S8 EP4: Craft Your Irresistible Offer: 5 Elements To Make Clients Say YES Every Time!

Episode Transcript
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Speaker 1 (00:00):
What if you could craft an offer so irresistible
your clients could not say no?
In this episode, we're going toshow you the five elements of
an irresistible offer,step-by-step, plus real-world
examples and the most commonmistakes that we see online
business owners make thatabsolutely kill the sale.

(00:20):
So if you want to actually addmore money to your bottom line
and crush your offers, make themabsolutely irresistible, you've
got to watch this episode.

Speaker 2 (00:30):
Show me the money please.

Speaker 1 (00:32):
Of course you have to go there.
What's up, Amelia?
It's Kim.

Speaker 2 (00:37):
And Chris.

Speaker 1 (00:37):
And you're listening to the Business Lounge Podcast.

Speaker 2 (00:40):
In each episode, we'll break down all the latest
in online marketing, give youall the deets on what's working
now to turn your content intocustomers, boost your leads and
sales and scale your businessfast.

Speaker 1 (00:50):
All without compromising on what you care
about most faith, family andfreedom.
And listen, it's all real, rawand unfiltered.
So let's start the show.
Welcome back to the BusinessKnowledge Podcast.
I am your co-host, kimberly AnnJimenez.
I'm here with Chris.

Speaker 2 (01:08):
I'm also your co-host , co-host, co-host.

Speaker 1 (01:10):
Co-host Season eight.
It's been amazing so farReleased the first three
episodes and you guys so did youget promoted?
Did I get promoted?
For what?

Speaker 2 (01:18):
From manager to co-manager no.

Speaker 1 (01:21):
I got demoted.
I'm getting promoted as well.

Speaker 2 (01:27):
I got demoted and you got promoted.
No but Host to co-host.

Speaker 1 (01:29):
Listen, stay focused.
I was talking about how awesomethe response has been to the
first three episodes and we'resuper pumped.
Those sweet Vagina fans guys.
We had no idea if they weregoing to do well or not.
We told you that in the firstcouple ones, but you guys loved
our pricing episode.
So far We've only released twoof them.
I think the third one's goingto be more like a connection

(01:51):
piece.
I don't know if people aregoing to love that one, but
we'll see if we get a bunch ofunsubscribes.

Speaker 2 (01:56):
We're currently still in the free world, in the free
world.

Speaker 1 (02:00):
So it'll be interesting.
So it'll be interesting.
You guys loved talking aboutpricing, and if you haven't
watched our pricing episode, gowatch that after this one.
This one is very foundational.
We're going to talk about againthat offer, and I think, chris,
this is one of the things wesee constantly that holds online
business owners back,especially if you have a service
where you sell a course or kindof hybrid, where you do

(02:21):
coaching and also courses, guys,you're not charging enough, but
most of you don't have theconfidence to do that because
you have not slam dunk the offerjust yet, and that's what we're
gonna teach you to do intoday's episode.
So let's start off by talkingabout the popular offer mistakes
.
We see constantly.

Speaker 2 (02:38):
Yeah, I think it's important to start with mistakes
first, because once you cankind of eliminate most of those,
then we can start building onefforts.
But most of what we see, Iwould say, is is going to be a
lot of the mistakes that peopleare making.

Speaker 1 (02:51):
Yeah, especially when it comes to pricing.
Only that first one, where it'seither too low, too high or
super confusing yeah, so let me.

Speaker 2 (02:58):
We got a slide pulled up for you guys and we got our
cat visiting one of our cats youwant to say hi to everybody so
she's here, that's happening, umyeah, so let me pull this up
for you guys real quick becauseI think this would be super
helpful.
To go ahead and see this we gotslides so we talked about this
in the last episode.
right, when you're it's, yourpricing is all over the place.
You don't have a concretepricing strategy, you haven't

(03:19):
validated that pricing.
We call it qualifying thepricing, right, um, but so it's
either too low, too high or it'sjust confusing, and a lot of
people get a little too QC withsome of their price positioning,
where they're like, well, youcould do this for this and this
for this.
So I had, um, I have anexecutive coach that I work with
and I'm not picking on anybodyin particular here but he was
getting quotes to do like aghostwriter for his book that

(03:41):
he's releasing, and one personjust was trying to be so
flexible and so accommodatingthat it was just outright
confusing.
So, even though her pricing wasactually, when you figured it
all out, it wasn't as bad in thesense of expensive, right, in
his view, but it was exhaustingtoo many calories for him to
have to figure out what the heckwould be what.

(04:02):
Yeah, the final price Right, andso sometimes what we end up
doing is to try toover-accommodate all the
different specific requests thatwe may get from people.
Our pricing is actuallyconfusing.

Speaker 1 (04:12):
Yeah, and I think we see this a lot with service
providers too, where you areused to custom quoting for
individual clients and so whenyou are forced to come up with
an actual offer, then you'relike, well, you could add this
and you could do that, and thenit just becomes like a
discombobulated that's the wordI'm looking for mess, and it's

(04:35):
too overwhelming.
So I think that a lot of timeswhen we, like you said, when we
make their clients exhaust toomany calories, you lose them.

Speaker 2 (04:42):
They're gone.

Speaker 1 (04:43):
It's got to be clear, it's got to be simple, it's got
to be precise, and so I don'tknow if you have other examples
or anything you want to add onto that yeah, sometimes a lot of
software programs, they havelike five different tiers.
Yes, too many.

Speaker 2 (04:56):
And you have to go through and figure it all out I
was looking at.
So we've been doing some airquality monitoring in our house
for reasons Um the Glade it'sgoing to come out in an episode.

Speaker 1 (05:05):
Y'all the.

Speaker 2 (05:06):
Glade, the Glade queen lived here before us.

Speaker 1 (05:09):
Oh my gosh.

Speaker 2 (05:10):
Anyway, yeah, crazy Courtney, but anyways, I can't
believe we named dropped her,but anyway.
So I've been, I've been testingall these different air quality
monitors to read differentthings like VOCs and
formaldehyde and what have you.
And one of them is actually oneof the most more notable brands
in the space.
It's called Temtop and they'relike this is the one, right, all
of the research I did said thisis the one.
But I'm looking at thedifferent options they have and

(05:31):
there's like a chart of likeseven different products.
The M10 measures formaldehyde.
The M10 Plus does not Make thatmake sense.
You'd think it'd be the otherway around.
And then they have this wholechart where, like, their most
expensive thing actually doesless than one of their like $67
offers.
Like it just makes no sense.
And so there again, they'retrying to probably accommodate
all these different specific usecases.

(05:51):
That may make sense to peoplein the industry.
You know from a professionalthing, but it's a consumer grade
product.
So again, doesn't make sense,right?
If you're selling aprofessional grade product, then
you can get to that level ofnuance because you might have
specific trades that knowexactly that's what they do all
day, every day.

(06:12):
But for me I just returned it.
I'm like, hey, I know this onethat I ended up going with is
maybe not the most esteemed, butit's clear, I know how to use
it, it has a great interfaceright and it's giving me within
a relatively reasonable rate ofaccuracy, and so there were some
shortfalls to it.
But again, I'm not confusedabout what the actual offer is.
So I actually said no to thequote industry leader and went

(06:32):
with one less because of theconfusing, overwhelming nature
of that offer that they werepresenting.

Speaker 1 (06:35):
Okay, I love that.
So we're going to talk moreabout like how do you present an
offer that's clear and concise?
But one of the things I alsowant to touch on is too low or
too high.
So when we're talking aboutpricing, that's either too low
or too high.
I think we often because no oneteaches us this we get confused
and we're like well, we're justgoing to undercut whoever the
next competitor is.

(06:56):
Mistake.
You never want to do that.
There's really three things youneed to be thinking about, and
it's offering the right productat the right time to the right
person at the right price.
Those four things need to be inalignment.
And so I think sometimes peoplewho like, if you're getting a
lot of no's when you arepresenting your offer, it might

(07:17):
be that it's too high, but italso could be that it's too low,
and I think most people don'tknow that sometimes in most
markets, actually, if you're toolow, and I think most people
don't know that sometimes inmost markets, actually, if
you're too low, if you're thelowest option, it's a negative
perception.
It's a negative perception.
I don't know if you want totalk about the study that you
reference on wine and differentbottles and kind of like how
pricing affects it, but yeah,I've talked about it.

(07:39):
Fascinating, yeah.

Speaker 2 (07:40):
I've talked about it a lot.
It was in the the book, the thePower of Habit, I believe.
Anyway, so they had a group,two different groups, right, I
think it was three actually, butregardless, let's pretend that
it was two.
And so one group got a 90, likenine zero dollar bottle of wine
.
The other got a $9, like justnew one numerical value $9.
So pretty significantdifference, right.

(08:01):
And they had them try you knowthe corresponding wines, and
then they had them switch roomsand then they tried you know
whatever.
Well, the kicker was is thatthey took the label off.
So they had no idea.
All they knew that this was anine zero, ninety dollar bottle
of wine, and this was a ninedollar bottle of wine,
unanimously across the board.
When they asked the groupswhich one was the best, all, all

(08:23):
of them said the $90 bottle ofwine, only to find out that it
was actually the same freakingwine in both bottles.
And so what it says is thatpricing in the rate that we
invest in things, is the ratethat we value them, and that's
why you'll see people go docrazy things like spend $2,000 a
night on staying at the FourSeasons, because it says
something about you.
It's like a status symbol, orbeing seen in that view, or

(08:47):
staying at a certain place,having that exclusivity.
So I'm not telling everybodythat you need to have a luxury
brand.
That's not what we're saying,but it needs to be priced
according to your particular ICA, your particular person that
you sell and what they value andwhat's going to meet them where
they're at.

Speaker 1 (09:00):
Exactly, and so sometimes having too low of a
price for a market that is moresophisticated is a major mistake
.
Because we have we invest a lotof dollars on things like
wellness, for example, and a lotof the coaches and consultants
and the service providers thatwe see.
Their prices are so low that Iimmediately think that's not for
me, that's not going to help,it's not going to work.
If your prices are too low, youimmediately associate that with

(09:23):
cheap.
You know prices are too low,you immediately associate that
with cheap.
You associate it with general,common, not valuable.

Speaker 2 (09:29):
What am I missing?
Why is it so inexpensive?

Speaker 1 (09:31):
Exactly, it must not be good is what a lot of people
think.
So you got to be careful aboutunderpricing and then also
overpricing.
There is something to be saidabout market resistance and we
talked about that in ourprevious pricing episode where
the market is willing to pay somuch to have a problem solved
Right, and so some of you, youguys, have to shift the person

(09:51):
completely to have anirresistible offer, because you
are trying to sell to people whodo not have the means to
actually invest in your solution, and so that's really important
to make sure that you have.

Speaker 2 (10:03):
Yeah, and you have to understand too what so's.
So we're gonna talk about thisin a little bit, that what's the
transformation that you'reselling?
Because if the transformationwill warrant the investment,
then maybe you can get away withhigher price tags.
So I'll give you an example ofan anecdote, a situation that we
experienced Um Kim Kim and Iwere going to um work with these
NLP practitioners.
Kim's brother, brian, hadgotten NLP certified

(10:27):
neuro-linguistic programming.
It's a form of you don't needto know what it means, it's just
, it's a form of therapy that'smore like subconscious rooted,
basically Right.
And so we were like that'sawesome, like we want to do that
, like we want to engage in that.
It seems like it's helped Briana lot.
So we're always looking forways to level up and what have
you.
And so we approached that andwe talked to the people he
worked with and I'm not throwingstones at them, I kind of am,

(10:49):
but basically we had this.

Speaker 1 (10:50):
You're not, but you, chris.
Oh my god, it's a soft throwyeah, it's a it's not like a
full, it's not a wind up, it's alittle flick yeah, this isn't,
this isn't that.

Speaker 2 (10:59):
Yeah, this is.
I can't yeah, sorry I'm notgoing.
I'm not going full sayung withthis rock pro, I'm going more
underhand, toss right it's agentle a gentle toss, so.
So anyways, um, we we approachedthem, they had this like they

(11:20):
really got to the root of whatwe're looking for.
It was like, oh, you know, likethere's some stuff and we all
have conditioning and baggagethat we carry, like things we've
experienced in life little t,traumas, little t, so um, that's
what they call it.
It was sounding kind of beta,so I'm making fun of it, but
anyways, so bottom line is isthat we get to the end and like
we're ready for the big hoorah,pitch right, and they just like
come right out of the gates andthey're like, yeah, so it's

(11:40):
fifty thousand dollars.
We're like say what?
Who like what?
it was supposed to be like likeam I working directly with dr
phil, like what's happening,like what's going on here and
here's.

Speaker 1 (11:52):
Here's the crazy part .
We have dropped that sameamount for much less, without
blinking and batting an eyeright at all right, and so it's
not like we are not used tobeing big spenders and investing
in our business right, but theway they set it up was so
terrible in terms of buildingthe value that we were like
because we were coming inthinking, oh, what you're trying

(12:14):
to give us is like marriagetherapy it's a therapy session
exactly oh cool, it's a program,maybe a couple thousand dollars
when they drop a 50k.
I was like what?

Speaker 2 (12:24):
no, I checked out kim's.
Like you were so rude I waslike I was so perplexed I was, I
was mad, I was actually mad.
I'm like are you for real?
But again, I was so insultedand I was like so I just checked
out kim's, like you were, soyou were so rude.

Speaker 1 (12:37):
I was like couldn't help it.

Speaker 2 (12:38):
I was so like offended by the fact that cannot
hide any of his emotions, likereally like you guys are crazy,
but why they didn't build valueinto the offer.

Speaker 1 (12:48):
It was not an irresistible offer, it was a
very like anticlimactic pitch,and so I think kind of
understanding the psychologybehind it and making sure that
you're using these five elementswe're about to talk about is
super important.

Speaker 2 (13:03):
They didn't build it into, so they didn't connect it
right.
We're going to talk about thatLike everything is going to be
selling either health, wealth orrelationships, and so there
really wasn't that.
And so if you're going to do a$50,000 play, it better be tied
to wealth, like it's going tounlock your earning potential,
like you're going to advance sofar in your career, your is
going to explode, right, andthat's how you sell it through
that lens.

(13:23):
So if you're going to, ifyou're going to make it just
about relationships which iswhat they did, and then they
kind of give you the guilt tripof like but is your wife not
worth investing $50,000 in yourrelationship?
I'm like yes, of course she is.

Speaker 1 (13:35):
Your wife also wants to go on a world like what round
the world trip.

Speaker 2 (13:40):
Yeah, that's what I want to do, but like we don't
have a fifty thousand dollarproblem we're trying to solve
here, like we're just we're justtrying to like continue
building on what we have, whichis pretty great in my opinion,
and so I think she agrees.
But yes, but again, like that'swhere the offer comes into play
, because if you're like, hey,I'm going to help you become
this amazing life coach, it'sgoing to make millions of
dollars.
This is the investment, fiftythousand dollars.

(14:01):
And then you know, here are thepricing plans that we have, so
you can break that out, soyou're actually making money to
pay for it, and then do someprice justification on that.
Like none of that was presented.
It was like, yep, 50 grand, andwhy are us the money?
And it's like whoa.
So that was just an example ofeither uh, overpricing, right
and also the lack of puttingtogether a really solid offer

(14:21):
that actually justified thatprice presentation.

Speaker 1 (14:24):
But I also think that the problem is really important
.
Here you said something key wedon't have a $50,000 problem If
our marriage was on the rocks,if our marriage was like on the
rocks and we had triedeverything else Right.

(14:45):
And we were like this is goingto affect our business because
now we're business partners, wehave kiddos, like you know.
For us, we the D word is not.
The D word is divorce foreveryone thinking other things.

Speaker 2 (14:59):
Y'all nasty.

Speaker 1 (15:00):
Yes, Cause I I hear some of your dudes in the cops.
Why you gotta be the dudesTalking some of your dudes in
the cops.

Speaker 2 (15:05):
Why do I got to be the?

Speaker 1 (15:05):
dudes, because it is the dudes.
All right, I'm talking aboutthe divorce word.
For us it's not an option.
Yeah, but I think that if youwere in that situation where you
were absolutely desperate, thenmaybe a $50,000 price point
would make sense If theypresented it as the like we save
your marriage when everythingelse has failed.
A thousand percent, it's likeyes.

Speaker 2 (15:24):
And also we work.
So another thing we work withhigh level executives to save
their marriage when everythingelse has failed.

Speaker 1 (15:31):
Right.

Speaker 2 (15:32):
Because here's the deal they're going to talk to
you about.
look, it's $50,000 or you'resplitting tens of millions of
dollars, right, so thatexecutives like, take whatever
credit card you accept, right,because for me, if I'm a
Bezos-level type person, I meanobviously that's far and few
between.
But let's say you're worthseveral million dollars, okay,

(15:52):
well, now 50 grand, but again,it wasn't in alignment with that
at all.
Yes, and so you have to be ableto understand it.
We're going to talk aboutlayers of specificity.
So a layer of specificity, likeI just said, high level, high
net worth, probably somebodythat has a lot to lose, right,
meaning in the sense of adivorce, right, so for them we

(16:12):
help save your marriage.
For whom?
So who it's for, and then whatit actually accomplishes.
Those two layers of specificitywill help you put together that
offer and make sure that you'rein the right ballpark as far as
what you're presenting in termsof pricing 100%, and when
you're selling high ticket, youneed to do what Chris just did,
which is price justification.

Speaker 1 (16:31):
You've got to justify it.
Why are you charging $50,000?
Well, a great argument tojustify the price is not just
I'm going to save you 10 milthat's going to cost you in the
process of the divorce, butyou're going to spend 50K just

(16:51):
on the lawyer at least TrueRight.
So divorces are reallyexpensive If you can price
anchor and price justify againstthe expense of just hiring a
divorce.
Not to mention the drama, thecrazy separate, like the
splitting of friends, having tofigure out you know who's going
to get what, and then also likethe bitterness and the
resentment you know.
Pull some statistics about howmost people, most couples who
get divorced and enter into asecond marriage, have a like 70
percent higher chance ofdivorcing again.

