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What's up, guys? I made a short podcast. It's two parts. This is part one with Emmanuel Bolo,

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crazy story, a guy resets me a hundred times and said, I promise you, if you will come on

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one thing and you get falling up and again and again, I really don't want to do it. He's like, if you

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say yes, he's like, I will get every single human being I know to show up in this podcast. And I was

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like, all right, man, I'll do it. And Motherfucker messes every human he knew and got like 200 people

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live. And I don't think that was the size of his audience at the time. And I just always had

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my respect for that. So I want to tell you guys for listening because hopefully you get as much

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out of that as I did. But the first half of the podcast is all about making hot ticket offers.

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I think you guys will dig it. We got pretty tactical with it because he's like real ground grassroots

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right now. And so if you're in that position, I think it'll totally apply to you. So enjoy.

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

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customers, how to keep them longer. And the many failures and lessons we have learned alone

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the way. Hope you enjoy and subscribe. And when I went to your book was, you know, one,

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you know, changing the cheese and, you know, people having to move from one niche to the other

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because they feel that I'm not able to get clients in this niche. And so maybe I should just

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switch my niche and I'll get clients. And how exactly does that not solve the problem of client

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acquisition? So fundamentally, as long as you are not selling newspapers, which is what I give

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as the example of a book, as long as you're not truly selling ice to ask a most, as long as you're

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you're selling something that people want, which a lot of times is the problem, right? As long as

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you're selling something people want, if you're if you're a marketer, for example, and you're trying

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to sell, you know, getting more leads or making more sales, everyone wants that, right? So that's

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there's there's really no disconnect there. The issue is usually that you have a lack of skill in

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some way. And the problem that rises is when you start trying to switch avatars or switch

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niches, you end up having to start over again because you have to learn the avatar, you have to learn

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the desires, you have to learn how to speak to them, you have to learn what their problems are.

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And the thing that I kind of go with is that all of those will work, but none of them will work

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if you try to make them all work, right? So you have to you have to grow through elimination,

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right? Because I'm a big big believer in the theory of constraint will grow to the constraint

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that we have. And most people, and this is a this is one that maybe everyone in the audience can

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resonate with when I see an entrepreneur who's doing a million or five million or 10 million or

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whatever, and they say, well, I'm going to start this other vertical. I'm going to start this

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other thing. What ends up happening is that this one goes up and their main one goes down and

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they're still doing $10 million, except they have more overhead down. And so you can't be CEO

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two companies, right? Like think about how many how many publicly traded CEOs exist that are CEOs

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of two companies? There's only one person that anyone ever gives and they say Elon Musk, but he's

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actually not he's not the operator. He's the owner of founder of those companies and he has people

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run them. But the point is is that you're probably not Elon Musk. If you're still struggling to make

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your first sales, so if that's the situation, then let's just cross him off the equation and say

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that no one is doing CEO of multiple companies. And so the issue is a lot of times with the

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definitions, right? So it's like, I'm owner. So you hire one person because you're one person you

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figure, oh, well, I'm one person, I'll hire one person and there we go and I'll have a passive

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business. But the reality is that there's so many shades of what we do because we're really just

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fractionally doing like eight different jobs, right? So your your head of customer service,

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your head, your VP of sales, your chief marketing officer, your CEO, you're also owner, right?

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And you're so you're doing all of these roles and so you maybe replace the fulfillment,

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but you still have to be CMO, you have to be still VP of sales, you still have to be the owner,

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you still have to be all these other hats. And so if you're trying to imagine doing that

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for two businesses or three businesses, it becomes it becomes a work equation that doesn't work

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and people can't solve it, right? And that's why they they burn out and give up because they're

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spread to thin. There's not enough heat for the amount of pans on the stove. And so the the

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formula, in case anyone's listening, I'm not sure how how to develop the audiences, but for zero

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to a million, which is most people are starting out, right? It's just it's one one one, all right?

