Get 10x more value from your marketing | Russell Lundstrom

If you are a marketing professional or entrepreneur who - Is frustrated seeing others in marketing succeed while you're being left behind - Is overwhelmed by the vast ocean of marketing opportunities and not knowing which ones to choose - Wants the skills to diagnose marketing challenges, prescribe effective solutions, and achieve breakthrough results in the new era of marketing? Russell has the solution for you!

Episode Transcript

(00:05):
The show you need to get what you desire byavoiding the mistakes made by others before
you, learn the stories and journeys of whatsuccess looks like to find the freedom you
deserve while thriving with your best eyes.

(00:34):
Hello, and welcome back to another episode ofrapid results with Andrew Weiss.
We have the incredible Russell today, RussellLundstrom, Andrew in case you don't know who
this guy is, Russell teaches small businessentrepreneurs how to get at least 10 x more
value from the marketing by leveraging hisproprietary marketing plan formula.

(00:54):
Russell is also known as the market tech.
He's here to talk about marketing, sales,scaling, being awesome in general.
And so with that said, Russell tell us what isthe biggest and best business deal you're most
proud of?
Well, now that I'm blushing, first of all,thanks for having me.
I'm stoked to be here.

(01:15):
Biggest and best story.
Probably one of the most recent ones that wasactually one of the key pieces to, the
development of this marketing plan formula was,I've been really lucky to work with some really
amazing brands through the years.
And this was, 3, 4 years ago.

(01:37):
I started working with rich dad, poor dadcompanies.
So which for me was an honor because in allreality in my my early entrepreneur years, you
know, you you get to be down pretty good as anentrepreneur.
And there was period of time where I took abreak, and I kinda took my entrepreneur hat
off.
And my mom gave me Rich Dad Portan as gift, andthat's what inspired me to get back into this

(02:01):
crazy world.
And, so for me to be able to go back and help,rich dad poor dad.
That was really an honor, but what thesituation was is they have you can imagine rich
dad poor dad's been around for 30, 40 years.
Right?
Yeah.
And and millions and millions of people aroundthe world.
And so they had this website Andrew And I don'tknow if you know this, but they have something

(02:25):
like 35 different offers.
You know, they, they deal with everything frompersonal development to finance, to small
business entrepreneurs, and of course, realestate, and, and there's a whole world of stuff
that they help people with.
Well, they had an issue where they had over a100,000 visitors a month organic coming into

(02:45):
the website, but people weren't able to findwhat they needed to get the right help.
Right?
If I'm an advanced, for example, if I'm anadvanced, real estate investor, I don't
necessarily wanna hear about the latestcryptocurrency offer or, you know, a personal
development.
I wanna know specifically, you know, what aresome advanced strategies for advanced real

(03:09):
estate stuff.
So how do we take these organic people and, getthem to where they need to be, to get the most
value from rich dad port ads.
So we did process, and, and I'll credit RyanLeveque.
He's the one that taught me how to do all thisstuff.
But we did a survey in deep diving customerresearch, and we It was a process that took

(03:31):
about 8 or 9 months, but at the end of the daynow, now these Andrew thousand people, we
basically reverse engineered their entireaudience to where we knew, you know, and
statistically, numerically, alright, we knew27% were coming in into the real estate bucket.
And then real estate broke down into beginnerintermediate and advanced.

(03:55):
And then And then within each of those, therewere 3 or 4 different things that they were
there for.
Well, we knew all that by doing the researchAndrew we could reverse engineer these
pathways.
Andrew as a result, they I think their averageconversion lift was about 60%.
On on getting people where they needed to be.
And it, and it was a, it was a complex, butsimple process of really just listening to your

(04:20):
customers.
You're telling me that, when you got brought onto the rich dad poor dad team, they didn't know
how to listen to their customers until you werebrought on.
They did, but, you know, happens in businessI've seen.
And so I'm I'm really just been lucky.
Like, I the people I hang out with our businessowners, entrepreneurs, or just my people.

(04:43):
And so that's all I know.
It's all I know how to do.
Andrew know, don't ask me to do math oranything really sophisticated.
I know marketing and I know entrepreneurs.
But they knew it, but what happens is is asyour as that flywheel of your business starts
going, you start getting pulled in a 1,000,000different directions.