(17:13):
Yeah, so it's one of thosethings where, like, if you
present the facts and you pricejustify, then you can sell a
high ticket offer.
But for the most part, mostpeople don't do that and they
don't do it well.

Speaker 2 (17:25):
Yeah, they don't, or they don't do it at all, like
these people did, and so again,it was a light toss of a stone.
But I've never talked to himsince, and I'm not because I'm
mad or like butthurt about it,but it's like, guys, I have no
interest in even pursuing orfollowing.
No sense for us to even followup with that you were just
turned off by the sales processyeah, it just, and had no
relevancy to me, like it wasn'teven room for discussion after

(17:47):
that, so that would be one.
I think that would also fallinto number two here, which I'm
going to pull this back up nowhere, which is gosh, this lack
of lack of clarity and theconfusion overload.
so sometimes, again, I would gomore back to what we talked
about before with the confusingnature of the offer.
But sometimes I see a lot of mylike engineering type bros, yes

(18:08):
, and they over complicate thecrap out of everything because
people fall in love with how itworks, because you built it, and
I get that like you fall inlove with your program and what
it is and what it's not, and soliterally you got them and then
you keep talking and then youtalk yourself out of the sale
and you talk yourself out of thepotency of the message, because
you don't really know what themessage is.
So you're kind of playing likepin the tail of the donkey with

(18:28):
your offering and you're justlet's try this, let's try this,
let's try this, and next thing,you know, there's no clarity at
all.
There's no, there's no cleartransformation that you're
helping them accomplish.
The process is overlycomplicated and clunky.
They don't even know what it'sgoing to look like.
They're like oh, but thatdoesn't actually like.
That's not who I am Right.
And so it's really, reallyimportant that you have
conciseness.
And again, that's going to comedown to what I talked about

(18:50):
before, which is who do youserve and what?
In what ways do you serve them?
And then your unique process,which is going to have really
specific, clear, uh,step-by-step, hopefully, right.
If you're a coach, right, it'svery clear.
But your product, like here'show it works, right, step one,
step two, step three right.
So those things are reallyreally critically important.
But when we talk about apromise or a transformation,

(19:13):
especially if they've alreadytried something before, there's
going to be a level of doubtthere.
And so having your core processbe very clear about here's how
I help you do it as a qualifiedguide, like you're the guy
that's gonna help me achievethis thing, whatever that is
that you help people achieve,whether that's a SaaS platform
or whether that's some kind ofcoaching business or service
that you render, or whateverlike it's important that people

(19:33):
can see clearly here's what youpromise, here's who it's for and
here's the process by whichpeople achieve it.

Speaker 1 (19:38):
Yeah, and I think sometimes when we're doing
coaching reviews because we do alot of those in TBL Plus for
those of you guys who arelistening you know that we'll
take your sales page or we'lllook at your pitch and review it
.
When we have to wonder what isthe offer exactly, that's a
problem, right, and so we wantto clarify who the offer is for
and also what it is.

Speaker 2 (19:59):
And sometimes who it's not for.

Speaker 1 (20:01):
And often who it's not for it's not for, and often
who it's not for, and we see alot of people also misuse
bonuses and that they'rethrowing everything in the
kitchen sink into the offer andthen I have no idea what the
offer is, because you whittledit down some of the bundles you
lose the impact and it just doesnot play well.
So I think that's a really bigmistake.

(20:21):
The other other one, chris,which is number three no urgency
, scarcity or reason to buy now.
This is so critical, you guys.
So, especially as what we'reseeing right now takes, you know
, more and more place in theonline space, that we're looking
at more evergreen businessesthan ever, less launches, less,
you know, big kahuna, promotionsand a lot of times as service

(20:44):
providers, as online of times,as service providers, as online
business owners, as coursecreators, we're like how do we
create scarcity when we're justselling something evergreen?
And so I think that reallythinking through what would push
someone over the edge to buyyour thing is super important.
So we'll throw in.
I never use the word throw inin a sales conversation.

Speaker 2 (21:04):
I just said that, never say that, but we will have
a cool exactly a cool limitedtime bonus that goes away.

Speaker 1 (21:10):
So, for example, if we're doing quarterly promotion
on one of our programs whetherit's our one-on-one coaching
program or the group coachingtier in TBL we'll have a bonus
that expires.
So we'll do hey, when you joinour program, you're also going
to get these three bonuses thatexpire within 24 hours as an
example, and it'll be a VIP dayor a coaching week with us on

(21:34):
Voxer.

Speaker 2 (21:35):
They're pretty juicy.

Speaker 1 (21:36):
Super juicy.
It might be an asset review.
It might be all of our bootcampreplays.
So this slide right now thatyou're looking at is from one of
our bootcamps, and so thosekind of bonuses that we know are
going to be really, reallyexciting for people are the
thing that usually moves theneedle.
In fact, I would say bonuseswould be the thing that a lot of
people buy for and we'll, we'llget there in a second, but I

(21:58):
think layering scarcity,layering urgency is the price
going to go up, go up.
Are you going to have a bonus goaway?
Do you have limited seats,limited amount of clients that
you can take on?
There's many ways in which youcan layer scarcity.

Speaker 2 (22:12):
Usually I layer all of those in.
If you can, absolutely, if youcan, if you can layer them in
and the fast action bonuses thatwe use.
So, like what Kim said, if wehave an evergreen offer, you
can't have a fast action,meaning from the time that
they're presented with the offerthey have a certain timeframe
to get back to you and I wouldsay it usually needs to be like
24 to 48 hours max.

Speaker 1 (22:29):
Yeah, yeah, yeah.

Speaker 2 (22:29):
I never say like, well, I'll get back to you at
the end of the month.
No, no, no, no, no, becausedon't let them dictate the terms
.
You'd be shocked how they'llmake it happen, how they'll make
it work if it's a juicy enoughtype of an offer.

Speaker 1 (22:46):
I think bonus is cheer when you give them a
deadline.

Speaker 2 (22:48):
I said offer, I meant bonus.
Oh okay, the expiring bonus isjuicy enough.

Speaker 1 (22:52):
Got it.
I think cheer when you actuallygive them a deadline.

Speaker 2 (22:56):
They have to make a decision.
They have to.

Speaker 1 (22:58):
And I think oftentimes especially women.
We stay on the fence way toolong because the fear factor is
so intense and we don't believethat we can actually ROI, often
on an offer, and so when we'rebuying something, especially if
it's higher mid ticket, we'llthink about it forever.
You know, I have I have girlswho, like you guys, have
listened to this podcast forseven or eight years and never

(23:19):
have bought anything.
It's like, what are you doing?
But then you're messaging meabout like, hey, anything.
It's like, what are you doing?
But then you're messaging meabout like hey, I'm still stuck
in this thing.
It's like come, come work withus, like we've made it
accessible.
We've made it available but thefear keeps us stuck and so
having a deadline pushes peopleinto making a decision that's
yes or no.
And I think in sales you haveto help people make the yes or

(23:43):
no decision quickly.
That's part of an irresistibleoffer, because when someone sees
it that is the right fit foryour program and is your ideal
client, it is an instant yes.
It should be an instant yeswhen it's irresistible meaning
it has been priced right.
You're speaking to people witha bold promise of the messages
on point.
You're have a timely offer.
So you're solving a problemthat's timely.

(24:05):
For example, we work with a lotof people in the wellness niche
.
Oftentimes you know we'll havethem think about their
promotional calendar and they'rebringing a january first
message to like thanksgiving.
It's like people don't want tothink about getting in the best
you know shape of their lifewhen they're about to gorge

(24:26):
themselves over thanksgivingweekend.

Speaker 2 (24:28):
Yeah, but they will do that at the beginning of the
year for us it's going into thesummer because we work with so
many parents moms specificallyin marketing and so for them.
They're like, oh, but my kidsand I'm not gonna be able to
maximize this program right sothey're not gonna get the full
investment return on theirinvestment right.
So that's a big.
So we just plan our promotionalcalendar around that.

Speaker 1 (24:47):
Totally, and we're just like cool.

Speaker 2 (24:48):
So whatever, if you have, and there will be seasonal
natures.
I'm not saying every businessis going to be seasonal in that
regard, but I think you will seetypical ebbs and flows in any
market regardless.
It may not be crazy seasonal,but I think you will start to
see some of those trends and soyou kind of want to build around
that right.

Speaker 1 (25:03):
It could also be, you know, a trend in the market, so
, for example, timing doesn'talways have to be at the
beginning or the end of the yearor whatever.
It could also be like hey, youhave a 2019 offer.
Like, for example, right nowcourses are not super hot,
especially the really big ones.
If you're selling courses rightnow, you should go check out
episode number one of thisseries, because it's fantastic.

(25:23):
It's all about what's trending.

Speaker 2 (25:25):
It'll be linked up above.