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It's one product to one avatar on one channel. And if you're like, well, I'll do one product,

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one avatar, one channel on each of my businesses. No, no, one product to one avatar on one channel.

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And you will fail and you will continue to fail until you succeed. And then at that point,

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it will begin to work. And most of the time, in my opinion, the reason I started all the the

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series of books with the offer is that getting customers shouldn't be difficult. The difficult

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to should be in this fulfillment, which means being good at your craft, all right? Because what happens

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a lot of times is people think they need to learn more promotion more sales. And that's true to a

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degree, right? But it's in my opinion easier to just make a more compelling offer, do more for your

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clients, even if you only have a handful of them that is not scalable. And that's okay, because you

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need to generate cash flow and make sales, learn as much as you can, get better at your craft.

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And then in time, create a more scalable offer as you learn what they value, what they don't value,

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what takes your time, what doesn't take your time. And as you ultimately get better, right? And so

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that's kind of like the Tesla model, too. It's like you start with the most expensive thing at the

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top. You start there. And then as you build that and you brand position as being a week there,

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then you can do a mid-level. And then over time, you can trickle down and do a larger, lower cost

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item for the base of the pyramid. Most people do it backwards and do it wrong, and you know,

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trying to compete against lots of people when they're not even that good. And that's the reality,

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right? Because most people don't make money because they're just not that good at the thing they

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think they're good at. Because if they were good, then they would be making money. When you said

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the most expensive thing, I noticed when I told people to charge more, you know, start with what's

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they say, I don't get people who pay me that money or, you know, how do I get people to pay me

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that much, right? So how do you usually communicate that? So people will pay you for the value you're

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currently trying to provide. That's the issue, right? Is that they won't pay you for what you're

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comma for what you're trying to provide them, right? But if you try and provide in excess of that,

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and so as a thought experiment or a thought example, think of this. Let's say we said, if you're

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selling any kind of B to B thing, right? Which would be like how to increase how much money you do.

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Let's just let's just start there because there's a lot of people who are here probably in that space.

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If I were to say I can double how much you're making or if people aren't making money who you're

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serving, then I say I can add $10,000 a month to your income within 90 days guaranteed or I'll pay

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you twice to the cost of the program at the end of the 90 days. How difficult would it be for you to

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sign people up? Not hard at all. How difficult would it be for you to get someone to pay you $10,000 to

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make $10,000 a month? Well, considering colleges graduate people who are going to make $50,000 after

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waiting four years and people pay $200,000 for that, I think it's reasonable to believe that people

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would pay between $10,000, $20,000, $30,000 for that skill. And so then the question is,

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or what I would normally get after that is like, well, I can't do that Alex, I don't know how to get

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someone I can't guarantee that outcome. And it's like, aha, then let's solve the problem,

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which is that you don't know how to do that. Now we have a solvable proposition that we can get

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better at, whereas I don't know how to get customers, sure that it's also a solvable thing,

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but in my opinion, you would be best served honing the craft in finding a way to fill in such a way

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that you could guarantee that within reason. And if that's the thought experiment, and on the other

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extreme you have, find my thing, and maybe you win and maybe you don't, and I get paid either way,

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that's the essence of what most people's offer is. If we just boil it down to soups and nuts,

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right? And so if this is one extreme where everybody says yes and lots of people want to buy from you,

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and on this extreme you have, it's very difficult to get customers, there is somewhere on this

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continuum, ideally one or two shades from this side, right, from the more compelling side that you

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can sell and can offer and can fulfill on in a way that will get people better results. So the

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example that I give for a lot of agencies, because a lot of people who are starting out learning

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on Facebook ads, it's a basic skill, and then they try and sell their services. If I were starting

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over again, I would not try and do that. What I would do is I would go find the avatar that I like

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locally and say, okay, Mr. Dry Cleaner, Mr. Powerpractor, Mr. Whatever, I will run your ads for free,

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and I would like to own the entire process. And so hey, you just cover the advertising,

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I'll work your leads, I'll work your front desk, I'll sell the people, and what you could even do