(05:03):
And so rich dad poor dad was a situation wherethey've been around 30 plus years with more
than 30 different offers.
And so it kinda comes down to and this is whatI meant when I said that this event or this
project was a big part of the of of thedevelopment of the marketing plan formula was

(05:27):
you, every business, even rich dad has limitedresources.
Right?
You've only got so much time, money, and effortto deploy at any given day.
And so you need to be able to make thosedecisions.
So it wasn't that they didn't know theircustomers.
It's just, you know, where do you put that interms of your priority list when they're doing

(05:49):
all this other stuff?
Right?
And they're a global brand, they're a wholeteam, and you're talking about a lot of
resources, but it's also a lot of complexity.
Interesting.
Interesting.
No.
That's that's a good explanation of things.
So going back to you you're working with RichDad Poor Dad.
I'm I'm curious, like, what caused you to goafter that 1,000,000 of dollars and make it

(06:11):
happen, not just for yourself, for otherpeople, was it just reading that one book,
Bridgette, or What made what was that momentyou're like?
I I'm gonna go after Did you go
all the way back to the beginning?
Yeah.
Yeah.
We wanna hear that story.
So my I'm My dad was an immigrant, and it wasthe true American immigrant story.
You know, he came over from Europe in thefifties with, you know, a $100 in his pocket.

(06:33):
Andrew he came to America because this was theplace where dreams can happen.
Right?
It wasn't in Europe where he was.
Andrew so he he had that immigrant mentality.
And that's what we were raised with.
So I was that kid know, I remember in Iremember if it was 7th or 8th grade or what it
was, but I was that kid.

(06:54):
I was hand drawing comic books and sellingthem.
And And I think by the time I was twenty yearsold, I had started 3 or 4 different companies.
And I'll So it was just one of those thingswhere I didn't know any better.
I didn't know anything else, and that's all mydad instilled in me.
And and he his, I have it on our site, but hisphilosophy was simply, you know, to be

(07:19):
successful in business, you just have toprovide value for someone.
Andrew and that's where I believe entrepreneursmake the world a better place is you're you're
simply just providing value for people.
There's no zero sum game in business.
So, that was kind of the genesis of it.
And, you know, I I've had odd jobs here andthere throughout my life, mostly cooking or

(07:45):
dish washing.
But, you know, we we, you know, I I came out.
I got a degree in business, from a localcollege here, and that was the first time I
felt like, hey.
I kinda knew what I was meant to do.
Still not quite sure on that one, but that wasit.

(08:08):
You know, and and throughout the my life, I'vestarted gosh over 20, 25 businesses.
Andrew I I say that almost with a a bit ofembarrassment because theoretically, right,
when you're an entrepreneur and you're startingout, you wanna hit home run
Yeah.
Where you don't have to start 25 businesses,you know, or or maybe you get the opportunity

(08:32):
to start 25 businesses.
But for me, I had you know, I
would even buy, you you had to, like, some ofthem were working the
Oh, man.
Yeah.
More more blow up and bank groups.
I mean, I've made and lost so much money.
It's ridiculous.
Andrew and and that's just it.
You know, you have to, you have to go to bat.

(08:54):
It's not about how many mistakes you make.
It's how many times you get back up.
Andrew, So it's it's it's not a case of, yeah,I've started 20.
I've been lucky.
I've had a, you know, 4 or 5 multimilliondollar companies now.
But more importantly, like I said, I've spentthe last 10 years working with other

(09:14):
entrepreneurs and helping, like, everythingfrom rich dad poor dad down to my local barber
shop.
Right?
That was my goal, is really I just wanna helpentrepreneurs.
That's kind of why I live and breathe.
So What
was that first company you were able to scaleto, 7 figures Andrew how are you able to get

(09:34):
the mindset and strategies to make that happen?
So I I don't think you can discount luck.
Yeah.
There's and it is what's that old saying?
I can't remember who who coined it, but, youknow, it's it's, luck is at the crossroads of

(09:55):
preparation and and luck or success is thecrossroads of luck in preparation.
Right?
So when I graduated in 90 2 with the degree inbusiness, of course, I didn't have any idea
what I was gonna do.
I was cooking at a at a hotel here at BrownPalace.
And my dad was like, he's like, you need to geta job and get out of my basement.

(10:15):
And, so he he he was an insurance sales Heworked for State Farm.
It's also interesting.
Even though he worked for State Farm, hethought that was his own business.
He was just selling State Farm products.
So he treated that as an entrepreneurialendeavor too.
But anyway, he got me with one of his clients,this guy who was actually in network marketing.

(10:37):
And but I didn't know at the time what it was.
All he did is I went over to his house, and helate he did his presentation for me, and it was
company called Quorum, which was a multi levelmarketing deal.
And all he said is if you do this, you can getthis.
And in my young, young dumb mind was like,well, alright.

(10:58):
Point me to the door.
What do I gotta do?
And, So I started working with thatopportunity, back in 9293, and Where it
exploded for me was, again, my family's fromEurope.
Right?
And so this company was launching, and we hadheard all these stories out of Europe, where

(11:21):
people literally with, like, suitcases of moneyand selling and signing up people and all this
stuff, Andrew the guy who brought me into thebusiness, