November 12, 2025 • 23 mins
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Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_00 (00:00):
Today, we are going to be talking about why
marketing budgets are dumb forwholesalers.
Now, this is going to be verycontroversial because there are
many of you that are probablythinking like my whole life, I
was taught I have to have abudget.
(00:21):
And if I don't have a marketingbudget, what am I supposed to
do?
Just blindly spend money.
So kind of stick with me throughmy thought process here.
Um, as I break down my opinionon this, it's not like I want
you blindly spending money, butI also don't want you
shortchanging yourself inside ofyour business because you have
(00:44):
this set number that you'rewilling to spend.
Now, inside of TitaniumUniversity, there are posts that
happen inside the group.
And I I looked this up the otherday.
We had up until yesterday, weonboarded our 24th class, we had
777 members.
(01:04):
Now we're over 800.
Out of the 777 members, 684, Ibelieve, were active inside of
the group.
Meaning in the past 28 days,they had made their own posts or
commented on somebody else'spost.
So the vast majority of them areactive.
The posts themselves, though,are kind of up to the members to
(01:28):
decide what they want to share.
And every now and then we getposts where the members will
share their KPIs, how much theyspent, what they closed and
funded.
It's super awesome to see that,but it's not something that we
ever like mandate or promotebecause people are private,
right?
You know, you're sharing alreadya lot of information.
And so three members postedtheir KPIs in regards to how
(01:53):
much they spent in comparison tohow much they made.
Okay.
Now I'm gonna break these downfor you and explain why I'm
sharing this here in just asecond.
The first member shared thatthey spent$8,500 in marketing
for the month, and they had$52,000 in closed and funded
(02:16):
assignments that month withanother$50,000 in pending
closings for the next month.
Okay.
Now that's fantastic.
That is above average, reallygoing above and beyond.
The next member posted that theyspent$4,500 in marketing.
(02:38):
They had$25,000 in closed andfunded assignments with an
additional$25,000 to$30,000 inpending closed deals for the
next month.
And then we had a third memberthat said they spent$4,000 in ad
spend with$14,000 closed andfunded and more pending for the
(03:03):
next month.
Now I don't know what that morewas, but it just said more
pending for the next month.
Okay.
Now some of that could have beenbecause they didn't have them
assigned yet, they didn't knowthe exact numbers.
Makes sense, right?
If you just locked up a deal onthe 27th, 28th, 30th of the
month, you don't have recondone, you don't have it
assigned, you don't know howmuch you're gonna make.
(03:23):
Now, going back, the threeamounts in marketing budget was
$8,500,$4,500, and$4,000.
Now, I don't know how they chosethose marketing budgets.
Could have just been how muchmoney they had, it could have
been the choice, right?
(03:44):
Not everybody wants to get asmuch money as possible and close
the funded deals.
It could have also just been aset decision.
That's what I really want totalk about.
Is if you make a decision thatyou are only going to spend X
amount of dollars in a month.
That is what I believe is dumbwhen you set a precedence.
(04:07):
The reason why is because if youtalk to any of the PPL providers
that have a marketplace or abidding system, they will tell
you that at the beginning of themonth or the beginning of the
week, the bids are higher thanthey are at the end of the
(04:31):
month.
And then you ask them, well, whywould that be the case?
Well, by the end of the week, orthe end of the month, the
majority of people have spenttheir marketing budget, and so
there's less people competingfor those leads.
So the price per lead goes downincrementally because there's
(04:53):
less competition.
(05:14):
Now, when we look at these threeexamples of how much money that
they spent, you had the first TUmember spent$8,500 for$50,000 in
close and funding, the secondone spent$4,500 for$25,000.
Now, the question that you'reprobably thinking to yourself,
(05:35):
or at least I was when I lookedat that, was why didn't the
second one spend$8,500 or$9,000to double the revenue and
essentially double their profit?
Why did they make the choice toonly spend$4,500 when the first
(05:58):
person spent$8,500?
Now, again, it could have beenbudget, how much money could
have been time, bandwidth, toomany leads, something along
those lines.
But common sense tells you ifyou had told them before in the
beginning of the month, if youjust spend nine thousand dollars
(06:18):
this month, you could go from$25,000 to$50,000, which
actually that$50,000 was justthat month.
The next month, the person thatspent$8,500 had already had
$50,000 assigned ready to close,and it was pending.
The person who spent$4,500 had$25,000 pending, so it was
(06:42):
literally half across the board.
Now, the goal in marketing isnot necessarily to set this hard
and fast number for what yourbudget could be, it should be
based off of the return oninvestment.
You should be looking at thisand trying to jam the slot
(07:05):
machine over and over and overagain, unless you just have a
specific amount of money thatyou want to make and you want to
do less work.
For example, Tyler Osborneinside of TU, his goals, the
reality that he wants to createfor himself, is all based around
time.
He doesn't necessarily need tomake all the money in the world,
(07:29):
he wants to spend more timedoing other things.
Now that would make sense as towhy he would spend less to make
less money, but I don't thinkthat's the case for everybody.
So when we look at I want torespond to this comment real
quick, Matthew, there are peoplehere.
I made a mistake today.
(07:50):
I am doing this both on verticaland horizontal, and I believe a
lot of people are on thehorizontal portion of this.
So if you're on the vertical,stay where you are, brother,
make sure you like that video,okay?
All right.
So getting back to the topic ofwhy marketing budgets are dumb.
(08:10):
Listen, if you set a hard, fastnumber for yourself going in the
month, let's just say using asmall round number that makes
sense for the math, threethousand dollars for the month.
And you're going to do somethinglike Speed of Leads Coupon Club
or Property Leads NationwideExclusive$30.
(08:32):
That's going to get you 100leads for the month.
Now, as you start buying thoseleads, they're going to start
dripping in.
And what's going to happen is ifyou're doing things the right
way, you're going to come tosome sort of resolution to each
lead.
It should be, it's eitherthey're not a good fit, we are
(08:54):
not their solution, so it's adead lead, or you get a signed
contract.
Those are your options.
Now, every now and then you'regoing to end up where a lead,
for whatever reason, cannot signwith you.
This is a hot topic in today'simplementation call where you
have to follow up with thatseller, and that happens.
(09:16):
But when that happens, it shouldbe the smallest queue of leads
that you have inside of yourCRM.
And it should be based off avery specific time frame in
which you are going to follow upwith them to either come to the
resolution of sign contract or adead lead.
Now, as you're going throughthese leads, you only have 100
(09:36):
for the month because that's themythical number that you set for
yourself.
Now, at what point in time doyou make a decision to exceed
that budget if you don't haveany new leads to call, or your
queue of leads now has run dry?
(09:57):
Are you going to just continuestaring at your CRM for whatever
you have?
Are you not going to buy leads?
I believe this is actually adecision that some of you are
making right now, where you'resaying I'm only going to buy two
leads a day, three leads a day.
I'm not going to exceed thatmaximum.
(10:22):
Now, let's throw out a scenariowhere inside of a week you were
to buy 25 leads using the$3,000budget.
I the mythical number that we'repicking.
Okay.
Now you bought 25 leads.
If you were to go on a heaterand get four signed contracts,
(10:48):
you now have four signedcontracts, 21 leads remaining.
Let's just say 15 of those arenow dead.
Are you only going to work thosesix leads?
Even though you have four signedcontracts, you have four
opportunities where you're goingto make money where you could,
if you hit the nationwideaverage, be making$60,000.
(11:10):
Are you going to make a decisionto not buy more leads?
Even though it's proven to youright now that it's working,
you're performing, the leads areperforming, you're going to stop
because of the budget that youput on yourself.
This is where you shouldabsolutely be going all in and
(11:33):
getting even more deals undercontract.
My personal opinion is itshouldn't be based around a
budget, should be aroundwhatever your closer could
perform on a daily basis.
What I mean by that is there's acertain bandwidth that each
closer has, in which they canonly call so or they can only
(11:55):
place so many dials in a day,they can only have so many
conversations.
What does that number look like?
For some people, it's 20 leads,50, 100, 200, whatever that
number is, get your queue up tothat number, and then every
single day you're gonna haveleads that are gonna flow out of
(12:15):
the new leads, call no answers,and follow-up statuses.
Now, however many leads that is,that's how many new leads you
need the next day.
So some days it'll be two, maybethe next it's 15.
But it changes based off of yourabilities to perform as a
(12:38):
closer, and so the more leadsthat you're pushing out of your
CRM, that's more leads that youneed to buy, and you need to be
tracking your KPIs based aroundyour lead-to-contract ratio,
your contract to close ratio,and if you're maintaining those
KPIs, what ends up happening isyou don't have a specific amount
(13:01):
that you spent in a month.
You just look to say, how muchdid I spend this month?
And then based off of the KPIsthat I was hitting, what was the
return that I got on that?
That is how a real closeractually runs their business.
They can actually look at it andsay, I'm not worried about how
(13:21):
much I'm going to spend, I'mmore worried about my abilities
to perform and hit the metricsthat I should have every single
day.
Now, this would change by day byday.
Going all the way back to the2023 50-50-50, there's a day
that you could go watch if youreally want to painfully do so.
(13:42):
It's eight hours of me leavingvoicemails.
It was the day in New York, so Idon't know what day that was.
Um, somewhere in 25th, 26th, noOh, the camera's not broke.
I'm running it two differentways, both vertical and
horizontal.
(14:02):
I get it.
You guys don't like thevertical, it's also running
horizontal right now, just soyou know.
So, man, never gonna try thisagain.
This is a one time off thing,but, anyways, so the day in New
York, eight hours of me leavinga voicemail.
Now, what ends up happening whenyou just run a streak of
(14:22):
voicemails is that no leadsmoved out of my CRM.
So, as a closer, I didn't do myjob, which was to get in contact
with those homeowners and get toa resolution.
So, going into the next day, Idon't receive any new leads.
Zero dollars are spent because Ididn't move the needle one way
(14:45):
or another in my business, Ididn't earn the opportunity to
receive new leads.
Now, the next day, when I move10 leads out of there, I get to
receive 10 leads the followingday.
That is how I would like to seethis run, and this is really
what where I believe marketingbudgets actually come from, or
(15:05):
one of two different reasons.
First, you don't have money,you're on uh a real tight budget
across the board, and so it'slike, well, based off of how
much money I do have in orderfor my life to to move on and
the rent and the mortgage andthe electric and the car and the
kids and the food and all this,I can spend a thousand dollars.
(15:29):
Okay, that makes sense.
Inevitably, you need to get to apoint inside of your business,
though, where that's no longer aconcern.
Like if you're constantlypinching pennies across the
board, we have issues.
We've got to get to a pointwhere revenue is coming in and
we have money to be able toinvest inside of ourselves and
inside of our business.
(15:49):
The second thing is people arenaturally conservative and they
really don't trust onthemselves, they don't believe
that they could replicate whatis happening inside their
business over and over and overagain.
What I mean by that is is maybeyou do go have a month where you
make 50, 60, 70,000 and you feelgood about yourself.
(16:12):
That's also more money thanyou've ever had inside of your
bank account.
So you really don't want to justgo hogwall crazy buying a bunch
of leads when you don't know ifyou could do that again.
Because really, you could boilthat down to what was just four
deals.
It wasn't really like I provedthe concept, it was just I
(16:33):
talked to the four right sellersand I got them under contract at
the right price, and so becauseI was able to move four deals, I
was able to make money, and sothe fear keeps you from really
going all in, all in on, hey,I'm just going to consistently
be buying leads based off of thedeal flow, so you set that
(16:56):
budget, and when I hear aboutpeople setting those budgets,
that's where you come across thepeople where it's like it's the
22nd of the month, but I'vealready spent my budget, so I'm
just gonna work the leads that Ihave.
So for the next week, I'm notgoing to buy any leads.
Now, what happens over that nextweek?
(17:18):
I go buy those leads.
The people that are not afraidbuy those low-hanging fruit
leads, the competition goes on aweek vacation, and then we go
and we close deals with lesscompetition for less money
because the actual cost of thoseleads go down.
(17:42):
This is actually a proven thing.
You can actually ask propertyleads, lead Zolo, and speed the
lead, and they'll tell you atthe end of the month we charge
less for the leads becausepeople don't have the budget
anymore.
It's actually sad thatbusinesses end up in that
position.
Now, Hyro asked in the comments,so 10 leads a day?
(18:07):
Depends.
What did you do the next day orthe day before?
Did you move 10 leads to dead?
Did you get two signed and eightdead?
Then that would be 10 leads.
If you got 12 dead and threesigned, then you need 15.
If you did nothing, you getzero.
(18:27):
That's how it should work.
So your cue of leads alwaysstays and maintains the same
over the course of time.
That is my personal opinion.
That's how we run our businessright now.
That's how we've always wantedto run it.
And it has what it maintains isconsistent deal flow.
(18:50):
It's not like we come across it,it's like we just don't have
deals right now, we don't haveleads.
We also don't run across theproblem where it's like we don't
have money, which is ultimatelywhere everybody should want to
be.
Now, how you handle your leads,that is uh that was a hot
(19:12):
conversation today during theimplementation call.
I personally believe that youshould be aggressive.
I think you should be aggressiveon killing your leads and moving
on to the next one.
So Carlos says, What's yourapproach approach if you
(19:33):
literally have zero dollars tospend on leads or marketing?
Go watch my zero dollars to geta deal, get you a deal, get
money, don't use it on anythingelse, and start your business.
FISBOS, MLS, whatever you gottado to go find a deal.
Go find one.
(19:53):
And then move on.
The other thing, Carlos, is youcan find someone that's got too
many damn leads and work theirold leads.
There's plenty of people outthere.
That's what just started thisconversation this morning.
When someone said, I'm thinkingabout just going and calling all
my old dead leads, the one thathad the wrong price, and start
working those and seeing if Ican resurrect those from the
(20:16):
dead.
And I said, Absolutely not.
Go get somebody like you,Carlos, who ain't got nothing
but time and desire, and putthem to work, let them grind
that shit out, and you focus onclosing your deals.
So when we go back to thebudget, this also the reason why
(20:37):
I want to talk about this todayis because I feel like this is
one of the most important topicsthat we could talk about today.
Because we're coming into thattime of the year where I feel
like everybody's about to takeoff.
And so I gave my opinion to TUthis morning, but to you guys
here on YouTube, make thatdecision.
What are you going to do goinginto Thanksgiving and Christmas?
(21:00):
Okay, are you going to focus ontaking time off?
Are you going to focus on buyingall the Christmas gifts?
Or are you going to focus on,hey, I'm going to grow my
business.
I'm going to invest in the leadswhen I know that the rest of the
industry is taking the time off.
(21:21):
Because what we have seen overthe past decade is that
November, December, going intoJanuary and February are massive
opportunities.
The competition is going to taketime off.
They're going to punt on fourthdown inside the fourth quarter.
That's what they do over andover and over again.
Just like every single month, atthe end of the week, at the end
(21:45):
of the month, the budget's gone.
What do you think that lookslike right now coming into the
end of the year?
Let's take time off.
I don't want to buy leads.
They're still motivated sellers.
People are going to need oursolutions.
So just remember, you can eitherdecide that you want to be the
(22:07):
guy that spends$8,500 and made$100,000, or you can be the guy
that spent$4,500 to make$50,000.
Now, some of you might be theperson that spent$4,000 that
made$25,000.
That's still a solid return.
It's nothing to laugh at.
(22:28):
Part of the reason why thatperson made less is probably
because he JV'd on that.
He's just looking at his takeon.
And that's okay.
We all start somewhere.
But if we are always limitingourselves, your results will be
limited.
So don't go into the monthsaying, here's how much I will
(22:48):
allow myself to spend.
Actually, work the system theway that it's meant to.
And if you're not there, ifyou're not there financially,
that should be the next goal foryour business.
Get yourself in a position whereyou can actually run it like a
business needs to, not off ofsome Dave Ramsey type budget.
Today, we are going to be talking about why
marketing budgets are dumb forwholesalers.
Now, this is going to be verycontroversial because there are
many of you that are probablythinking like my whole life, I
was taught I have to have abudget.
(00:21):
And if I don't have a marketingbudget, what am I supposed to
do?
Just blindly spend money.
So kind of stick with me throughmy thought process here.
Um, as I break down my opinionon this, it's not like I want
you blindly spending money, butI also don't want you
shortchanging yourself inside ofyour business because you have
(00:44):
this set number that you'rewilling to spend.
Now, inside of TitaniumUniversity, there are posts that
happen inside the group.
And I I looked this up the otherday.
We had up until yesterday, weonboarded our 24th class, we had
777 members.
(01:04):
Now we're over 800.
Out of the 777 members, 684, Ibelieve, were active inside of
the group.
Meaning in the past 28 days,they had made their own posts or
commented on somebody else'spost.
So the vast majority of them areactive.
The posts themselves, though,are kind of up to the members to
(01:28):
decide what they want to share.
And every now and then we getposts where the members will
share their KPIs, how much theyspent, what they closed and
funded.
It's super awesome to see that,but it's not something that we
ever like mandate or promotebecause people are private,
right?
You know, you're sharing alreadya lot of information.
And so three members postedtheir KPIs in regards to how
(01:53):
much they spent in comparison tohow much they made.
Okay.
Now I'm gonna break these downfor you and explain why I'm
sharing this here in just asecond.
The first member shared thatthey spent$8,500 in marketing
for the month, and they had$52,000 in closed and funded
(02:16):
assignments that month withanother$50,000 in pending
closings for the next month.
Okay.
Now that's fantastic.
That is above average, reallygoing above and beyond.
The next member posted that theyspent$4,500 in marketing.
(02:38):
They had$25,000 in closed andfunded assignments with an
additional$25,000 to$30,000 inpending closed deals for the
next month.
And then we had a third memberthat said they spent$4,000 in ad
spend with$14,000 closed andfunded and more pending for the
(03:03):
next month.
Now I don't know what that morewas, but it just said more
pending for the next month.
Okay.
Now some of that could have beenbecause they didn't have them
assigned yet, they didn't knowthe exact numbers.
Makes sense, right?
If you just locked up a deal onthe 27th, 28th, 30th of the
month, you don't have recondone, you don't have it
assigned, you don't know howmuch you're gonna make.
(03:23):
Now, going back, the threeamounts in marketing budget was
$8,500,$4,500, and$4,000.
Now, I don't know how they chosethose marketing budgets.
Could have just been how muchmoney they had, it could have
been the choice, right?
(03:44):
Not everybody wants to get asmuch money as possible and close
the funded deals.
It could have also just been aset decision.
That's what I really want totalk about.
Is if you make a decision thatyou are only going to spend X
amount of dollars in a month.
That is what I believe is dumbwhen you set a precedence.
(04:07):
The reason why is because if youtalk to any of the PPL providers
that have a marketplace or abidding system, they will tell
you that at the beginning of themonth or the beginning of the
week, the bids are higher thanthey are at the end of the
(04:31):
month.
And then you ask them, well, whywould that be the case?
Well, by the end of the week, orthe end of the month, the
majority of people have spenttheir marketing budget, and so
there's less people competingfor those leads.
So the price per lead goes downincrementally because there's
(04:53):
less competition.
(05:14):
Now, when we look at these threeexamples of how much money that
they spent, you had the first TUmember spent$8,500 for$50,000 in
close and funding, the secondone spent$4,500 for$25,000.
Now, the question that you'reprobably thinking to yourself,
(05:35):
or at least I was when I lookedat that, was why didn't the
second one spend$8,500 or$9,000to double the revenue and
essentially double their profit?
Why did they make the choice toonly spend$4,500 when the first
(05:58):
person spent$8,500?
Now, again, it could have beenbudget, how much money could
have been time, bandwidth, toomany leads, something along
those lines.
But common sense tells you ifyou had told them before in the
beginning of the month, if youjust spend nine thousand dollars
(06:18):
this month, you could go from$25,000 to$50,000, which
actually that$50,000 was justthat month.
The next month, the person thatspent$8,500 had already had
$50,000 assigned ready to close,and it was pending.
The person who spent$4,500 had$25,000 pending, so it was
(06:42):
literally half across the board.
Now, the goal in marketing isnot necessarily to set this hard
and fast number for what yourbudget could be, it should be
based off of the return oninvestment.
You should be looking at thisand trying to jam the slot
(07:05):
machine over and over and overagain, unless you just have a
specific amount of money thatyou want to make and you want to
do less work.
For example, Tyler Osborneinside of TU, his goals, the
reality that he wants to createfor himself, is all based around
time.
He doesn't necessarily need tomake all the money in the world,
(07:29):
he wants to spend more timedoing other things.
Now that would make sense as towhy he would spend less to make
less money, but I don't thinkthat's the case for everybody.
So when we look at I want torespond to this comment real
quick, Matthew, there are peoplehere.
I made a mistake today.
(07:50):
I am doing this both on verticaland horizontal, and I believe a
lot of people are on thehorizontal portion of this.
So if you're on the vertical,stay where you are, brother,
make sure you like that video,okay?
All right.
So getting back to the topic ofwhy marketing budgets are dumb.
(08:10):
Listen, if you set a hard, fastnumber for yourself going in the
month, let's just say using asmall round number that makes
sense for the math, threethousand dollars for the month.
And you're going to do somethinglike Speed of Leads Coupon Club
or Property Leads NationwideExclusive$30.
(08:32):
That's going to get you 100leads for the month.
Now, as you start buying thoseleads, they're going to start
dripping in.
And what's going to happen is ifyou're doing things the right
way, you're going to come tosome sort of resolution to each
lead.
It should be, it's eitherthey're not a good fit, we are
(08:54):
not their solution, so it's adead lead, or you get a signed
contract.
Those are your options.
Now, every now and then you'regoing to end up where a lead,
for whatever reason, cannot signwith you.
This is a hot topic in today'simplementation call where you
have to follow up with thatseller, and that happens.
(09:16):
But when that happens, it shouldbe the smallest queue of leads
that you have inside of yourCRM.
And it should be based off avery specific time frame in
which you are going to follow upwith them to either come to the
resolution of sign contract or adead lead.
Now, as you're going throughthese leads, you only have 100
(09:36):
for the month because that's themythical number that you set for
yourself.
Now, at what point in time doyou make a decision to exceed
that budget if you don't haveany new leads to call, or your
queue of leads now has run dry?
(09:57):
Are you going to just continuestaring at your CRM for whatever
you have?
Are you not going to buy leads?
I believe this is actually adecision that some of you are
making right now, where you'resaying I'm only going to buy two
leads a day, three leads a day.
I'm not going to exceed thatmaximum.
(10:22):
Now, let's throw out a scenariowhere inside of a week you were
to buy 25 leads using the$3,000budget.
I the mythical number that we'repicking.
Okay.
Now you bought 25 leads.
If you were to go on a heaterand get four signed contracts,
(10:48):
you now have four signedcontracts, 21 leads remaining.
Let's just say 15 of those arenow dead.
Are you only going to work thosesix leads?
Even though you have four signedcontracts, you have four
opportunities where you're goingto make money where you could,
if you hit the nationwideaverage, be making$60,000.
(11:10):
Are you going to make a decisionto not buy more leads?
Even though it's proven to youright now that it's working,
you're performing, the leads areperforming, you're going to stop
because of the budget that youput on yourself.
This is where you shouldabsolutely be going all in and
(11:33):
getting even more deals undercontract.
My personal opinion is itshouldn't be based around a
budget, should be aroundwhatever your closer could
perform on a daily basis.
What I mean by that is there's acertain bandwidth that each
closer has, in which they canonly call so or they can only
(11:55):
place so many dials in a day,they can only have so many
conversations.
What does that number look like?
For some people, it's 20 leads,50, 100, 200, whatever that
number is, get your queue up tothat number, and then every
single day you're gonna haveleads that are gonna flow out of
(12:15):
the new leads, call no answers,and follow-up statuses.
Now, however many leads that is,that's how many new leads you
need the next day.
So some days it'll be two, maybethe next it's 15.
But it changes based off of yourabilities to perform as a
(12:38):
closer, and so the more leadsthat you're pushing out of your
CRM, that's more leads that youneed to buy, and you need to be
tracking your KPIs based aroundyour lead-to-contract ratio,
your contract to close ratio,and if you're maintaining those
KPIs, what ends up happening isyou don't have a specific amount
(13:01):
that you spent in a month.
You just look to say, how muchdid I spend this month?
And then based off of the KPIsthat I was hitting, what was the
return that I got on that?
That is how a real closeractually runs their business.
They can actually look at it andsay, I'm not worried about how
(13:21):
much I'm going to spend, I'mmore worried about my abilities
to perform and hit the metricsthat I should have every single
day.
Now, this would change by day byday.
Going all the way back to the2023 50-50-50, there's a day
that you could go watch if youreally want to painfully do so.
(13:42):
It's eight hours of me leavingvoicemails.
It was the day in New York, so Idon't know what day that was.
Um, somewhere in 25th, 26th, noOh, the camera's not broke.
I'm running it two differentways, both vertical and
horizontal.
(14:02):
I get it.
You guys don't like thevertical, it's also running
horizontal right now, just soyou know.
So, man, never gonna try thisagain.
This is a one time off thing,but, anyways, so the day in New
York, eight hours of me leavinga voicemail.
Now, what ends up happening whenyou just run a streak of
(14:22):
voicemails is that no leadsmoved out of my CRM.
So, as a closer, I didn't do myjob, which was to get in contact
with those homeowners and get toa resolution.
So, going into the next day, Idon't receive any new leads.
Zero dollars are spent because Ididn't move the needle one way
(14:45):
or another in my business, Ididn't earn the opportunity to
receive new leads.
Now, the next day, when I move10 leads out of there, I get to
receive 10 leads the followingday.
That is how I would like to seethis run, and this is really
what where I believe marketingbudgets actually come from, or
(15:05):
one of two different reasons.
First, you don't have money,you're on uh a real tight budget
across the board, and so it'slike, well, based off of how
much money I do have in orderfor my life to to move on and
the rent and the mortgage andthe electric and the car and the
kids and the food and all this,I can spend a thousand dollars.
(15:29):
Okay, that makes sense.
Inevitably, you need to get to apoint inside of your business,
though, where that's no longer aconcern.
Like if you're constantlypinching pennies across the
board, we have issues.
We've got to get to a pointwhere revenue is coming in and
we have money to be able toinvest inside of ourselves and
inside of our business.
(15:49):
The second thing is people arenaturally conservative and they
really don't trust onthemselves, they don't believe
that they could replicate whatis happening inside their
business over and over and overagain.
What I mean by that is is maybeyou do go have a month where you
make 50, 60, 70,000 and you feelgood about yourself.
(16:12):
That's also more money thanyou've ever had inside of your
bank account.
So you really don't want to justgo hogwall crazy buying a bunch
of leads when you don't know ifyou could do that again.
Because really, you could boilthat down to what was just four
deals.
It wasn't really like I provedthe concept, it was just I
(16:33):
talked to the four right sellersand I got them under contract at
the right price, and so becauseI was able to move four deals, I
was able to make money, and sothe fear keeps you from really
going all in, all in on, hey,I'm just going to consistently
be buying leads based off of thedeal flow, so you set that
(16:56):
budget, and when I hear aboutpeople setting those budgets,
that's where you come across thepeople where it's like it's the
22nd of the month, but I'vealready spent my budget, so I'm
just gonna work the leads that Ihave.
So for the next week, I'm notgoing to buy any leads.
Now, what happens over that nextweek?
(17:18):
I go buy those leads.
The people that are not afraidbuy those low-hanging fruit
leads, the competition goes on aweek vacation, and then we go
and we close deals with lesscompetition for less money
because the actual cost of thoseleads go down.
(17:42):
This is actually a proven thing.
You can actually ask propertyleads, lead Zolo, and speed the
lead, and they'll tell you atthe end of the month we charge
less for the leads becausepeople don't have the budget
anymore.
It's actually sad thatbusinesses end up in that
position.
Now, Hyro asked in the comments,so 10 leads a day?
(18:07):
Depends.
What did you do the next day orthe day before?
Did you move 10 leads to dead?
Did you get two signed and eightdead?
Then that would be 10 leads.
If you got 12 dead and threesigned, then you need 15.
If you did nothing, you getzero.
(18:27):
That's how it should work.
So your cue of leads alwaysstays and maintains the same
over the course of time.
That is my personal opinion.
That's how we run our businessright now.
That's how we've always wantedto run it.
And it has what it maintains isconsistent deal flow.
(18:50):
It's not like we come across it,it's like we just don't have
deals right now, we don't haveleads.
We also don't run across theproblem where it's like we don't
have money, which is ultimatelywhere everybody should want to
be.
Now, how you handle your leads,that is uh that was a hot
(19:12):
conversation today during theimplementation call.
I personally believe that youshould be aggressive.
I think you should be aggressiveon killing your leads and moving
on to the next one.
So Carlos says, What's yourapproach approach if you
(19:33):
literally have zero dollars tospend on leads or marketing?
Go watch my zero dollars to geta deal, get you a deal, get
money, don't use it on anythingelse, and start your business.
FISBOS, MLS, whatever you gottado to go find a deal.
Go find one.
(19:53):
And then move on.
The other thing, Carlos, is youcan find someone that's got too
many damn leads and work theirold leads.
There's plenty of people outthere.
That's what just started thisconversation this morning.
When someone said, I'm thinkingabout just going and calling all
my old dead leads, the one thathad the wrong price, and start
working those and seeing if Ican resurrect those from the
(20:16):
dead.
And I said, Absolutely not.
Go get somebody like you,Carlos, who ain't got nothing
but time and desire, and putthem to work, let them grind
that shit out, and you focus onclosing your deals.
So when we go back to thebudget, this also the reason why
(20:37):
I want to talk about this todayis because I feel like this is
one of the most important topicsthat we could talk about today.
Because we're coming into thattime of the year where I feel
like everybody's about to takeoff.
And so I gave my opinion to TUthis morning, but to you guys
here on YouTube, make thatdecision.
What are you going to do goinginto Thanksgiving and Christmas?
(21:00):
Okay, are you going to focus ontaking time off?
Are you going to focus on buyingall the Christmas gifts?
Or are you going to focus on,hey, I'm going to grow my
business.
I'm going to invest in the leadswhen I know that the rest of the
industry is taking the time off.
(21:21):
Because what we have seen overthe past decade is that
November, December, going intoJanuary and February are massive
opportunities.
The competition is going to taketime off.
They're going to punt on fourthdown inside the fourth quarter.
That's what they do over andover and over again.
Just like every single month, atthe end of the week, at the end
(21:45):
of the month, the budget's gone.
What do you think that lookslike right now coming into the
end of the year?
Let's take time off.
I don't want to buy leads.
They're still motivated sellers.
People are going to need oursolutions.
So just remember, you can eitherdecide that you want to be the
(22:07):
guy that spends$8,500 and made$100,000, or you can be the guy
that spent$4,500 to make$50,000.
Now, some of you might be theperson that spent$4,000 that
made$25,000.
That's still a solid return.
It's nothing to laugh at.
(22:28):
Part of the reason why thatperson made less is probably
because he JV'd on that.
He's just looking at his takeon.
And that's okay.
We all start somewhere.
But if we are always limitingourselves, your results will be
limited.
So don't go into the monthsaying, here's how much I will
(22:48):
allow myself to spend.
Actually, work the system theway that it's meant to.
And if you're not there, ifyou're not there financially,
that should be the next goal foryour business.
Get yourself in a position whereyou can actually run it like a
business needs to, not off ofsome Dave Ramsey type budget.
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