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is just negotiate a bulk rate. Hey, if I got you a thousand customers tomorrow, it's the lowest

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you could possibly do it for. Maybe you said $200 for whatever the widget is, right? You say cool,

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and then you go ahead and sell for $800, and you make $600 on every one of these deals, and you

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pay him as $200 to go fulfill on the rest of its margin, right? The beauty is that you would learn

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every aspect of how to provide value to that avatar, because let's tell you a story to drive

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this home. I had an agency owner who was on our software platform, and we have one call every

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month or something that I hop on. And it's the same conversation every month, hey, my customer

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side, no one wants to pay me, blah, blah, blah. And you know, over and over again, I was like,

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you're not good, that's why they're not paying you, you're not very good, you need to get better,

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right? And so every time I was like, dude, stop saying that they tell you that their systems

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bad, and you say it's good, and they say it's bad, why don't you go, and he was selling to

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realtors, he was selling these to realtors to Saha's, and I said, go get your real steel license,

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go work the leads that you're getting right now, and go sell some houses for you.

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Then when people say that something's not working, you can help them because you've actually done it.

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Everyone's so consumed with trying to sell something they've never done, that they're surprised

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that they're not good at. It's the business guru who coaches on how to have a business,

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who never had a business, and his entire business was coaching on how to have businesses, right?

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That guy never gets big. You'll make some money, but you'll never get big.

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True. And Ansonia is asking how long guarantee results on your relationship markets,

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as dating, family, marriage, and how do you transfer that same guarantee to those kind of markets?

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It's great. So with those types of markets, you just create the guarantee you're on the experience

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that they want to have, all right? So this is what's the beauty of being creative as a marketer

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or business owner, and I'm not saying the first guarantee is going to hit, but if you interview

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your customers, you say, describe to me what you want your marriage to look like.

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Describe to me what you want to have happened. For some of them, it might be, we go on dates again,

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right? We go on dates together once a week. That might be what it looks like. It might be,

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we finally sleep together again after a long time we haven't been together. It might just be that,

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like we wake up in the morning, we don't hate each other, or we haven't had an argument in a week,

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right? It could be any of those types of outcomes depending on what type of marriages or solution.

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I'm just using marriages as an example, right? And so it'll probably have to be around something

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a little bit more intangible, right? Now, the key here is, even if you have something that is

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intangible, you can still guarantee it because the goodwill from customers typically will still

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surpass the desire to re-refund. What I mean by that is, let's say you've got 10 customers,

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and normally if you sold your normal services, you'd only have three, right? But if you sold

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the guarantee, maybe you get 10, right? Of the 10, maybe two of them say, I didn't experience the

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result you were looking for, right? Now, of the other eight, let's say you were promising they're

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going to sleep with their partner within 90 days. I'm just throwing out there, just as a crazy

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example, right? And let's say at the end of 90 days, they didn't sleep with their partner, but if

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their relationship is significantly better and they feel like they are making progress towards that

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goal, they will not ask for relief. People want to see progress, right? And so what's important is,

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and also in terms of the language, the messaging you use when you're talking to your audience,

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this is what I try and talk to you in terms of everyone here, when I talk to entrepreneurs,

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is that we have this psychological bias towards binary thinking, which is yes or no.

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Good marriage, bad marriage, right? When it's much more to what extent or how good is my marriage,

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right? So it's a rate, it's a scale, it's not yes or no. And so if you can teach your clients to think

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on a continuum rather than in the binary, you'll shift their thinking enough that it won't even

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matter because if they've made that, made that frame shift, then you will have gotten them on

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a progression that they will be able to continue to improve over time, and they will contribute

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that improvement to the intervention that you provided for them. So basically selling the experience

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to them, I'm basically ensuring that they get progress along the journey. Yeah, so I would just

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like to ask, like when it comes to qualifying the avatar that deserves a grand slammer of art,

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right? I mean, you won't just put together a very good offer and give it to anyone because

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it might be difficult to get the results, because you have maybe a broken system or something.

