to do this and this is where

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people get screwed up all right is that when they create these product lines they start start trying

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to manage both and then they start trying to manage all three and then and then they start another

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business and then it gets even crazier right and so this is where people massively screw up and so

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until you have a true leader and I'm saying a true leader this person has to be as smart as you are

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all right running a new product division I would not recommend doing it which is why business

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growth is slow because it's all about the people like that's the Harper every entrepreneur's

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biggest problem is they can't find people it's the hardest problem in the world and it's also because

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we need to be better people to attract better people and also manage better people because if you

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think about it if I were an omnipotent being if I were God right I could probably perfectly manage

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everyone to become an A player so that's a belief that I try and use it's like if I were a perfect

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leader in a perfect manager I could get everyone to you know search forward and and and be the best

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right but I'm an imperfect leader and I'm an imperfect manager and so I have to find people

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that have a little bit of battery included to get the result that we're looking for so hopefully

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this makes sense in terms of how you structure the business and how it scales you know at this

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point this would be like your zero to zero to a million would be here you go zero to 10 million

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maybe with product line one or product line two added in right which then allows you to scale

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your acquisition so acquisition goes up on each of these things because the total LTV is higher

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and so this is ultimately how the business scales all right so quick recap for everyone

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if you're zero to a million you don't need to worry about anything you got to sell one product

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on one channel that's it you got to get enough at it that you can do it repeatedly in your sleep

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once you have that then you're like okay we got this on lock now we can sell multiple products

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these people so I need to find somebody who's good put them in charge of this help them build out

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a product line that is an inch burner not an entrepreneur and and then we'll cross sell them into

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this additional service or or product line that doesn't require a ton of capital investment what else

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could we provide these people that they're been asking for right from 10 to 30 million it's like all

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right now we need IT we need legal we need HR we need compliance we need all of this other crap

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because you become a target straight up you become a target in the business all right and so

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you professionalize the business but you can't lose the entrepreneurial spirit and to not lose

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the entrepreneurial spirit is when you hire entrepreneurs and then you put them in charge of product

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lines I'll put around the central spoke of the infrastructure for operations so hopefully that

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makes sense hope you have that valuable if you're in the zero to one million dollar range then just

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don't get distracted with shiny objects focus on one product on one channel it's all you need to do

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keep being awesome i'll catch you guys soon bye