Speaker 1 (25:26):
Yes, but with courses it has to be hyper-specific.
No one has the capacity or theattention span right now, when
they have ChatGPT, to go througha 50-lesson course.
They just don't have theappetite to do that.
So you have to be strategicwith timing and presenting an
offer that people want today.
Not an offer that people wanttoday, not an offer that they
would have bought five years ago.

(25:46):
And that's something we workwith clients on all the time.

Speaker 2 (25:49):
Yep, all right, next one, yeah so next we have.

Speaker 1 (25:54):
We're getting there.
See, you're having the job ofJamie.

Speaker 2 (25:57):
And also we need a young Jamie.
You're.

Speaker 1 (25:59):
Jamie and Rogan.

Speaker 2 (26:00):
We need a young Jamie .

Speaker 1 (26:01):
Oh, we need a Jamie.

Speaker 2 (26:02):
All right.
So yeah, no clear andcompelling bold promise.
Oh, chris, this one drives menuts yeah this is where you end
up selling a thing and you sella bunch of features to a thing
and you don't really havesomething that actually sells a
desired outcome.
And that's really what peopleare looking for.
They really want a desiredoutcome of some sort right.
And so I know you may be likewell, I bought my iphone.

(26:24):
No, that means you're stillbuying something, you're buying
a status symbol.
In fact, there's a reason.
I've told the story a billiontimes, but I'll tell it again
just for the for those whohaven't heard it.
But there is a massive internaldebate at Apple about whether
to make the back of this laptopright.
See how to you the Apple logo.
For those listening, I'mpointing to the Apple logo on
the back of Kim's laptop andmake it upright to the viewer,
because what they thought wasthat when they closed the laptop

(26:47):
, that they would say that theApple logo would be upside down
to the actual user, meaningupside down to Kim Right.
So they had this massive debateand what they realized and what
they found was that it was moreimportant to the Apple user that
other people saw them using anApple device, and so that they
made the actual logo not foryour thing that you spent
thousands of dollars on, but ofwhat it showed everybody else.

(27:07):
And so it was about your status, right, Health, wealth or
relationship.
It was about showing that youhad the wealth to be able to
have.
You are an Apple person, andyou'll see that people do that.
They'll stay loyal to brandssometimes blindly loyal to
brands because of what theythink it says about them.
And so a lot of times, what weend up seeing even if you do
sell a physical product isyou're selling a thing and

(27:29):
you're selling features.
You're not sellingtransformation and benefit, and
so what ends up happening a lotof times in that case is what
you have to do, is you just haveto undercut pricing.
And that game didn't even workfor Walmart.

Speaker 1 (27:41):
That's come at.
Sorry, like guys, I just I, mybrain's not working today.
That's commoditizing your offer.
You never want to commoditizeyour offer because then it's a
race to the bottom on price.
So you have to think aboutexactly is how is your offer
different, how is your servicedifferent, your course different
, your coaching different?
How is the thing that you sellgoing to give people

(28:03):
transformation?
And that is the clear,compelling, bold promise.
I think, as women too, we'rescared to make a bold promise,
and so our clients will come tous.

Speaker 2 (28:14):
But what if it doesn't?

Speaker 1 (28:14):
And it's like yeah, like you know, let's say that
you're selling on, you know,copywriting services and the
bold promise that they bring usback is like you'll have your
copy written in 30 days, andit's like girl, I assume that's
the like.
That is the minimum that shouldhappen.
Right, it needs to be like hey,you're going to actually be able

(28:37):
to raise your prices andattract a wait list of clients,
because your messaging is sodialed in that when your ideal
client sees your thing, they'regonna want to pay you right now.
That is a bold, compellingpromise.

Speaker 2 (28:48):
There's a big difference between a weak
promise and a very strong one,whereas I think, dan Kennedy, he
won't even take a look atwriting your sales copy for less
than half a million dollars,plus ongoing commissions for
that sales page, which is crazy.

Speaker 1 (29:01):
So it's one of those things where it's like why are
you not?
You know, and I think it comesdown to confidence why are you
not confident about your offer?
Well, you might need to do itmore and get people results.
I think sometimes, when you'rejust getting started, it's hard
to have a clear and compellingpromise, and that's why, for us,
we like working with experts,with people who already are

(29:22):
established, who have gottenpeople results, because all we
have to do is position theiroffers in a way that is more
attractive, is teach them how tospeak in ways that will
activate their ideal client.
And so sometimes you gotta getreal with yourself and say like,
are you having a confidenceproblem because you haven't
gotten people results, or areyou having a confidence problem

(29:43):
because you haven't invested thetime in really thinking through
?
Okay, these are the resultsI've gotten people.
Why am I letting emotions andfear get in the way?

Speaker 2 (29:51):
And we talked about having a muddy boots or founding
member rate right.

Speaker 1 (29:55):
In the previous episode.

Speaker 2 (29:56):
And sometimes you just need to even do stuff I
don't want to say pro bono, Idon't want to say that but
sometimes, at least at a verydeeply discounted rate at that
founding member or Muddy Bootsrate just to prove it, to
provide as a use case and getactual feedback as a testimonial
.
So that seemed to resonate witha lot of people when I said
that.
And sometimes you just need todo it, even if it's not the
grand iteration of what you wantto do, meaning I want to render

(30:17):
this service online.
Well, you might need to roll upyour sleeves and go do it in
the real world and getexperience.
In fact, I actually told peoplethis as well.
If you're clear on what youwant to do in the world in your
business, what's to say youdon't get a job in that industry
to learn the ropes?
It's a paid internship at thatpoint and people don't look at

(30:40):
it that way.
I have a friend that literallylaunched a fashion brand and she
has a pretty sizable audiencein terms of like.
I think now she even has herown physical products that she
sells.
It was just a fashion blog andshe would get advertisers and
affiliate links and stuff likethat.
I think she just launched herown physical products, but she
literally got a job working infashion and retail just so she
could learn the industry,because there's so many things
you need to learn inventorymanagement, right, like all the
things that go into that and soshe was like, yeah, I just
looked at it as like a paidinternship and I'm like that's

(31:01):
such a no-brainer, like whywouldn't we do that?
So I think the internetsometimes has made us so um,
blind to the actual real worldopportunities of just like hey,
spend six months, go work in theindustry.
You might find after six monthsyou're like I'm glad I didn't
waste time going and starting abusiness in this space, because
I don't like it at all, and sothat's something that I really

(31:21):
recommend doing, and I thinkit's going to also help you get
clear on what the bold promiseis that you want to make or how
you want to serve people in thatspace as well.

Speaker 1 (31:28):
A hundred percent.
I feel like we have people ontwo opposite sides of the.
You have never actuallyexperienced working with a
client and providing results andcreating a transformation, and
you want to charge premiumprices and it's like, oh, hold
up, that is not in integrity.
You can't do that.
Um, you need an actualportfolio, you need to show

(31:48):
results and you need to be ableto stand behind the
transformation.
This can't be a like oh well,maybe we'll get them resolved
someday.
Uh-uh, people are, people arepaying and they expect results.
That's really important.

Speaker 2 (31:59):
It's their money and they want it now.
They want it now.

Speaker 1 (32:02):
The other side of the spectrum, which we see a lot
with our girls, is they'reexperts, they freaking, got
featured on all the places.
They're basically on Oprah.
They've worked with celebrities.
Am I wrong?

Speaker 2 (32:14):
No, it's true, Worked with like freaking experts,
incredible technicians.
Actual celebrities.
That's real.

Speaker 1 (32:19):
Yes, she's not making that up, but then for some
reason you just don't actuallyfeel confident about your offers
and you're charging like bottomof the barrel prices.
I think the one it's reallyimportant to know, like who you
are, and apply what we'resharing accordingly.

Speaker 2 (32:37):
Yeah, no, I seriously .
We really important to know,like, who you are and apply what
we're sharing accordingly.
Yeah, no, I seriously.
We've seen people actuallywe're celebrities and they're
like 75 for a personalconsultation.
I'm like what I could go to thelocal macy's and they're going
to charge me more than that fora one-on-one consultation, like
you have actually worked withcelebrities, like that's crazy,
it's wild so, yeah, superimportant that you get that one.

Speaker 1 (32:54):
Okay, I actually I know I'm now.
I'm so sorry.
No, it's all good, I'm justtrying to make it engaging.
You got a system.
I love it.

Speaker 2 (32:59):
All right.

Speaker 1 (33:00):
Okay, so the next two , I think, are tied together.

Speaker 2 (33:03):
All right Bonuses that don't add value to the
offer, okay.
So super this is super, superimportant, because sometimes I
think people they just startthrowing the whole kit and
caboodle into an offer andthey're like, oh to an offer and
they're like, oh, my bonuses.
And they don't actually add anyreal value to your offering.

(33:23):
And so what we try to thinkabout right, is what are going
to be the objections to theoffer that we're presenting
without the bonuses?
The bonuses alone should sellthe offer.
The bonuses should make it a nobrainer.
So sometimes what we'll do likethink, if we're helping you,
let's say we're, let's say theoffer presentation was that, uh,
we're inviting you to join usin a funnels bootcamp and you've
got this massive mental blockaround tech hurdles.
And so let's say we're going togive you some templates that

(33:43):
we've already created that youjust have to plug and play to
build your funnel, right, as abonus, but a limited time bonus
for signing up right now.
Or, uh, you get one-on-one techtime with Brian, our lead
developer, right on one techtime with Brian, our lead
developer, right, so like he'sgonna help hold your hand and
walk you through or get at leastthe basic setup for you.
Some of our group coaching somepeople are like but I want that
like one on one.
I don't want to just jump intothe group, I want some like one

(34:05):
on one time with you and Kim aswell, and so we'll say, cool,
depending on the tier that yousign up at, like if you full pay
or if you do annual versus sixmonths, you'll get more
dedicated time, like a VIP daywith Kim and I or a couple VIP
days, or a Zoom strategy calland oftentimes, guys, they will
literally be like they had nointention of joining whatsoever
and then go nuts and sign upthat night and pay in full, like

(34:27):
thousands of dollars, justbecause of that bonus of being
able to get some one-on-one timewith Kim and I built in as a
bonus to the offering.

Speaker 1 (34:34):
And I think that's so important because the bonuses
need to do one of two thingsthey either need to save people
time or they need to help themmake more money.
Two things, very simple.
Um, and so I think that a lotof times we over engineer, we
owe, like we what is?
What is?
What is the word I'm lookingfor?
We like overbuild the offeritself and then we have no

(34:58):
bonuses left over.
Sometimes you have to scale theoffer down because it stands on
its own as it is.
You don't have to add the wholekit and caboodle and then just
pluck a feature or two from theoffer and make it a bonus.
Oftentimes we see that withcourses and memberships, where
you already have so much in thecourse and membership that
you're like what the heck shouldbe my bonus, and then you end

(35:20):
up over delivering it's $49 amonth and you've got thousands
of dollars of stuff you'rebasically giving away.

Speaker 2 (35:25):
If you're going to do that, they need to be bonuses,
and oftentimes what we try to do.
If you do have different offersin your offer suite, like,
let's say, for our case, right,so there's a membership level
and then there's group coaching,one-on-one coaching we'll
always give them a bonus thatteases the next thing.
Yeah, so if you sign up for youknow, tbl academy which
shameless pug is the actual likeself-study, you know, aspect of

(35:49):
what we do, right, um, and thenwe'll give you as a bonus.
You'll get like one month ofgroup coaching included when you
sign up and pay in full.
And so we're teasing the nextthing.
Same with group when you signup, like I said, you get some
VIP time with Kim and myself.
That teases one-on-one, likewhat that would look like and
the value of that.
So it can be counteringobjections or showing off the
next thing in your product suite, because you know that's going

(36:10):
to.
They're going to quickly ascend, I would say, our ascension
rate for people that actuallyengage, meaning they don't just
buy and disappear, because thatdoes happen.
It's crazy.
They'll pay $2,000 and thenthey just disappear.
But for the people thatactually buy and engage, I would
say our ascension rate isprobably over 80%.

Speaker 1 (36:24):
Yeah, it's crazy, and I think the majority.

Speaker 2 (36:25):
Reason for that is because we are always teasing
and giving them bonuses for thenext thing.
So it's palpable, it's tangible, they can taste it and taste it
and they get to see the benefitfrom it.
They'll come out of a strategycall with us or one-on-one time
and they'll be like, okay, mygoal is to make I'm gonna go
from two to $4,000 a month overthe next four months and we're
like you could triple that.
And we give them a strategy todo it and they do it.

Speaker 1 (36:45):
It's just like this podcast, except you guys are on
the other side how to applythese strategies to your
specific business and be likehey, this is, this is a problem
that you have in your offer.
This these are a couple ideasfor bonuses.
This is how you could chargemore.
This is how you could add anupsell or a cross sell.
This is how we would do themath and reverse for you and say
okay, how much is your service?

(37:06):
Cool, this is the amount ofclients you need to hit your
first X amount of milestone.
Um, and so I think that'sreally important, which brings
us to the end spot in thisepisode.
So, guys, today's episode isbrought to you by none other
than TBL Plus, our groupcoaching program.
So, if you are an onlinebusiness owner who already has

(37:29):
traction in your business andyou want to grow consistently,
you want to start attractingmore clients and customers that
are your dream people throughcontent.
We have our proprietary contentto customers method, which is
what we teach inside of groupcoaching, so we're super excited
for you to join us.
There's going to be anapplication link below or you

(37:49):
can text the word TBL plus tothe number on the screen.
That's TBL plus and for thoseof you who are listening on
audio, that's 866-498-2080,866-498-2080.
That's our direct business line.
You can actually text back andforth with Chris and I will tell
you about the program, whetherit's the right fit.

Speaker 2 (38:10):
I got my phone right here.

Speaker 1 (38:11):
I'm ready.
We'd love to have you join us.
It's a group of mission-focusedentrepreneurs.
Most of us are faith-based andwe're just coming together as a
collective to really level upour content, turn it into
customers consistently and makesure that we're positioning our
business for growth and forscale.
We have people from all walksof life and multiple different

(38:32):
industries, and so we'd love tosee you in there.

Speaker 2 (38:35):
Let's go All right.
Next, we got too many bonusesno bonuses at all.
We kind of talked about that.
So sometimes he would justthrow the whole, like him said,
the whole kid caboodle in there.
So too many bonuses are nobonuses at all.
Okay, so we kind of alreadytouched on this, so we're going
to just skim through that oneOthers, so trying to sell more
than one offer on the same page.
We talked about that overcomplicating the offer.

Speaker 1 (38:56):
Oh my gosh guys, please don't do that.
When you have a sales page, donot sell more than one offer.

Speaker 2 (39:00):
It's very confusing adding random content or opt-ins
to the sales page.
Guys, don't get, don't showthem the door.
We have so many people thatlike it'll pop up and be like
but you can just get this freething instead.
And it's like no, no, maybe anexit intent pop, there's
something that you can do whereyou're like hey, they're about
to leave, so let's try to savethat in some way.
But you'd be shocked how manytimes we have people that will
be like read this blog.
Instead, it's like no, no, no,no, no, no, no, they're here to

(39:22):
buy.
Keep that the focus.

Speaker 1 (39:23):
There should never be a lead magnet pop-up on your
sales page.
Never the amount of people andthis is guys it's not shaming
you, it's, it's calling you upso that you have conversions, so
you can make more money.
Because the amount of people,chris, that we see, who have
freaking exit pops that showpeople a lead magnet or a free

(39:43):
workshop or a blog post, no, youdon't want to do that you
should have no menu items onyour sales page.
There should be no social mediabuttons and there should not be
any exit path to a lead magnetor a blog post on your sales
page this is just for your salespage.
This isn't your home page oryour services page.

Speaker 2 (40:03):
We're talking about your sales page yep, all right,
no price anchoring and no pricejustification.
We've talked about this already.
What would you say?

Speaker 1 (40:09):
though briefly with price anchoring.

Speaker 2 (40:11):
That is really important, especially if you're
selling high we talked about inthe last episode at length, so I
would go back and listen tothat.
But I think the biggest, Ithink the biggest thing is you
need to understand the valueassociated with what you're
offering.
You need to justify the priceto yourself and that means you
need to figure out, like okay,what am I actually delivering
here?
If it's a six month sprint,like I need to figure out the
time associated with that andthen I need to actually make the

(40:32):
customer aware of the time thatI'm actually investing in that.
So price justification isreally building value in the
sale and again we talked aboutin the last episode.
So if you want to dig more intothat, I would absolutely go
back and check that out.

Speaker 1 (40:42):
I think one of the ways we could do that, too,
really easily is doing the mathof ROIing.
Yes, you know like if you'recharging $200 for a chiropractic
adjustment as an example, well,back surgery is going to cost
you ten thousand dollars.

Speaker 2 (40:59):
So yeah, reverse engineer the investment.

Speaker 1 (41:00):
Save the marriage situation is so important yeah.

Speaker 2 (41:01):
So price anchoring against other things or against
other services that you offer isthe way to go.
Um, not address, not addressingobjections with your offer.
So don't try to sell aroundobjections, sell through
objections.
So if you know there's going tobe a common objection that
comes up, just address it right.
Like one of our uh, of our wetalked about a dietitian client
before but she's like somepeople don't want to be on a
restricted diet for a long timeand I'm like okay, well, you get

(41:22):
to choose your suck, becauseyou can stay sick and you can
continue to eat the food youwant.
Or you can do this for alimited time where I'm going to
put you on a six week limited,restricted diet and this is
going to help you grosslyamplify your healing journey and
catalyze the process, and thenwe can start to reintroduce
foods and so on and so forth.
You get back to normal.
So you just sell through themand address it head on.

(41:42):
If there's a reason for it, ifthere's a reason why you need to
be on a restrictive diet, makethat clear.
It doesn't work without it.
Or it works much faster becauseyou do it Great, but sell
through it.
And so some people will be likewell and they try to talk around
it or sell around it.
And you know it's like youcan't have McDonald's and have
your health as well if you'renot, if you're in a compromised
health space.