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So how did you make that process work? I know you stay with James, but you know, in order,

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it's difficult to predict that sentence, I would just say. Yeah, I mean, we have business

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opportunity companies, we have photography companies for children, we have a company that does,

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because we have a software that is lead working, we have an eCommerce company, we have a licensing

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company. So we have a vast, you know, a vast array of different different companies that we have a

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certification company, a vast array of different things. I'll say that. You can increase the

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quality of your product when you increase the quality of your prospects. And so the easiest way

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to look at this is look at the customers that you like the most, the ones who've had the most

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success, you sing your praises, right? Sing your songs and look at them and then compare them to the

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people who you do not like, who haven't had a good experience. And then what you do is you go

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backwards 90 days and say, what was the experience to people who one had in their first month?

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What are the things they did that were different than the people who failed? Once you can

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eliminate it, one of those things were, it might be milestones that are achieved, it might be a

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certain percentage of material that was washed. It could have been, it could have been coaching

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calls attended, whatever type of solution you're providing, marriage, weight loss, business,

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whatever, right? It could be any of those things, right? And there's probably some associated action

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that has to go with it. If it was weight loss, it might be logging food. If it was business, it

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might be sending emails. If it was, if it was marriage, it might be, you know, filling out the

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checklist of things they love about their partner, whatever it is, right? What are those milestones that

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have to occur to activate the customer so that they're likely to experience the outcome that you

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are promising them? And so what the metrics of your customer journey should look like and your

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customer access team should be driving towards those activation points, those milestones. So if we

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know that people who have both spouses who fill out the checklist of the things they like about

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each other and their favorite memories of their relationship, we know that if both people fill that

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out and they attend two calls in their first 14 days, the likelihood that they finish the program

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and experience great results is three times as high. So then all of your effort goes towards pushing

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them through that milestone so that they can change the color of their flag and then get to where

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you want to go. So that's ultimately how you can change it. And when you're looking at reverse,

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that's the experience side, that's the fulfillment side. But you might also note that this person,

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you know, has a business or is gainfully employed and this person is unemployed and a stay at home

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home. Okay, well, then these are the people not only they did this experience, which I'm going to

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try and do on my back end, but on the front end, I'm going to try and weed out these people and

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actively select for these people. And then what's beautiful about that is that is an element of niche

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in, right? And so when you're making your messaging, you're making your creative and your marketing,

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you can speak more specifically to that avatar. Rather than all marriage, you know,

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relationships that you're helping, you help stay at home moms with working husbands,

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achieve a better marriage who are between the ages of 30 and 50. If you were that avatar,

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you're like, shit, that's me. Or it's, I help entrepreneurial men, you know, fall back in love

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with their wives again, whatever, right? Like whatever your outcome is, but you can be more

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specific about it. And in so doing, you can command higher prices because you can provide more tailored

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solutions, which in a very real way provides more value to that avatar, even if the fulfillment looks

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the same. You guys love that you're listening to the podcast. If you ever want to have the video

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version of this, which usually has more facts, more visuals, more graphs, you know, drawn out stuff,

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sometimes it can help hit the brain centers in different ways. You can check my YouTube channel.

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It's absolutely free to check that out if that's what you are into. And if not, keep enjoying the show.

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So basically, let's assume now, this is like, you know, my space is basically

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cost creation. I help cost creators. So if I want to work with people who are more

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further along in that cost journey, I know I've made certain sales, right? I basically have to,

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you know, it affects, I basically have to like tell them, and you know, for me,

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I focus on cost creators who are like business cosplays who are, you know, trying to sell

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bosses that give people a financial outright, right? So it's just basically, you know,

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tricking your messaging to focus on those people and, you know, without every other person

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within other spaces. 100%. So I'll give you an example. And for some reason, it's harder for people,

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but the thing is is that they don't change the economics of their business when they change

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the economics of the avatar. And that's where you get into trouble. So for example, whatever

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your price point you're selling out right now, if you change your avatar from anybody who's a

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course creator to people who have high business ROI, then you'll probably be providing far more

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value to those people. One, because your process will be more tailored to their approach,

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but also because if they're selling business stuff, then they're probably going to be able to charge

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higher premiums for it. And so as a result, if they experience a transformation using your,

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you know, your system, et cetera, then they're going to make real money, right? And so if you decide

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to be more selective with that avatar, then that should be reflected in the pricing and the

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fulfillment that goes along with that. So the easy example is we made a decision very early on,

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because I was in the gym space, that we were helping gym owners. We were not helping personal

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trainers. We're not helping online trainers. We're not helping health coaches. We're helping

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just micro gym owners. And so by doing that, half to two thirds, the volume that I would get every

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single day of people that they're opting for stuff, we're not qualified. But the people who tried

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to compete with us and tried to sell all of them wasted so much time because the LTV of those

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customers was so low. And the amount that they required was so high. And the amount that you'd

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have to go from zero to one for some of these people, which is the heaviest lifting in all of

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business is getting someone to make their first dollar. I had no interest in doing it. I wanted to

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take people were making half a million dollars a year and get them two million. A very simple

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outcome. It's all I'm doing. And I'd consistently, we just do that. We just, we take you from half

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a million to a million, half a million to a million. Because that's something that I can

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repeatedly do over and over again. I can demonstrate that value in a very, very high degree of success.

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And so if I do that, then I have a very demonstrable way to provide value. And I can monetize that value

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quarterly. And I can do with lots of operational efficiency since the process is so, so clear cut

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between each customer. Also, talk to us a bit about the gruel and I mean, that's one of your

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tenets in your company, right? So, yeah, you talked about market efficiency or basically

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the market's grid by 60% every year. And if you don't keep up, you basically are going backwards.

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So how do you tweak your office in your companies every single year or every single

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you know, worst period of time? How do you how do you work around this? It's more about embracing change

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and about being flexible. In terms of like the goals that we set, you would be surprisingly

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bored by the types of goals that we set within our company. You know, I can tell you the last

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quarter's goals, we always trickle back to the same things because it's either if we're going to grow,

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we can only do two things. We can either get more customers, we can make them worth more. That's it.

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And so we'll have two to three goals tops. We never have more than that for the company and

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that'll be like, okay, well, we're going to take wherever we see the weakest point within our

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within our pipeline, which maybe the pipeline's great. It's like, okay, well, we just need a

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double front and volume. But I wouldn't make the goal of doubling front and volume. I would probably

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make the goal of bumping front and volume by 10 to 15%. That would be the goal for the quarter.

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And I would say we need to assent, we need to take our customer ascension from 40% to 50%.

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That would be the backend upgrade, right? That would be one is getting more customers. The second

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is making them worth more. And that would be literally the goal for the entire company. And so then

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the directors would come up and say, okay, well, I think in order for us to get a 15% boost in volume,

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you know, based on our total call volume right now, we need to add three more upbound development

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reps to the call team. And that would mean we need to have at one sell development specialist,

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which is our mid-level salesperson and one more closer. It's like, okay, so we need to hire five

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people. And great, that's what that's what we're going to do. And maybe we need to hire six or seven

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because we might not get the ones that we want to keep on the first go around. That's what we're

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going to do for the front end. That is the tactics of how that's going to happen. And then on the

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backend, we're going to do is we're going to add, you know, these two touch points in and we're

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going to make this process that's been a little bit difficult for them a little easier so that

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hopefully we can get another 10% of those people to upgrade. That is how we improve the business.

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We're not doing rocket science here. We're just trying to increment, you know, incrementally

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improve these things. And if I improve by, you know, 15% of both this metrics every quarter

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in six quarters, the numbers become crazy. And so I think a lot of people, they try to solve

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100 problems at the same time. And it's just, it's impossible for your team. You need focus.

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Focus is knowing what you're going to say no to, not what you want to do. There's a hundred

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things we all should do. And for perspective for everyone, we crossed 50 million in sales before

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we started doing email follow up because I always felt like we had, there were other opportunities

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that had more juice to squeeze than email follow up for me in my business. And so that whole time,

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when we were at $10 million at $20 million at $30 million, we should have been doing email follow up.

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But there were other things we should have done more, which is what we did. And so it's just about

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knowing what we're going to say no to. And the one or two things that we're going to say yes to,

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because I think most people wildly overestimate with the kind of accomplish in a short period.

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True. So you said there's so many problems that you know, business or an individual or a market

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physicist. And you know, in your book, you said you just saw every single problem. How does that,

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because when I try to introduce that to some people, it feels like, I mean, it's a lot of work,

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literally writes number, it's 100 and so on to problems, right? And it turns to solve everyone

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of them. So I mean, how does that fit? So your markets went on. So you have to solve every

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perceived problem, right? The way in which you saw that that comes down to the delivery cube,

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which is in the book, right? So I'll give you an example. I'll use weight loss because everyone

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understands it. So if I had a girl and she needs to lose weight, there's a lot of things that she

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has to do that are different now than she was doing before. So she might now have to buy groceries

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differently than she did before she started working with it, right? Just as a simple example.

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Now there is a zillion ways I can solve that problem. So it's not that you have to go grocery shopping

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for every customer. It's that you have to solve the problem around the difficulty of grocery shopping.

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So for example, I could have a pre-made Instacart for six sets of customers of different weights

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that I could copy and paste to her and that you could click one click and she gets it ordered

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her house. Easy. I could make custom lists, you know, I could make an excel sheet that adjusts

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based on every customer if they enter their weight in, that adjusts the grocery list for the week.

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That's the second one. I could make pre-made lists, not even a calculator, just pre-made PDS for

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a hundred different, you know, weight scales. And so that way it's still tailored to them,

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but I do that work up front and then after that it's just plug and play, right? I could do a large

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group grocery shopping tour. So everyone meets there and then we grow grocery shopping together.

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If I want to do it virtually, I could do a virtual grocery store or I could do the live one,

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record it and then make that the thing that I'm saying is a fulfillment. I could also do a 101

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grocery kind of like I'll help them create it together as a 101 session as a bonus for signing it

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for my weight loss program. She's seeing I'm saying here like there's all I did with there's one

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problem. And we just looked at how many, you know, I could offer tech support. So when you go to

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the grocery store, you can text me and I'll help you pick anything that if you have trouble with it.

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I can have phone call support. Like the list goes on and so it's really just limited by your creativity

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in terms of what you want to do. Notice half of those things were not creating anything was just

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being available. And if I had tech support compared to a PDF, most people would probably value the

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tech support higher. I may or may not be willing to do that on a level fulfillment, which again,

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I would go back to my first Senate, which is if you don't have that many customers, be willing to do

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more so that you can over deliver, learn more about them and then over time become more operationally

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efficient. But take a picture. Yes, we want to solve every problem in some way. And then over time,

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what will improve your product and your business is how effectively you solve that problem relative

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to the cost to you. That is fundamental. Like Amazon took tons of time to invest in building that

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infrastructure. But now the marginal cost of any customer on Amazon is nothing, right? Very low.

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Right. And so you could either put the workload on the front end, but on the back end, I prefer to

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do it on the front end and consistently improve on it. And that's where you have customer surveys.

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And as you're fulfilling, which is why like more hands on approaches in the beginning, because you're

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learning more about the customer, right? Like that data and the stories behind what you're going to

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discover there are so valuable. It's silly not to do it. Hope you guys enjoyed part one of that

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podcast with the manual. Bolo, next half of this podcast, we actually go back in time. I'll talk

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about how we gather testimonials, gather reviews and how do you tactically go get leads in the

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beginning of your business so you can go get sales, make money and do the stuff you need to do.

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Don't want to miss it.