June 3, 2025 • 29 mins
In this episode, Part 2 of the Market Like a CEO Launch Debrief, I’m breaking down the key lessons from my latest launch, what I’d do differently next time, the metrics that mattered most, and how to refine your sales strategy for maximum impact. If you're looking to increase client lifetime value and create a streamlined launch strategy, this is a must-listen!
Why You Should Listen:
- Learn how to optimize your sales page and checkout page for higher conversions without resorting to pressure tactics.
- Get practical tips for using messaging consistency across email, Instagram, and your sales funnel to build trust and drive sales.
- Understand the importance of a launch runway and how it can help you create a calm, steady flow of sales instead of last-minute stress.
- Find out how to leverage low-key info sessions and email sequences to nurture leads and increase client lifetime value.
- Discover why paying attention to the right metrics, not just likes and follows, can help you scale your business with aligned, quality clients.
Steal my playbook from this episode, I’m breaking down the exact lessons from my latest launch, sharing what flopped and the tweaks I’ll make next time to sell with more ease, build deeper trust, and actually get better results.
Links and resources mentioned:
- Listen to Part 1 of the Market Like a CEO Launch Debrief
- Check out ThriveCart - the checkout software I use
✨ Be the first to know about private 1:1 coaching spot availability - join the waitlist: https://jereshiahawk.com/waitlist
Craving raw, real, and relatable insights from a multi-7 figure business advisor and coach who's been in your shoes and is still walking the path? In my email newsletter, I share practical lessons on building a sustainable, profitable business — without sacrificing what matters most. Ready to join the journey... Subscribe here: https://jereshiahawk.com/insider
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
We're back.
If you haven't listened to partone of this series where I'm
breaking down the market like aCEO launch debrief, definitely
go back because in part one, wecovered the wins, the data, and
the mindset shifts that made thelaunch such a success.
But today, okay, we gonna getinto the of nitty gritty, what
didn't work, what I wouldchange, what I'm going to do
(00:21):
differently, how I'm thinkingabout next steps.
And without tell anyone gearingup for a launch like this.
So I'm not gonna do a ton ofbackground because we covered
that in the last episode, butthere's a few things that I also
tested out during this launchthat was pretty interesting, and
I'm like, it feels like a rookiemistake, but I'm like, okay,
this happens and I'm taking noteand this is what I'm gonna do
(00:43):
differently next time.
So during the launch, probablymaybe a week before I opened
cart, I decided that I was gonnaalso include a Zoom info
session.
Most people typically offerthese types of info sessions or
webinars at the very beginningof a launch to kick off the
launch momentum.
For me, I was like, I reallywant to test and see how much.
(01:05):
I can really just rely on mymessaging, my emails, my
Instagram content to move peopleto buy, and at the very tail end
for my decision makers who arelike, I'm really interested, but
I don't know, they're on thefence.
So lukewarm folks, I wanted todo like a last minute push to
get people over the edge, andthat was really my mindset into
(01:26):
this.
I wanted to focus because thiswas a brand new offer.
I, it was a brand new deliveryformat.
I didn't want to rely on awebinar or like a large launch
event to.
Catapult sales In the beginningI wanted to just focus on my
email and Instagram and reallyrely on that first and foremost.
But I still wanted to do somesort of live info session
(01:49):
because I didn't do any livestreams during this launch.
Again, this is part of thetesting parameters of launching
something new.
I'm also very seasoned.
I've been doing this for a longtime.
I have a very warm audience, soI wanted to test out like the
lowest and minimum viableproduct given what my current
circumstances were, the warmthof my audience, the interest I
(02:10):
already knew that was there,that I had already validated,
and I talked a lot about thatduring part one in the series,
but I wanted to still do somesort of live interactive.
Something and I did just an infosession, so it was not like this
structured webinar where Itaught a lot of stuff and then
at the very end I pitched you oranything like that.
It was a Zoom call.
People could register.
(02:31):
It was low barrier to entry andit was like, Hey, there's 48
hours left before cart closes ifyou wanna come.
Come, I'll answer any lastminute questions you have and
just help you make a decision.
So 66 people signed up for theinfo session and this info
session was not heavilypromoted.
It was like in the PS sub, likethe PS section of a few, like
(02:54):
maybe three or four emails, andI think I might've did one or
two Instagram stories justtelling my Instagram audience
about it.
So it wasn't like, again, it wasnot like a typical launch event
where I was trying to rally upall this energy and excitement
or whatever, but it was like alast minute.
If you're lukewarm and on thefence, come talk to me.
Let's help you make a decision.
And I still wanted, again, to dosomething, even though this was
(03:16):
a low ticket offer, like we'vebeen talking about a lot,
people's discernment isridiculously high right now.
As it should be, like for goodreason.
I'm glad we are more discerningin this digital marketing space
right now, but from a seller'sperspective, I'm like, okay, I
still wanna create that humantouchpoint to help establish
that trust for anybody who's onthe edge.
So like I said, 66 people signedup, which I thought was great
(03:39):
from just a few emails in the PSsection and like two Instagram
stories.
Again, it was like 48 hoursbefore cart closed.
And I will say that people wholet me pull the data really
quickly.
Of the people who joined theinfo session, I would say maybe
five of them actually purchasedthe course.
(03:59):
So it wasn't like this hugeconversion moment.
This was also hard to trackbecause I did notice that the
people who joined the infosession they, some of the people
who purchased the course usedifferent email addresses to
purchase.
So I'm not able to like.
It's hard to find out the exactdata there, but I was still able
to look at the people whoclicked, how they were tagged in
(04:20):
my email marketing system, likesix people who opted in for the
info session ended up buyinglike five or six people.
But I do know that people whodid purchase, they literally
told me like they bought on thecall and, and they were my very
warm existing audience members.
People who have been followingme for years had purchased from
(04:40):
me before.
Who were still discerning, likethey didn't, it wasn't that they
didn't trust me, it wasn't thatthey didn't think this was a
good offer, it wasn't any ofthat.
But like they still needed humancontact to trust themselves that
this was the right decision.
And I think that that is just,again, really telling I.
If I was to do this differentlynext time, I probably would host
my info session earlier in thelaunch window more, like
(05:02):
probably at the very beginningor maybe midway through versus
me waiting to just last 48 hoursjust to get more of that contact
in.
I, and I do think that's reallyimportant, but also to create a,
a window runway to offer thereplay because the info session
happened so close to.
Cart closed.
(05:22):
I never sent out the replay.
There was no replay for peopleto watch.
So I would've done that just sothat there could have been more
time for people to consume that'cause.
I do think that would'vecontributed to maybe more
lukewarm buyers who did have ahigh level of trust with me, who
were very warm in my audience,but still needed some sort of
touchpoint to make the decision.
I think that would'vecontributed to more sales, but I
(05:44):
also feel like I could haverepurposed that replay.
A little bit more strategicallyjust even in my email content
based off of like learnings andmessaging that I was getting
live on the call, being able toinfuse it into the launch copy.
I didn't have that, because wewere so close to cart close.
I didn't redo the last fewemails, but that's something I
would do differently.
I'd still keep the info session.
(06:05):
I would just do it earlier,maybe again, like maybe midway
through the launch and leveragethe replay a little bit more and
have a replay option for peopleto watch if they were on the
fence.
Now, I told you in the lastepisode I had 84% of people who
viewed the sales page.
Went to the checkout page, whichis freaking bananas, like Sales
Page was doing what it was meantto do, honey.
(06:28):
And I didn't mention in thatepisode, but like the messaging
for the sales page was the samemessaging that was performing
well on Instagram on my contentthat I had validated first.
And it was the exact samemessaging that I was mirroring
in my email.
So again, there was just highlevel of congruency.
For messaging on all channelsthat people were consuming
during the entire launch,pre-launch and everything.
(06:49):
And I think, again, that issomething that I will do
differently next time.
I haven't really had a launch orhave sold an offer where I had
that much congruency frommessaging on all platforms.
Usually I make a sales page andthe messaging would be slightly
different than the messagingthat I was using on Instagram or
my social, and that'd bedifferent than the messaging I
was using in email.
This time I really mirrored itacross the board, and I think
(07:10):
that that made a huge differenceas to why we had such a high
percentage of people who viewedthe check the sales page, go to
the checkout page.
Now where we had maybe a bit ofa drop off.
I still think it's a greatconversion rate, but my checkout
page converted at about 10 to11%, which I still think is
great.
But with 84% of people goingfrom the sales page to the
(07:31):
checkout, I would've liked tosee a higher sales page
conversion rate.
I, my sales page, my checkoutpage where people were actually
buying was not optimized formuch of anything.
Okay.
There was a big graphic image oflike little bits of what was
inside of the course.
Basically the contactinformation, credit card
information, and that was it.
The next time I do this, I'mactually going to optimize the
(07:53):
checkout page a bit more.
It was something I just didn'treally think about.
I just.
Pulled up some really genericThrive Cart checkout page.
Thrive Cart is what I use for mycheckout pages.
I'll make sure to link that inthe show notes in case you wanna
check out that software.
I really like it because it's aonetime purchase, not a monthly
recurring purchase.
But they, they're like, I wannamake sure on the checkout page I
(08:13):
have stronger risk reversal.
Like meaning, showing moretestimonials on the actual
checkout page, showing moresocial proof that, we have, we
have a five star client reviewthat, you know.
30% of people who took thecourse, basically completed it
within the first week.
Like I wanna have stronger riskreversal on the checkout page.
I wanna change and test outdifferent checkout page design
(08:37):
formats.
'cause again, I use a verybasic.
Generic template.
And I also really wanna startdoing some more abandoned cart
follow up.
'cause there was such a highamount of people who went to the
checkout page.
I would like to do an abandonedcart email sequence that's
specifically for people who didthe checkout.
And I probably would usemessaging that I got from the
info session to tailor that tosomebody who has high interest,
(08:59):
high level of warmth, but stillis I don't know about making the
decision.
I probably will also do a,before you buy video, I like, I
did a Loom video in the email,like we talked about that email,
the Loom video that really justgave a walkthrough of the actual
course.
That Loom video only existed inthat email, so that might be
something I test out either onthe sales page or either on the
(09:21):
checkout page so that peoplehave more of a visual of what's
going on.
So.
Those are the things I wouldprobably be going to tweak to
the checkout page movingforward, because it's just the
sales page converted sobeautifully, and I would love to
see a higher conversion rate onthe actual checkout, checkout
page.
So the metrics I really caredabout and what I don't for this
(09:44):
launch, like the metrics thatreally mattered.
I loved, again, the fact that Ihad such, a, a healthy amount of
first time buyers.
About 52% of people whopurchased this.
Purchase for the very first timefor me, it was the first time
they were buying something fromme.
Again, this offer also reallylet me know, and something I
will continue to do differentlynext time, is make sure that the
(10:04):
offer that I'm selling, if I doa one-off offer, is still
directly aligned with what isneeded for the nucleus core
offer of my business, which isprivate one-on-one.
So the fact that 52% of peoplewere first time buyers, but the
other 48% of buyers were repeatclients of mine.
Who had either bought one-on-onefor me before, had bought one of
my historical programs likeLeverage or Legacy in the past,
(10:27):
had joined a mastermind, hadbought another workshop of mine
from years ago.
This let me know that this offerstill solves a, a problem that
my current audience has that'sstill directly correlated to
priming somebody and qualifyingsomebody to want to work with me
again.
And I think that's really,really important.
Like how are you still solvingthe problems of your existing
audience and increasing thatlifetime value?
(10:49):
And again, if I were to create anew offer.
I wanna, I will make sure to,maintain that congruency in the
solution as it relates to reallywhat the core nucleus of my
business model is.
Other thing that worked reallywell again, is the email click
through conversion rates.
About 55% of people whopurchased clicked the sales page
from some email.
(11:09):
So leveraging email andmirroring the messaging across
the board is again, is somethingI will do again in the next
launch or just maintain and as arule of thumb and anything that
I'm selling in the future.
And the wait list, like I reallybelieve in having a runway.
For an offer, especially if itis new.
But in today's type of climate,when we are in a more discerning
(11:33):
climate and more of a trustrecession, people are taking
longer to make a decision.
It's not that they're not goingto make a decision, it's not
that they don't want to workwith you, but they are being
much more methodical about whenand how they do it.
And just honoring that.
So I probably will continue tohave a wait list across the
board.
I have a wait list for myprivate one-on-one.
It's a huge reason why when Iopen up one-on-one coaching
(11:56):
spots they sell out so fast isbecause there is a wait list and
I'm nurturing that wait list.
I'm talking to that wait list.
I am, creating content to buildthat relationship and establish
that trust and create thatconnection so that when it does,
when a spot does open up, itsells out really fast.
And I think that that reallywent to show here'cause about
18% of the sales that I had forthis launch happened by way of
(12:19):
wait list purchasers.
And that is something that Iwill do differently.
Or maintain consistency on in inthe future is maintaining wait
list and doing a wait list formy offer.
Having some sort of incentivefor people to join the actual
wait list like I did during thislaunch.
When people joined the waitlist, they got early access to
lesson one of the course, andthen I had a wait list.
(12:41):
Email sequence follow up on theend there where they could
purchase the course before Ieven finished creating it.