Speaker 1 (42:00):
Exactly.
Or you pretend like it doesn'texist, like, oh, it's going to
be fun.
You know, the restricted dietis not a big deal.
It's like it's going to suckand that's OK.
But here's what's on the otherside of that.
It's you getting your energyback.
It's you finally breaking freefrom all these infections.
It's you actually being able tolike pick up your kids without

(42:21):
losing your breath.
You got to sell people on thebenefit and, like you said,
don't pretend like it doesn'texist.

Speaker 2 (42:26):
Yep, all right, zero clarity on the transformation.
We've kind of talked about thatwith the bold promise.
Yes, we already kind of talkedabout that, but you need to have
a clear, bold promise.
There needs to be a cleartransformation.
You need to show people whatyour product or offer is going
to provide them and what doesthe other side of things look
like from where they're at rightnow, and make that very clear.
Selling features, not benefitsthis is probably one of the

(42:47):
biggest things that we see ispeople they're selling features,
but you're not telling me whyit matters.
So a little bit of a ninjastrategy you can utilize is, if
you're going to bring up afeature, always do so that you
get seven lessons to learn aboutyour unique personality.
So that, what?
So that you can actuallyutilize some of your unique

(43:10):
attributes, leverage it to yourbenefit and make more sales,
whatever.
I literally just riffed thatwhole thing.
But you always bolt on so thatand it can be redundant, it
doesn't matter.
I've literally would just useso that, so feature so that, and
then add a benefit, addbenefits, but force yourself to
add a benefit.
If you're going to talk aboutfeatures because it works, okay.
Next, we are rocking androlling here I think we already

(43:33):
talked about this the popularmistakes Okay, and rolling here
I think we already talked aboutthis the popular mistakes Okay.
Do you want to talk about realquick the five key elements of
profitable offers?

Speaker 1 (43:43):
I love it.
I think that this is, and youcan also bring up the more
visual aesthetically pleasingversion.

Speaker 2 (43:49):
Let's do that one, because I think it's a little
bit easier to follow.

Speaker 1 (43:51):
But, okay, we talked about all the mistakes and of
course, it's going to lead us tothe solution and a lot of this
we've already kind of covered,as we're talking about the
mistakes, but this is kind ofyour checklist.
This is a place where youreally want to think through.
Okay, these are the five thingsI need to include in my offer.
The first one is a promise.
Right, we talked about the boldpromise, we talked about the

(44:12):
transformation.
You do not want to have a weakpromise and I don't know, let's
say that it's organic gardening,right, as an example.
Maybe you teach people how tostart their gardens, and the
number one thing people arerequesting is they want to learn
how to grow their own tomato,and so we have a joke in that

(44:32):
space.
I'm a big gardener and Chris islike yeah, you're $200 tomato.

Speaker 2 (44:37):
Yeah, we have $200 200 tomatoes.

Speaker 1 (44:38):
It's so true um I have literally put in.
The amount of work that I put infor kim to grow 200 tomatoes is
unbelievable but I think, withthe promise you know you, you
don't go in and and you tellpeople oh, I'm gonna teach you
how to grow a single tomato, youknow like successfully, yay.
No, you want to have a boldpromise and show people hey, I'm

(44:59):
going to show you how to growpounds and pounds of abundant
food in your backyard, even ifyou have nine square meters of
space, right?
So really think about what isit that your market wants, what
is it that your ideal clientwants, what are the pains and
the problems that they'reexperiencing?
And then create a bold promise.

(45:22):
Most of you guys who arelistening to the podcast are
experts, and so a lot of times,you already create incredible
results and incredibletransformations for your clients
.
You just don't talk about themenough.
And so here, sitting down,thinking through you know,
pulling out a piece of paper andbeing like, okay, what is my
bold promise?
I help X person, right?
So maybe it's I help busy moms,or I help entrepreneurial women

(45:46):
, or I help C-suite executivesdo what, right?
What is that bold thing?
What is the transformation?
What is the actual excitingpromise that you have to share?
That's got to be number one.

Speaker 2 (46:00):
Yep, and that will all dictate your positioning.
So, like we talked about withthe NLP practitioner folks that
I underhand tossed some stonesat, so, thinking about your
person and your promise, it willdictate what your position
needs to be Right.
So how are you positioning youroffer in the marketplace?
Where do you fit in themarketplace?
And so all of that is going tohave a layer of specificity,

(46:20):
like this is what I do, how I doit and to whom I do it for, and
then that'll really dictate thepositioning in the marketplace,
which then dictates what yourpricing and I think, if you go
to the next slide, we kind ofbroke down a little bit of what
each one is so that everyone cankind of follow along.

Speaker 1 (46:34):
I should have done that from the beginning.
But as we go through each one,if you go to the second one,
there we go.
So promises that transformationpositioning is how is it new,
different or the logical nextstep.
Ok, so, for example, from thispodcast episode, the logical
next step for quite a few of youis to get into one of our

(46:55):
coaching programs and implementthis alongside us, right
alongside a coach who canactually walk this with you, who
can give you customized advicefor your particular business,
who can say okay, you're doingthis right, you're not doing
this right.
This is the reason why peopleare saying no, let's flip it.

Speaker 2 (47:09):
I really want to emphasize how it's new or
different.
Yeah, because we call thissolution awareness, and so most,
most of you in the marketplaceright now there's very rampant
knowledge of what you offer.
Already there's manycompetitors that offer what you
offer, and so a lot of us arepresenting as though that's not
the case and we're not tellingpeople why our thing is

(47:31):
different, aka better.
And so most times seriously,guys, most times when I work
with people and I help themfigure out how they're different
or how this is a new solutionto an already existing
marketplace, you'd be shocked.
We don't have to do a ton ofcrazy ads.
People are like, oh, I've justrun some ads and like figure out
an ad strategy or some brohacking and what have you?
It's like no, no, no, we canadd probably.

(47:51):
I mean, I've seen it happenwhere we add half a million
dollars in revenue, literallyjust repositioning you did this
last year with a client.
Yeah, we did that and so we'restill working on building some
of these things out.
But it was how are youdifferent than everybody
freaking else?
So you have to think about that.
Like, people are seeingadvertisement for what you do
every single hour of everysingle day, and if you're not

(48:14):
showing people how this is a newopportunity, off of the current
opportunities, or how it's atleast different than the other
opportunities and that could bea variety of different ways in
which you're doing that it couldbe your mechanism, it could be
to whom you serve, or acombination of the two, right?
So different approach.
I always use the example oforange theory.
I think that's a reallyrelevant example.
So they're like hey, the reasonyou have not gotten results at

(48:36):
the gym, the reason you're stilla flabby butt and you're out of
shape you don't have washboardabs is because you haven't
utilized the orange theory.
And what that means is this itmeans you keep your intensity
level in the orange rangeno-transcript.

(48:59):
And people are like ah, that'swhy it's not my fault.
It was because I didn't havethis different, new approach
called the orange theory andthey took their process so far.
They named the whole companyafter it.
So that would be an example,and you could apply it to your
specific business.
Or if you don't have somethingthat you know makes you
different, there probably is aunique flavor to how you
approach things, a unique flavorto how you do things.

(49:19):
You need to be able toverbalize that to people and
communicate that.
Specifically, if there'sproblems that have not been
fully solved and there's alwayssomebody underserved in a
marketplace, always, always,always, there's always somebody
that feels like, yeah, thisdidn't work for me because x, y

(49:41):
and z.
So finding that opportunity,starting with your person and
figuring out how your differentor unique solution helps them in
ways that others did not helpthem, that's where you're going
to stand out in your marketplaceand start grabbing people and
attracting people to pay youmoney and a lot of it can I just
say like you definitely soundlike the official spokesperson
for orange theory.

Speaker 1 (49:55):
Like you nailed that.
That was so ridiculous I'veused the example.
People are gonna think thatwe're affiliates or something we
don't even go to the gym.
It's just hilarious.
But it's such a good example oflike an oversaturated market
which is gyms, um, so I lovethat.
So be the orange theory in yourniche.
That is the takeaway,especially if you're a service

(50:15):
provider f45, did the same thing.

Speaker 2 (50:17):
They're like, hey, this worked really well, let's
make the f45 for sure whichsounds like a jet fighter plane,
but apparently people love it.
So yeah, and all these uniquelike gyms are coming out, or
like there's a co-work slash gymright meeting different people,
so you just have to bedifferent you cannot be the same
freaking thing and charge thesame amount of money when people
are more established than you.
It's just a watered-downmessage totally, but there's a.

Speaker 1 (50:37):
I don't want people to think, oh my gosh, there's
already all these dietitians orthere's already all these
fitness coaches.
No, no, no, like.
What we're saying is that youneed to find your own flavor,
like I said your own mechanismso that you stand out, not that
you have to invent a whole newproduct.

Speaker 2 (50:54):
That's not always the case, it's just about
positioning it.
Most of the time, peoplealready have it.
They're just not even aware ofit you have your own unique
flavor of genius.
You don't even know why youhave, don't.

Speaker 1 (51:01):
You don't even know what exists which is why we have
a job having geniuses is that,yeah, they don't realize like
their approach is actuallygenius, because it's they just
how they think and it's why wehave a job, because we pull that
out of people and that's ourjob to do, and so we want to
pull it out of you guys too.
So, scarcity, why should you?

Speaker 2 (51:17):
Oh wait pricing, pricing what?

Speaker 1 (51:19):
is the cost Price anchor.
You know how many people arejust not confident in the.
I felt that way for a long time.
I was like, oh my gosh, I gotto sell something that's more
than a hundred dollars.
I'm going to die it Like,listen, this is worth it because
, like Chris said, when youprice justify to yourself, it's
a lot easier.
How many times have we toldclients like wait, okay, hold up

(51:41):
.
You're charging $300 for fullservice.
You know marketing services orsocial media management.
How long did it take you tolearn that skill?
Oh my gosh, you know it took mefive years or I invested X
amount or I went to school forif they're, if they're trading
$300 a month for that service.
Sorry I didn't qualify, butjustifying to yourself and being

(52:03):
like how much would someonethat's a small business owner
have to pay to hire somebody youknow straight out of college
and pay them full time to managetheir social media?
A lot, probably at least$50,000, right so?
Now all of a lot, probably atleast $50,000, right.
So now, all of a sudden, youknow, the $300 a month doesn't
seem like anything.

Speaker 2 (52:19):
Yeah, I remember I helped one of our clients she
does social media management andI was like you're gonna use
that the employment?

Speaker 1 (52:25):
angle to pitch yours.
Yeah, that's what we did.

Speaker 2 (52:28):
Yeah, and literally I think she went from like
charging Less than a thousand.
We five extra prices yeah wefive extra pricing just being
like okay.
So not only is it a salary, butit's also the benefits and
everything else, and also easyto breach and say hey, I don't
want to work with this personanymore.
Whereas if you fire somebody now, you've got severance or
unemployment contributions andso on and so forth.

(52:49):
So we literally anchored itagainst what it would cost to
and we've actually done this.
By the way, we've actually donethis with some of our
one-on-one coaching, where weanchored it against the cost of
like tuition.
It's like wait, so you'llinvest $150,000 in a college
education for maybe a piece ofpaper that's going to allow you
to get a $50,000 entry-level jobat best, and yet you won't

(53:11):
invest $10,000 in a businessthat has unlimited earning
potential and you get to do iton your own terms.
Make that make sense, bro.

Speaker 1 (53:18):
Exactly.

Speaker 2 (53:19):
Right, make that make sense.
And so when we challenge peoplewith stuff like that, they're
like, yeah, and then immediatelythe wire is $10,000 and being
like you're a hundred percentright.
So you have to make people weget so.
We get so stuck in our lens andour paradigms, like, of what
things are and what things costand what things should be, and
so sometimes you have to kind ofrattle people's paradigm a
little bit, yeah, to get them tosee things through what it

(53:40):
actually is, which is reality inour case of dude, your business
and I even break it downfurther.
I even show them like, hey,what's the cost?
This is a thing you can do, bythe way, like if you're walking
through and you have aone-on-one sales capacity, do
math with people do math.
So I remember we went to um.
I remember we went and did a um.
Uh, what are those?
The timeshare, you know thetrial thing where you get like

(54:01):
the night or two for free yeahand then you get.
And then you, you know you gottago to the tour though, right.
So I actually went from likethe lens of learning.
I'm like let me see how they dothis.
And what was crazy is they got.
They'll ask you qualifyingquestions.
You know how often you travel,how often you vacation this, and
then they show you all thefancy resorts and this and that,
the, the lavish you know, andthey ask you like what would
this, you know, for you and yourwife, or you and your kids?

(54:21):
Imagine yourselves here likethe emotional cell.
But then they give you thelogical cell, right.
So it's emotion, then logic.
That's how, that's how the bestsales people, that's how they
do it.
So they sit you down and theyliterally start having you do
math.
Well, do you guys travel?
How often do you travel?
Like twice a year?
So they like, do that, okay,okay.
So you're already doing it.
Like, well, what if you didthis?
And then this puts you here andthat beautiful place that we
just showed you, and you'reactually going to spend about

(54:42):
the same amount of money andit's going to force you hold you
accountable to travel, which isinconsistent.
You might find an Airbnb thatsmells funky or is dangerous in
the middle of some really jankyplace.
So you know what you're getting.
You get to go to all theselavish places.
It's through the Hiltonumbrella, so you know the Hilton
product, right.
And then you're actually gonnaspend the same amount of money

(55:04):
anyways, and you can actuallygift it to somebody else and
they can use it too.
So, like they had us do themath with them, justify it that
way, so you can do that.
We've done that with coaching.
Like we had a big in personsituation, right, and it was
like, guys, how many sales doyou think you'll get from this
bootcamp?
They're like hundreds of moresales, hundreds.
And we're like, cool, well,what's that worth to you?

(55:29):
Like, do the not do the actualmath?
And I can see them calculatingthis and that, and I'm like,
well, the making prior to comingto this exactly.
So you have to like, helppeople.
We walk them to the sale, wewalk them understanding the real
value of something, and that'sa really good opportunity.
And you may find right now, guys, that selling on a static sales
page your offer, it requiressome one-on-one time until you
really figure out how to make itirresistible.

(55:50):
Have your sales page, schedulea call, have your sales page
schedule a zoom chat or whateverthe case may be.
Or have your whole pageschedule a call, have your sales
page schedule a zoom chat orwhatever the case may be.
Or have your whole dynamic belike hey, just text me and let's
talk, and then that gives youthe opportunity to figure that
out, like what works best, is it?
How am I going to price justify, what are the bonuses people
are looking for?
Sometimes we just put up a salespage and then we're so ironclad
and focused on the metrics.

(56:11):
Well, my conversion rate is 2.8.
And it's like yeah, but, dude,if you just hop on the phone,
your conversion rate probably65%.
Like, do you want to make moneynow?
Like, sure, we can do thatlong-term and run ads to that.
But sometimes you just need toroll up your sleeves and just be
like hey, let me figure out howto sell this thing and let me
figure out what people arereally looking for.
And so I think that was theperfect example of the timeshare
situation.
Lot from that sweet.

Speaker 1 (56:32):
I love it cool.

Speaker 2 (56:34):
Thank you for listening to my ted talk I just
let it rip, because it was good.
Thank you for attending my tedtalk all right, I'll be here
I'll be here all week, okay,scarcity we talked about this.

Speaker 1 (56:46):
Why should you?

Speaker 2 (56:47):
buy now.
So 53 of our buyers.
I made fun of people using dataand then I'm literally like 53
of our buyers.
So 53 of our buyers arescarcity deadline buyers, and
what that means is that theywait to the last possible second
to buy, and probably for usit's because they're busy
business owners.
And so what we have found isthat if we don't infuse scarcity
in some way or deadline in someway whether that's limited

(57:07):
seats, available, pricesexpiring, bonus expiring,
whatever there's not enough topush them over the edge because,
again, they're managing so manythings in their life, whatever,
there's not enough to push themover the edge because, again,
they're managing so many thingsin their life.
So, to make your offer trulyirresistible, you have to infuse
scarcity in some way.
You do not want people to belike yeah, I'll think about it.
Nope, nope.
Scarcity forces them to make adecision, and that's going to be

(57:27):
your best friend, because thelast thing you want to have to
do is follow up with somebodysix months from now and be like
are you still thinking about it?
Like, can I get you to vote?
No, give them a deadline.
It's yes or no, and usually,building in that scarcity or
deadline is how you do it.

Speaker 1 (57:39):
Absolutely.

Speaker 2 (57:40):
All right, kim, only take the next one.
Sorry, I'm just riffing overhere.
All right, bonuses.

Speaker 1 (57:45):
What else do you get?
What is the added value?
I think the magic number,especially for listen guys.
This Podcasts is for onlinebusiness owners.
I know there's going to bepeople on YouTube who listen who
are not in the online space andthis is not going to make a lot
of sense to you.
But bonuses, something we use alot online, whether it's a
service or course or coaching ormembership, whatever it might
be sub stack subscription, lowticket subscription, you know,

(58:07):
whatever it's something wealways add to.
Again, really figure out a wayto move people beyond the the
like fence factor right, we wantto get them off the fence.
And so for bonuses, we reallythink the magic number tends to
be three.
Yeah, at the most five, but Ithink in this market three,

(58:28):
because five is too manycalories for people to like.
Oh my gosh, I need to figureout.
You know all these five things?
No, just usually give themthree.

Speaker 2 (58:37):
Um one of our coaches has really fast actions.
Yeah, and we can figure thatout later.
I think that's an advancedthing, but for right now.

Speaker 1 (58:43):
Three is great.
Um, one of our coaches alwayssaid use a sandwich method, so
make sure that you have thefirst bonus is usually your best
bonus the middle bonus is likegood, it's good, but it's not
like the thing that people wantthe most.
And the third bonus is like yoursecond best.
So usually people remember thefirst thing you said and the
last thing you said.

(59:03):
They don't always remember thething in the middle.
It's not like they're not goingto remember your bonus, but
that's usually a little bit of apricing psychology to like
think about how you present yourbonuses.

Speaker 2 (59:13):
Same with bundles If you sell a bundle of something,
they remember the first few,they forget the middle few and
they remember the last few.
And so we put the weakest onein the bundle.
We put them in the middle.

Speaker 1 (59:21):
But that doesn't mean your bonuses are weak, it just
you know.
For us, let me give you anexample.
For us it might be a strategysession and at the time it might
be the thing like they want tojump on a Zoom call with us and
we want to talk about theirbusiness.
So we have a 30 minute strategysession that might be the first
one that we lead with, if wefeel like that's the most
valuable to them and this isgoing to take some time of you

(59:42):
actually pitching this andgetting some feedback.
The second one might be, let'ssay, like a VIP day on Boxer
with us or an asset review,something that's still super
valuable, that they're gonnalove, but it's not necessarily
gonna be the thing that they'resuper excited about.
And then the last one might belike a VIP coaching week on
Voxer with us, or it might besomething like I don't know our

(01:00:03):
bootcamp replays.
Depending on the offer and whatpeople want most, we will switch
the way that we present it.
So the middle one might be atech call with Brian, or the
middle one might be the bootcampreplays, depending on how we
feel the market is shifting inthis particular time.
And so we will test this outand play with.
You know, what do people wantnow?

(01:00:24):
And we'll come to a point wherewe're like oh, we validated
this bonus.
It's amazing.
It's accelerating people'sresults like crazy.
So we're going to showcase itas often as we can.
Results like crazy.
So we're going to showcase itas often as we can.
And because we do a lot of, youknow, back and forth kind of
sales conversations throughInstagram or via text, we get to
see in real time.
Oh, this resonated.

(01:00:45):
Clearly.
This resonated because once wepulled out the bonuses, they
were in or we have a little bitof work to do here.

Speaker 2 (01:00:53):
Right, I'm excited for one of our future episodes.
I have our entire sales pageprocess built out and we were
going to cover it today, butwe've already exceeded our time
not but the cool thing is this,though.
The cool thing is this, though.
I showed it to one of our newgroup coaching clients you can
tease it shout out the truian.
Yeah.
So basically what it does, guys, is it takes everything we

(01:01:13):
talked about and it actuallybuilds it into a 12-step sales
page process.

Speaker 1 (01:01:16):
I love it.

Speaker 2 (01:01:17):
In addition to that, it layers in emotion logic we
talk about.
You buy with emotion.
When you buy something for thehusbands in the room, you'll
totally jive with what I'm aboutto say here.
When you buy something, you'relike, oh crap, my wife is going
to kill me.
You come home.
What do you tell her?

Speaker 1 (01:01:35):
you tell her you don't be like, but I was so
excited.
Babe.
You're like, but logical reason.
Well, we do this too.

Speaker 2 (01:01:37):
I don't know what you're saying, but let me do it
too.
Let me do it because you're ashopper.

Speaker 1 (01:01:40):
Great deal, no we do girl math we'll be like, but it
was on sale kim's thing is she'sgonna sell things to cover the
thing that she paid for.

Speaker 2 (01:01:50):
So she'll put like three things on marketplace
because she's like well, I'mactually breaking even here, so
that's how she'll.
But again, the point is, isthat we justify?

Speaker 1 (01:01:58):
does it work or not?

Speaker 2 (01:01:59):
it works and she does it.
She actually delivers likewithin a day.

Speaker 1 (01:02:03):
I'm like I bought this two thousand dollar thing,
but but she'll, but she'll likeeverything that she sells.

Speaker 2 (01:02:08):
It's like perfectly positioned and like.
It looks like it's out of thethe macy's catalog.
So, yeah, so, but we justify itwith logic, right.
And so when we're taking peoplethrough our sales process, you
want to hook them with thatemotional, strong,
transformation, bold, promise,whatever.
And then logic you want toreinforce that.
And then boom you, you power,stack that with some bonuses,

(01:02:29):
but then also with your scarcityand deadlines.
And so the entire 12 step salespage process meets all of those
criteria.
And then then some yeah, whichit also infuses what we call the
four buyer types, and we'll getinto that right now.

Speaker 1 (01:02:42):
But if you're in tbl plus, we're actually working on
a custom gpt right now to helpyou implement all this super
quickly, so it's going to beawesome.
Show them the the sales pagebreakdown real quick, just as a
teaser.
I gotta pull it up because youwere in you were talking and I
felt bad calling it out, but Iwas like you gotta show if
you're in tvl plus.

Speaker 2 (01:03:02):
We actually included this.
You can leave the bottom right.
Where did you include what we?

Speaker 1 (01:03:06):
just uh, right there it's 12 step sales letter, 12
step sales page formula.
Okay, let me see if this is theone.

Speaker 2 (01:03:11):
I think that's the one this is the actual cheat
sheet for it.

Speaker 1 (01:03:15):
Oh wait, don't show all of it.
Don't show all of it, just alittle bit you can't show show
the the diagram that you havepulled up.
I think it's.
It's not on here yet.
Okay, I'll give you some timeto pull it up.
I'll talk.
We'll talk amongst ourselves.

Speaker 2 (01:03:27):
Kim's gonna chit chat .
I'm gonna hide it.
I'm gonna hide my screen again,but I do think so.
Literally I sent, I gave thisto truian.
Shout out to truian he's one ofour new clients and this guy,
I've never seen somebody devourit.
He went nuts.

Speaker 1 (01:03:42):
it's awesome because what all of this is doing, guys,
is just, it's building theideal sales conversation so you
can have a sales conversation,you know, individually with each
one of your clients or yourprospects.
But at some point you want tobe able to like, either pre-sell
someone or, ideally, sell themautomatically, which means
people are, you know, joiningyour services, joining your

(01:04:02):
coaching programs, withouthaving to have that extra touch.
And so when you take all theseelements of the five, uh
irresistible offer, uh kind offormula that we've been talking
about, and then you plug thatinto an actual sales page that
moves people Every section movespeople into the next step and
gets them excited, builds desirefor the offer, gets them to say

(01:04:25):
absolutely Heck, yes, I'm readyto buy.
That's what the sales pageformula on the 12 step sales
letter formula actually does.

Speaker 2 (01:04:33):
Absolutely Okay, quickly, quickly.
Yes, this is just a tease, I'mmoving.
I'm moving because if I leavehim guys.

Speaker 1 (01:04:38):
He's just gonna nerd out for two hours.

Speaker 2 (01:04:40):
I'm moving us real quick.
So I talked about this right.
So this section infuses theemotional argument this is the
logic argument.
This is the scarcity argument.
These are all.
So we're grabbing attention,identifying the problem, telling
the story, blah, blah, blah,blah, introducing solutions.
So these are the actual 12steps and then the buyer types.
And then this actually willaddress each one of the four
buyer types throughout theprocess.
So you're literally hitting alland ticking all the boxes.

Speaker 1 (01:05:02):
Here's the thing, though, before they're ready for
all of this, you gotta hide it.
That's enough.
That's enough teasing.

Speaker 2 (01:05:06):
Yeah, that's all you get.

Speaker 1 (01:05:17):
That's all about why you're undercharging and why you
need to stop doing that inorder to actually have a
business that is profitable andnot just an expensive hobby or a
charity.
So we're gonna have here in theend screen that video up so
that you watch that one next, ifyou've enjoyed this one so far,
let us know in the commentswhat questions you have about
pricing and positioning andcreating an irresistible offer.

(01:05:39):
We love hearing you.
Your feedback helps us createthe next episode and we're
really doing this for you guys,so we want to make sure that you
absolutely love every singleone of the episodes.
Don't forget, if you are readyto level up, if you've already
had, you know, really goodtraction in your business and
you want to scale up, you wantto take your business to the
next level and you want to do itthrough content and online

(01:05:59):
marketing, check out TBL plus.
You're going to absolutely lovethe program Um and we'd love to
have you in there.
But I also want to say pleasesubscribe to the show.
80% of you guys who watch thisyeah podcast have not subscribed
yet, so make sure to subscribe.
It really helps us be onmission with us to help, you
know, 10 000 small businessesgrow with content marketing um

(01:06:22):
share it with a friend and giveus a thumbs up.

Speaker 2 (01:06:24):
We have a huge, ambitious goal to get this new
channel to 100 000 subscribersby the end of the year oh, oh,
he's declaring it.

Speaker 1 (01:06:30):
Yeah, we're declaring .
Oh my gosh, that freaked me outso like like subscribe, comment
, comment.

Speaker 2 (01:06:35):
It tells the algorithm like this is good, so
please watch this and share itwith your friends.

Speaker 1 (01:06:38):
Share it with your friends.

Speaker 2 (01:06:39):
I actually had a friend say like I shared it with
a couple friends, so that'samazing.

Speaker 1 (01:06:42):
Go watch that episode next.
We love you.
We'll see you in the next one.
Un beso Bye for now.
See you guys.

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