And I think that really helped,again, validate the offer, build
momentum.
It gave me conviction, tocontinuously move forward.
And then the people thatpurchased before the program was
even done, who purchased duringthe wait list time period, I
(13:01):
reached out to them.
Okay.
I talked to them, I asked them,what are you most looking
forward to seeing inside of thiscourse?
And that gave me really goodinsight.
And it gave me a lot ofaffirmation that what I had been
planning to put in the coursewas congruent with why, like
what they were hoping they wouldget.
But it also gave me some reallygood intel that I was able to
add a few things into my coursethat otherwise I wouldn't have
(13:22):
thought of if I wouldn't haveasked them.
So I think that that was reallya big thing for me too.
The things that I cared veryless, like I cared less about
was vanity metrics, likeInstagram likes, Instagram
follow new followers andhonestly, even Instagram views,
I.
And as I feel like I say thisall the time, and even though I
(13:43):
know this to the core, it'sstill hard not to pay attention
to those vanity metrics onsocial because the other thing
that I'm noticing, my audiencehas always type, typically been
lurkers.
They are silent decision makers.
They will watch me, consume me,read me.
They do not publicly engage.
Often until after they'veactually bought from me.
And that is very common buyerbehavior pattern.
(14:05):
When you're dealing with moreaffluent buyers, you're dealing
with more sophisticatedconsumers, and especially when
you typically sell more higherticket, those people want
privacy like they.
I don't know what it is.
It's like you, you don't youwill privately share who your
coach is and who you're learningfrom, but they very rarely will
wanna do that publicly.
(14:25):
And I just know that about mybuyer and I'm just like, even
when I'm selling this type ofoffer, I went in with that
mentality.
And so that one, one thing Ireally paid attention to was
just creating content.
That yes, I, if it gets likes,great.
If it gets new followers, great.
But that wasn't the goal.
The goal was just what is, whatneeds to be communicated and
(14:46):
what needs to be said.
For my private and silentdecision makers, how can I speak
to them and what are othermetrics I can pay attention to
that lets me know that they arenoticing that have nothing to do
with likes, and I pay attentionto the number of saves.
It's quite, it's reallyinteresting that during this
launch, all of my launchcontent.
I had equally amounts amount ofsaves, and sometimes my posts
(15:08):
had more saves and I had likes,which lets me know folks were
seeing it, honey.
Okay.
They were like, they were savingit to their profile to come back
and revisit.
But they may not even double tapthe dang on thing.
And I know if you're listening,you probably did that too if you
purchased the course.
'cause that's just, that's justwho my audience is.
And I think that that is justsomething we need to normalize
(15:29):
is like pay attention to whatyour buyer behavior pattern is
of your buyers.
Okay.
Like my most active people onpublic engagement on social,
they usually have already boughtfrom me.
Or they're like my evangelists.
They are my rock hard.
They've been, riding with me fora long time, but they're not
like my biggest buyers.
(15:49):
Now, I do think it's veryinteresting that people will
comment and like my, see a post,wanna comment on it.
They will send the post to myInstagram dms and then DM me
what they could have justcommented publicly.
That happens also very often.
Open rates without clicks.
I really paid attention to myactual emails.
(16:10):
I logged everything inside of mycontent hub inside of Airtable.
I use Airtable for all of mydata management.
And I would, every day I wouldtrack the email that was sent,
the subject lines that wetested.
I ab tested pretty much all ofmy emails that were sent out to
see which sub subject linesworked better and performed
better for the and then we'dtrack the daily metrics of
(16:32):
click-through rates, open ratesnumber of unsubscribes all that
type of data.
And then I also track the numberof sales that happen on that
day.
Now, I can't contribute allthose sales directly to that
email, but it's still goodinformation for us to look at.
And I really just paid attentionto, I did look at open rates,
which was important.
'Cause it helped me know okay,the messaging for the subject
(16:55):
line, are we doing what we needto do?
Do we need to test or tweakthis?
But I really paid attention tothe emails that had the highest
click through rates, becauseonce somebody got in, it's okay,
which emails are really drivingpeople?
And what messaging is withinthat email that's really driving
people to want to click Andactually look at my sales page,
honey.
And I thought that was very,very interesting what we noticed
(17:15):
there.
And I just highly recommend thatyou track that data and look at,
the click through rates and, butlook at it from a different lens
and how you're looking at youropen rates.
'Cause that really just was verytelling on what messaging
performed well, what messagingwe should double down on if we
ever were to sell this again orlaunch this again or what have
you.
And it was just also reallyinteresting to see the.
(17:36):
The daily sales.
Historically when I would dolaunches, I would get a big
amount of sales at the verybeginning.
I think maybe 30% of sales wouldhappen within the first 48
hours.
And then like I would have aheavy amount of deadline dancers
at the very, very end where 40or 50% of our sales will happen
in the last 48 hours.
It was like most sales happenwithin the, at a 48 hour window
(17:59):
at the very beginning and end ofa launch.
This launch, it was prettysteady throughout, which I
thought was pretty interesting.
We, we, it wa it wa it justwasn't as much of a gap as it
used to be.
There were definitely days wherethere were like spikes and peaks
and there was still like a goodamount of people that bought at
the very end, but it was muchmore steady throughout, which
(18:20):
again, I think is like a shiftin buyer behavior pattern that
we're noticing that I'm noticingacross the board even for my
clients.
And that changes again, how weemotionally relate to our
launches.
Because I think most of us areused to like dopamine hits at
the beginning.
Then we freak out and we, maybelose energy or get a little bit
nervous and then we do this,like this last minute Hail Mary
(18:41):
at the end.
Versus I think me maintainingthat neutral energy and that
neutral emotional dynamicthroughout this launch was
really powerful because it didnot have me aborting the
mission.
It did not have me, overthinkingand like deleting things or
stopping things that I hadplanned, or like feeling like I
(19:02):
had to do this frantic things atthe very end.
It was just like, maintain thecourse and the data really
showed that it's okay for the,the launch was still great.
Metrics were still good.
It's just the sales, the patternof how things happened looked a
little bit differently.
So advice that I would give foryou for your next launch based
off of what I've learned overthis launch is, number one,
(19:26):
while you're prepping for alaunch, is give yourself a
runway.
This is not a sprint, in orderto give yourself a runway, that
means your relationship to yourbusiness model has to change.
Like giving yourself a 90 dayrunway for a new offer.
Ask yourself right now, likewhat would have to change and
how your offers are currentlystructured, how your business is
(19:47):
currently operating, whatsystems would need to be set up
for you to be able to beproactive long term in order for
you to even give yourself arunway?
I think that is something that Isee.
Especially again for moreseasoned business owners because
I think very few of us have,have given ourselves that much
of a runway historically.
We used to be able to come upwith an idea, launch it, sell
(20:09):
it, it would sell out, it wouldperform well and in a very short
timeframe.
And it's not, I'm not sayingthat that can't still happen,
but even when I think about myprivate one-on-one, I always
have a wait list.
I'm always nurturing thoseleads.
So when a spot does become open,it does typically sell out
quickly.
But you have to give context tothat.
I am still giving my privateone-on-one prospects a longer
(20:33):
wait list and nurturing themover a longer period of time so
that when I do open up doors andif they are interested, they are
able to move forward.
But it's not like this random,I'm dropping this new thing out
of nowhere and you have sevendays to make this high pressure
decision around, a three or fourfigure price tag offer.
So I think that that is going torequire us to, to change how we
(20:56):
are leading our business and howwe are structuring our models.
And like where, and when we arechoosing to sell and launch
different things, to create thatrunway, to create more success
in our launch, because we doneed that time to build that
trust.
We do that need that time tohelp our clients trust
themselves in whatever decisionthat they're making.
We need to give our audiencetime to make a decision, not
(21:18):
feel this high level ofintensity and pressure and fomo
and manipulation.
And really, quite honestly,unethical tactics that might
work and get the sale, butusually lead to higher refund
rates, higher failed paymentrates, a higher percentage of
misaligned clients that you'rehaving to deal with and work
with over these long extendedperiods of contracts.
(21:38):
Like I think that's the flipside.
And I do think that even withthis offer.
It's like people aren't askingfor refunds after they bought
because they trusted thedecision that they made before
they purchased.
We're not dealing with likemassive amounts of disputes or
like refund requests or peoplelike be feeling this buyer
remorse because why We're notpressuring them into making a
(22:00):
decision.
We are supporting them in makinga decision and supporting them
and trusting themselves in thedecision that they're making
through the messaging, throughthe launch strategy, through the
runway we gave.
But it's not this manipulative,coercive thing where it's get in
or roast.
Everything's gonna fall apart.
It's sis chill out.
And I think that buyers arebecoming more discerning and
that's why they are morediscerning.
(22:22):
'cause many of us have purchasedhistorically like that.
And we're not trying to repeatthat pattern because we've,
we've made those mistakes andyou're dealing with a more, more
evolved and more matureconsumer.
That's probably the biggestpiece of advice I would give and
where I would focus first if I'mpreparing for a new launch is
one is get clear on yourmessaging.
I cannot emphasize that enough.
(22:44):
Because I think that if you'rehaving a difficult time
positioning the offer, coming upwith a program promise for the
offer, coming up with content touse to even pre-launch and warm
up your list, you're coming,you're struggling with what to
write on the sales page.
It's not like you are doing themarketing activities, but you
are missing, missing themessaging component, which makes
(23:07):
those marketing activitieseffectively work.
Your messaging is what you sayyour marketing is where you say
it, how you say it, thefrequency at what you say it.
But you have to nail what needsto be said.
And I think that this launchreally showed me that my
messaging was doing its job,honey.
Okay?
I was marketing like a CEO, punintended.
Build your email list, and Idon't mean build your email list
(23:29):
in the sense of what I see a lotof digital marketers showing us
to do.
Hey, if you just get a thousandpeople on your email list, you
should be able to convert atleast, 10% of them.
I not like that.
I mean, build, build your emaillist with a level of
intentionality as it relates tothe.
Solution that you are selling,the vehicle that you are
teaching, and what you canreally do to create some level
(23:49):
of to entice people to want tojoin your email list in
correlation to the offer.
So similar here, I had a waitlist with an incentive to listen
to the first lesson of the firstmodule.
That gave me a high level ofvalidation that that lead was,
high, high level of warmth andhad a high level of interest in
(24:10):
what it was that I was selling.
And that is what helped me growthe email list.
But it wasn't like build theemail list by all means.
And the messaging I'm using toget them on the email list is
totally misaligned from theoffer that I'm selling.
That needs to be congruent.
So that was really effective forme.
And just mirror more of yourcontent across multi-channels
versus feeling like everychannel that you are promoting
(24:32):
needs to be totally differentmessaging.
So that's what I mean by havinga clear and a very simple
content plan.
I talk about this more in marketlike a CEO.
Of how do you fill in those gapsto reduce perceived risk and
align your messaging with howpeople are making buying
decisions.
But like I mentioned before, Ireally mirrored my messaging.
I started with Instagram as myprimary platform where I tested
(24:53):
a lot of different angles ofmessaging.
Once the messaging wasperforming well, I mirrored that
messaging in my emails.
I mirrored that messaging in mypodcast.
I mirror that messaging on thesales page.
So the messaging was corethroughout, and then I just
adapted, then adjusted theformat to fit the platform.
Where it was being re repeatedand being mirrored.
(25:14):
So I think that was reallyeffective.
And what I will continue to do afew other things that I'm
thinking about for next time orjust for this, I'm still trying
to make a decision on will I putthis on Evergreen and if this is
on Evergreen, will it primarilybe organic evergreen, or if I'm
gonna test out running paid adsto warm leads on Evergreen, that
(25:35):
is something I have not made adecision on yet.
This big, this whole launch wasreally a test to see how it
would work, how it wouldperform.
I think based on my metrics, Ifeel like it will perform well
in an evergreen format, but I'mstill trying to decide what that
will be, if I'll change theprice, if it goes on Evergreen.
So I'm still in the decision.
I.
Caliber around that.
If you have any ideas, send me aDM and let me know.
(25:57):
'Cause I haven't ran paid ads inmy business since 2017, which is
bananas.
But I could see this performingvery well as a way to just get
new people into my world butalso be able to offset the cost
of ad spend with the purchase ofthis program.
So that's still TBD.
I do plan on possibly launchingthis at least annually, like
(26:18):
doing a targeted launch similarto what I just did on an annual
basis.
That's something I, I can seehappening down the line where it
does have that live messagingmini mind upgrade.
So I might do this again nextyear as a live launch type of
thing, like I just did here.
And, but it really just dependson my capacity.
So this year I'm really justtesting a lot of things, seeing
how it feels, seeing how itperforms.
(26:40):
Seeing what happens with it.
I wanna finish the messagingmini mind out.
'cause I had three weeks of livecoaching support, so we have one
more live coaching callhappening.
I wanna finish that out and seewhat happens after that, before
I make my decision.
But those are some things I amthinking about.
Like I also gonna be do, doingdifferently.
I will be introducing thatabandoned cart email sequence
after for it to increase and seewhat we can do to tweak the
(27:03):
percentage of people who get tothe checkout page and increase
that conversion rate on thatcheckout page.
And also just adjusting thedesign of that checkout page to
see if we can increase thatconversion.
So those are all my biggestlessons learned from this
launch.
What worked, what didn't, what Iwould do differently.
Advice I have for you.
I really hope this wasinsightful.
I know I'm a little nosy Rosie.
(27:24):
I love when people do launchdebrief, so I wanted to share
mine with you.
If you have any other questions,pop them in the comments on this
YouTube video.
Or feel free to send me a DMover on Instagram.
I'm at Isha Hawk.
I would love to chat with you.
And again, just thank you fortuning in.
I appreciate you being here.
I appreciate you listening.
I appreciate you sharing thiswith a friend.
If this ends up in yourbusiness, bestie group chat.
(27:46):
Let me know.
Okay?
And I just hope you have a greatrest of your day.
I look forward to seeing you inthe next episode.
We're back.
If you haven't listened to partone of this series where I'm
breaking down the market like aCEO launch debrief, definitely
go back because in part one, wecovered the wins, the data, and
the mindset shifts that made thelaunch such a success.
But today, okay, we gonna getinto the of nitty gritty, what
didn't work, what I wouldchange, what I'm going to do
(00:21):
differently, how I'm thinkingabout next steps.
And without tell anyone gearingup for a launch like this.
So I'm not gonna do a ton ofbackground because we covered
that in the last episode, butthere's a few things that I also
tested out during this launchthat was pretty interesting, and
I'm like, it feels like a rookiemistake, but I'm like, okay,
this happens and I'm taking noteand this is what I'm gonna do
(00:43):
differently next time.
So during the launch, probablymaybe a week before I opened
cart, I decided that I was gonnaalso include a Zoom info
session.
Most people typically offerthese types of info sessions or
webinars at the very beginningof a launch to kick off the
launch momentum.
For me, I was like, I reallywant to test and see how much.
(01:05):
I can really just rely on mymessaging, my emails, my
Instagram content to move peopleto buy, and at the very tail end
for my decision makers who arelike, I'm really interested, but
I don't know, they're on thefence.
So lukewarm folks, I wanted todo like a last minute push to
get people over the edge, andthat was really my mindset into
(01:26):
this.
I wanted to focus because thiswas a brand new offer.
I, it was a brand new deliveryformat.
I didn't want to rely on awebinar or like a large launch
event to.
Catapult sales In the beginningI wanted to just focus on my
email and Instagram and reallyrely on that first and foremost.
But I still wanted to do somesort of live info session
(01:49):
because I didn't do any livestreams during this launch.
Again, this is part of thetesting parameters of launching
something new.
I'm also very seasoned.
I've been doing this for a longtime.
I have a very warm audience, soI wanted to test out like the
lowest and minimum viableproduct given what my current
circumstances were, the warmthof my audience, the interest I
(02:10):
already knew that was there,that I had already validated,
and I talked a lot about thatduring part one in the series,
but I wanted to still do somesort of live interactive.
Something and I did just an infosession, so it was not like this
structured webinar where Itaught a lot of stuff and then
at the very end I pitched you oranything like that.
It was a Zoom call.
People could register.
(02:31):
It was low barrier to entry andit was like, Hey, there's 48
hours left before cart closes ifyou wanna come.
Come, I'll answer any lastminute questions you have and
just help you make a decision.
So 66 people signed up for theinfo session and this info
session was not heavilypromoted.
It was like in the PS sub, likethe PS section of a few, like
(02:54):
maybe three or four emails, andI think I might've did one or
two Instagram stories justtelling my Instagram audience
about it.
So it wasn't like, again, it wasnot like a typical launch event
where I was trying to rally upall this energy and excitement
or whatever, but it was like alast minute.
If you're lukewarm and on thefence, come talk to me.
Let's help you make a decision.
And I still wanted, again, to dosomething, even though this was
(03:16):
a low ticket offer, like we'vebeen talking about a lot,
people's discernment isridiculously high right now.
As it should be, like for goodreason.
I'm glad we are more discerningin this digital marketing space
right now, but from a seller'sperspective, I'm like, okay, I
still wanna create that humantouchpoint to help establish
that trust for anybody who's onthe edge.
So like I said, 66 people signedup, which I thought was great
(03:39):
from just a few emails in the PSsection and like two Instagram
stories.
Again, it was like 48 hoursbefore cart closed.
And I will say that people wholet me pull the data really
quickly.
Of the people who joined theinfo session, I would say maybe
five of them actually purchasedthe course.
(03:59):
So it wasn't like this hugeconversion moment.
This was also hard to trackbecause I did notice that the
people who joined the infosession they, some of the people
who purchased the course usedifferent email addresses to
purchase.
So I'm not able to like.
It's hard to find out the exactdata there, but I was still able
to look at the people whoclicked, how they were tagged in
(04:20):
my email marketing system, likesix people who opted in for the
info session ended up buyinglike five or six people.
But I do know that people whodid purchase, they literally
told me like they bought on thecall and, and they were my very
warm existing audience members.
People who have been followingme for years had purchased from
(04:40):
me before.
Who were still discerning, likethey didn't, it wasn't that they
didn't trust me, it wasn't thatthey didn't think this was a
good offer, it wasn't any ofthat.
But like they still needed humancontact to trust themselves that
this was the right decision.
And I think that that is just,again, really telling I.
If I was to do this differentlynext time, I probably would host
my info session earlier in thelaunch window more, like
(05:02):
probably at the very beginningor maybe midway through versus
me waiting to just last 48 hoursjust to get more of that contact
in.
I, and I do think that's reallyimportant, but also to create a,
a window runway to offer thereplay because the info session
happened so close to.
Cart closed.
(05:22):
I never sent out the replay.
There was no replay for peopleto watch.
So I would've done that just sothat there could have been more
time for people to consume that'cause.
I do think that would'vecontributed to maybe more
lukewarm buyers who did have ahigh level of trust with me, who
were very warm in my audience,but still needed some sort of
touchpoint to make the decision.
I think that would'vecontributed to more sales, but I
(05:44):
also feel like I could haverepurposed that replay.
A little bit more strategicallyjust even in my email content
based off of like learnings andmessaging that I was getting
live on the call, being able toinfuse it into the launch copy.
I didn't have that, because wewere so close to cart close.
I didn't redo the last fewemails, but that's something I
would do differently.
I'd still keep the info session.
(06:05):
I would just do it earlier,maybe again, like maybe midway
through the launch and leveragethe replay a little bit more and
have a replay option for peopleto watch if they were on the
fence.
Now, I told you in the lastepisode I had 84% of people who
viewed the sales page.
Went to the checkout page, whichis freaking bananas, like Sales
Page was doing what it was meantto do, honey.
(06:28):
And I didn't mention in thatepisode, but like the messaging
for the sales page was the samemessaging that was performing
well on Instagram on my contentthat I had validated first.
And it was the exact samemessaging that I was mirroring
in my email.
So again, there was just highlevel of congruency.
For messaging on all channelsthat people were consuming
during the entire launch,pre-launch and everything.
(06:49):
And I think, again, that issomething that I will do
differently next time.
I haven't really had a launch orhave sold an offer where I had
that much congruency frommessaging on all platforms.
Usually I make a sales page andthe messaging would be slightly
different than the messagingthat I was using on Instagram or
my social, and that'd bedifferent than the messaging I
was using in email.
This time I really mirrored itacross the board, and I think
(07:10):
that that made a huge differenceas to why we had such a high
percentage of people who viewedthe check the sales page, go to
the checkout page.
Now where we had maybe a bit ofa drop off.
I still think it's a greatconversion rate, but my checkout
page converted at about 10 to11%, which I still think is
great.
But with 84% of people goingfrom the sales page to the
(07:31):
checkout, I would've liked tosee a higher sales page
conversion rate.
I, my sales page, my checkoutpage where people were actually
buying was not optimized formuch of anything.
Okay.
There was a big graphic image oflike little bits of what was
inside of the course.
Basically the contactinformation, credit card
information, and that was it.
The next time I do this, I'mactually going to optimize the
(07:53):
checkout page a bit more.
It was something I just didn'treally think about.
I just.
Pulled up some really genericThrive Cart checkout page.
Thrive Cart is what I use for mycheckout pages.
I'll make sure to link that inthe show notes in case you wanna
check out that software.
I really like it because it's aonetime purchase, not a monthly
recurring purchase.
But they, they're like, I wannamake sure on the checkout page I
(08:13):
have stronger risk reversal.
Like meaning, showing moretestimonials on the actual
checkout page, showing moresocial proof that, we have, we
have a five star client reviewthat, you know.
30% of people who took thecourse, basically completed it
within the first week.
Like I wanna have stronger riskreversal on the checkout page.
I wanna change and test outdifferent checkout page design
(08:37):
formats.
'cause again, I use a verybasic.
Generic template.
And I also really wanna startdoing some more abandoned cart
follow up.
'cause there was such a highamount of people who went to the
checkout page.
I would like to do an abandonedcart email sequence that's
specifically for people who didthe checkout.
And I probably would usemessaging that I got from the
info session to tailor that tosomebody who has high interest,
(08:59):
high level of warmth, but stillis I don't know about making the
decision.
I probably will also do a,before you buy video, I like, I
did a Loom video in the email,like we talked about that email,
the Loom video that really justgave a walkthrough of the actual
course.
That Loom video only existed inthat email, so that might be
something I test out either onthe sales page or either on the
(09:21):
checkout page so that peoplehave more of a visual of what's
going on.
So.
Those are the things I wouldprobably be going to tweak to
the checkout page movingforward, because it's just the
sales page converted sobeautifully, and I would love to
see a higher conversion rate onthe actual checkout, checkout
page.
So the metrics I really caredabout and what I don't for this
(09:44):
launch, like the metrics thatreally mattered.
I loved, again, the fact that Ihad such, a, a healthy amount of
first time buyers.
About 52% of people whopurchased this.
Purchase for the very first timefor me, it was the first time
they were buying something fromme.
Again, this offer also reallylet me know, and something I
will continue to do differentlynext time, is make sure that the
(10:04):
offer that I'm selling, if I doa one-off offer, is still
directly aligned with what isneeded for the nucleus core
offer of my business, which isprivate one-on-one.
So the fact that 52% of peoplewere first time buyers, but the
other 48% of buyers were repeatclients of mine.
Who had either bought one-on-onefor me before, had bought one of
my historical programs likeLeverage or Legacy in the past,
(10:27):
had joined a mastermind, hadbought another workshop of mine
from years ago.
This let me know that this offerstill solves a, a problem that
my current audience has that'sstill directly correlated to
priming somebody and qualifyingsomebody to want to work with me
again.
And I think that's really,really important.
Like how are you still solvingthe problems of your existing
audience and increasing thatlifetime value?
(10:49):
And again, if I were to create anew offer.
I wanna, I will make sure to,maintain that congruency in the
solution as it relates to reallywhat the core nucleus of my
business model is.
Other thing that worked reallywell again, is the email click
through conversion rates.
About 55% of people whopurchased clicked the sales page
from some email.
(11:09):
So leveraging email andmirroring the messaging across
the board is again, is somethingI will do again in the next
launch or just maintain and as arule of thumb and anything that
I'm selling in the future.
And the wait list, like I reallybelieve in having a runway.
For an offer, especially if itis new.
But in today's type of climate,when we are in a more discerning
(11:33):
climate and more of a trustrecession, people are taking
longer to make a decision.
It's not that they're not goingto make a decision, it's not
that they don't want to workwith you, but they are being
much more methodical about whenand how they do it.
And just honoring that.
So I probably will continue tohave a wait list across the
board.
I have a wait list for myprivate one-on-one.
It's a huge reason why when Iopen up one-on-one coaching
(11:56):
spots they sell out so fast isbecause there is a wait list and
I'm nurturing that wait list.
I'm talking to that wait list.
I am, creating content to buildthat relationship and establish
that trust and create thatconnection so that when it does,
when a spot does open up, itsells out really fast.
And I think that that reallywent to show here'cause about
18% of the sales that I had forthis launch happened by way of
(12:19):
wait list purchasers.
And that is something that Iwill do differently.
Or maintain consistency on in inthe future is maintaining wait
list and doing a wait list formy offer.
Having some sort of incentivefor people to join the actual
wait list like I did during thislaunch.
When people joined the waitlist, they got early access to
lesson one of the course, andthen I had a wait list.
(12:41):
Email sequence follow up on theend there where they could
purchase the course before Ieven finished creating it.
And I think that really helped,again, validate the offer, build
momentum.
It gave me conviction, tocontinuously move forward.
And then the people thatpurchased before the program was
even done, who purchased duringthe wait list time period, I
(13:01):
reached out to them.
Okay.
I talked to them, I asked them,what are you most looking
forward to seeing inside of thiscourse?
And that gave me really goodinsight.
And it gave me a lot ofaffirmation that what I had been
planning to put in the coursewas congruent with why, like
what they were hoping they wouldget.
But it also gave me some reallygood intel that I was able to
add a few things into my coursethat otherwise I wouldn't have
(13:22):
thought of if I wouldn't haveasked them.
So I think that that was reallya big thing for me too.
The things that I cared veryless, like I cared less about
was vanity metrics, likeInstagram likes, Instagram
follow new followers andhonestly, even Instagram views,
I.
And as I feel like I say thisall the time, and even though I
(13:43):
know this to the core, it'sstill hard not to pay attention
to those vanity metrics onsocial because the other thing
that I'm noticing, my audiencehas always type, typically been
lurkers.
They are silent decision makers.
They will watch me, consume me,read me.
They do not publicly engage.
Often until after they'veactually bought from me.
And that is very common buyerbehavior pattern.
(14:05):
When you're dealing with moreaffluent buyers, you're dealing
with more sophisticatedconsumers, and especially when
you typically sell more higherticket, those people want
privacy like they.
I don't know what it is.
It's like you, you don't youwill privately share who your
coach is and who you're learningfrom, but they very rarely will
wanna do that publicly.
(14:25):
And I just know that about mybuyer and I'm just like, even
when I'm selling this type ofoffer, I went in with that
mentality.
And so that one, one thing Ireally paid attention to was
just creating content.
That yes, I, if it gets likes,great.
If it gets new followers, great.
But that wasn't the goal.
The goal was just what is, whatneeds to be communicated and
(14:46):
what needs to be said.
For my private and silentdecision makers, how can I speak
to them and what are othermetrics I can pay attention to
that lets me know that they arenoticing that have nothing to do
with likes, and I pay attentionto the number of saves.
It's quite, it's reallyinteresting that during this
launch, all of my launchcontent.
I had equally amounts amount ofsaves, and sometimes my posts
(15:08):
had more saves and I had likes,which lets me know folks were
seeing it, honey.
Okay.
They were like, they were savingit to their profile to come back
and revisit.
But they may not even double tapthe dang on thing.
And I know if you're listening,you probably did that too if you
purchased the course.
'cause that's just, that's justwho my audience is.
And I think that that is justsomething we need to normalize
(15:29):
is like pay attention to whatyour buyer behavior pattern is
of your buyers.
Okay.
Like my most active people onpublic engagement on social,
they usually have already boughtfrom me.
Or they're like my evangelists.
They are my rock hard.
They've been, riding with me fora long time, but they're not
like my biggest buyers.
(15:49):
Now, I do think it's veryinteresting that people will
comment and like my, see a post,wanna comment on it.
They will send the post to myInstagram dms and then DM me
what they could have justcommented publicly.
That happens also very often.
Open rates without clicks.
I really paid attention to myactual emails.
(16:10):
I logged everything inside of mycontent hub inside of Airtable.
I use Airtable for all of mydata management.
And I would, every day I wouldtrack the email that was sent,
the subject lines that wetested.
I ab tested pretty much all ofmy emails that were sent out to
see which sub subject linesworked better and performed
better for the and then we'dtrack the daily metrics of
(16:32):
click-through rates, open ratesnumber of unsubscribes all that
type of data.
And then I also track the numberof sales that happen on that
day.
Now, I can't contribute allthose sales directly to that
email, but it's still goodinformation for us to look at.
And I really just paid attentionto, I did look at open rates,
which was important.
'Cause it helped me know okay,the messaging for the subject
(16:55):
line, are we doing what we needto do?
Do we need to test or tweakthis?
But I really paid attention tothe emails that had the highest
click through rates, becauseonce somebody got in, it's okay,
which emails are really drivingpeople?
And what messaging is withinthat email that's really driving
people to want to click Andactually look at my sales page,
honey.
And I thought that was very,very interesting what we noticed
(17:15):
there.
And I just highly recommend thatyou track that data and look at,
the click through rates and, butlook at it from a different lens
and how you're looking at youropen rates.
'Cause that really just was verytelling on what messaging
performed well, what messagingwe should double down on if we
ever were to sell this again orlaunch this again or what have
you.
And it was just also reallyinteresting to see the.
(17:36):
The daily sales.
Historically when I would dolaunches, I would get a big
amount of sales at the verybeginning.
I think maybe 30% of sales wouldhappen within the first 48
hours.
And then like I would have aheavy amount of deadline dancers
at the very, very end where 40or 50% of our sales will happen
in the last 48 hours.
It was like most sales happenwithin the, at a 48 hour window
(17:59):
at the very beginning and end ofa launch.
This launch, it was prettysteady throughout, which I
thought was pretty interesting.
We, we, it wa it wa it justwasn't as much of a gap as it
used to be.
There were definitely days wherethere were like spikes and peaks
and there was still like a goodamount of people that bought at
the very end, but it was muchmore steady throughout, which
(18:20):
again, I think is like a shiftin buyer behavior pattern that
we're noticing that I'm noticingacross the board even for my
clients.
And that changes again, how weemotionally relate to our
launches.
Because I think most of us areused to like dopamine hits at
the beginning.
Then we freak out and we, maybelose energy or get a little bit
nervous and then we do this,like this last minute Hail Mary
(18:41):
at the end.
Versus I think me maintainingthat neutral energy and that
neutral emotional dynamicthroughout this launch was
really powerful because it didnot have me aborting the
mission.
It did not have me, overthinkingand like deleting things or
stopping things that I hadplanned, or like feeling like I
(19:02):
had to do this frantic things atthe very end.
It was just like, maintain thecourse and the data really
showed that it's okay for the,the launch was still great.
Metrics were still good.
It's just the sales, the patternof how things happened looked a
little bit differently.
So advice that I would give foryou for your next launch based
off of what I've learned overthis launch is, number one,
(19:26):
while you're prepping for alaunch, is give yourself a
runway.
This is not a sprint, in orderto give yourself a runway, that
means your relationship to yourbusiness model has to change.
Like giving yourself a 90 dayrunway for a new offer.
Ask yourself right now, likewhat would have to change and
how your offers are currentlystructured, how your business is
(19:47):
currently operating, whatsystems would need to be set up
for you to be able to beproactive long term in order for
you to even give yourself arunway?
I think that is something that Isee.
Especially again for moreseasoned business owners because
I think very few of us have,have given ourselves that much
of a runway historically.
We used to be able to come upwith an idea, launch it, sell
(20:09):
it, it would sell out, it wouldperform well and in a very short
timeframe.
And it's not, I'm not sayingthat that can't still happen,
but even when I think about myprivate one-on-one, I always
have a wait list.
I'm always nurturing thoseleads.
So when a spot does become open,it does typically sell out
quickly.
But you have to give context tothat.
I am still giving my privateone-on-one prospects a longer
(20:33):
wait list and nurturing themover a longer period of time so
that when I do open up doors andif they are interested, they are
able to move forward.
But it's not like this random,I'm dropping this new thing out
of nowhere and you have sevendays to make this high pressure
decision around, a three or fourfigure price tag offer.
So I think that that is going torequire us to, to change how we
(20:56):
are leading our business and howwe are structuring our models.
And like where, and when we arechoosing to sell and launch
different things, to create thatrunway, to create more success
in our launch, because we doneed that time to build that
trust.
We do that need that time tohelp our clients trust
themselves in whatever decisionthat they're making.
We need to give our audiencetime to make a decision, not
(21:18):
feel this high level ofintensity and pressure and fomo
and manipulation.
And really, quite honestly,unethical tactics that might
work and get the sale, butusually lead to higher refund
rates, higher failed paymentrates, a higher percentage of
misaligned clients that you'rehaving to deal with and work
with over these long extendedperiods of contracts.
(21:38):
Like I think that's the flipside.
And I do think that even withthis offer.
It's like people aren't askingfor refunds after they bought
because they trusted thedecision that they made before
they purchased.
We're not dealing with likemassive amounts of disputes or
like refund requests or peoplelike be feeling this buyer
remorse because why We're notpressuring them into making a
(22:00):
decision.
We are supporting them in makinga decision and supporting them
and trusting themselves in thedecision that they're making
through the messaging, throughthe launch strategy, through the
runway we gave.
But it's not this manipulative,coercive thing where it's get in
or roast.
Everything's gonna fall apart.
It's sis chill out.
And I think that buyers arebecoming more discerning and
that's why they are morediscerning.
(22:22):
'cause many of us have purchasedhistorically like that.
And we're not trying to repeatthat pattern because we've,
we've made those mistakes andyou're dealing with a more, more
evolved and more matureconsumer.
That's probably the biggestpiece of advice I would give and
where I would focus first if I'mpreparing for a new launch is
one is get clear on yourmessaging.
I cannot emphasize that enough.
(22:44):
Because I think that if you'rehaving a difficult time
positioning the offer, coming upwith a program promise for the
offer, coming up with content touse to even pre-launch and warm
up your list, you're coming,you're struggling with what to
write on the sales page.
It's not like you are doing themarketing activities, but you
are missing, missing themessaging component, which makes
(23:07):
those marketing activitieseffectively work.
Your messaging is what you sayyour marketing is where you say
it, how you say it, thefrequency at what you say it.
But you have to nail what needsto be said.
And I think that this launchreally showed me that my
messaging was doing its job,honey.
Okay?
I was marketing like a CEO, punintended.
Build your email list, and Idon't mean build your email list
(23:29):
in the sense of what I see a lotof digital marketers showing us
to do.
Hey, if you just get a thousandpeople on your email list, you
should be able to convert atleast, 10% of them.
I not like that.
I mean, build, build your emaillist with a level of
intentionality as it relates tothe.
Solution that you are selling,the vehicle that you are
teaching, and what you canreally do to create some level
(23:49):
of to entice people to want tojoin your email list in
correlation to the offer.
So similar here, I had a waitlist with an incentive to listen
to the first lesson of the firstmodule.
That gave me a high level ofvalidation that that lead was,
high, high level of warmth andhad a high level of interest in
(24:10):
what it was that I was selling.
And that is what helped me growthe email list.
But it wasn't like build theemail list by all means.
And the messaging I'm using toget them on the email list is
totally misaligned from theoffer that I'm selling.
That needs to be congruent.
So that was really effective forme.
And just mirror more of yourcontent across multi-channels
versus feeling like everychannel that you are promoting
(24:32):
needs to be totally differentmessaging.
So that's what I mean by havinga clear and a very simple
content plan.
I talk about this more in marketlike a CEO.
Of how do you fill in those gapsto reduce perceived risk and
align your messaging with howpeople are making buying
decisions.
But like I mentioned before, Ireally mirrored my messaging.
I started with Instagram as myprimary platform where I tested
(24:53):
a lot of different angles ofmessaging.
Once the messaging wasperforming well, I mirrored that
messaging in my emails.
I mirrored that messaging in mypodcast.
I mirror that messaging on thesales page.
So the messaging was corethroughout, and then I just
adapted, then adjusted theformat to fit the platform.
Where it was being re repeatedand being mirrored.
(25:14):
So I think that was reallyeffective.
And what I will continue to do afew other things that I'm
thinking about for next time orjust for this, I'm still trying
to make a decision on will I putthis on Evergreen and if this is
on Evergreen, will it primarilybe organic evergreen, or if I'm
gonna test out running paid adsto warm leads on Evergreen, that
(25:35):
is something I have not made adecision on yet.
This big, this whole launch wasreally a test to see how it
would work, how it wouldperform.
I think based on my metrics, Ifeel like it will perform well
in an evergreen format, but I'mstill trying to decide what that
will be, if I'll change theprice, if it goes on Evergreen.
So I'm still in the decision.
I.
Caliber around that.
If you have any ideas, send me aDM and let me know.
(25:57):
'Cause I haven't ran paid ads inmy business since 2017, which is
bananas.
But I could see this performingvery well as a way to just get
new people into my world butalso be able to offset the cost
of ad spend with the purchase ofthis program.
So that's still TBD.
I do plan on possibly launchingthis at least annually, like
(26:18):
doing a targeted launch similarto what I just did on an annual
basis.
That's something I, I can seehappening down the line where it
does have that live messagingmini mind upgrade.
So I might do this again nextyear as a live launch type of
thing, like I just did here.
And, but it really just dependson my capacity.
So this year I'm really justtesting a lot of things, seeing
how it feels, seeing how itperforms.
(26:40):
Seeing what happens with it.
I wanna finish the messagingmini mind out.
'cause I had three weeks of livecoaching support, so we have one
more live coaching callhappening.
I wanna finish that out and seewhat happens after that, before
I make my decision.
But those are some things I amthinking about.
Like I also gonna be do, doingdifferently.
I will be introducing thatabandoned cart email sequence
after for it to increase and seewhat we can do to tweak the
(27:03):
percentage of people who get tothe checkout page and increase
that conversion rate on thatcheckout page.
And also just adjusting thedesign of that checkout page to
see if we can increase thatconversion.
So those are all my biggestlessons learned from this
launch.
What worked, what didn't, what Iwould do differently.
Advice I have for you.
I really hope this wasinsightful.
I know I'm a little nosy Rosie.
(27:24):
I love when people do launchdebrief, so I wanted to share
mine with you.
If you have any other questions,pop them in the comments on this
YouTube video.
Or feel free to send me a DMover on Instagram.
I'm at Isha Hawk.
I would love to chat with you.
And again, just thank you fortuning in.
I appreciate you being here.
I appreciate you listening.
I appreciate you sharing thiswith a friend.
If this ends up in yourbusiness, bestie group chat.
(27:46):
Let me know.
Okay?
And I just hope you have a greatrest of your day.
I look forward to seeing you inthe next episode.
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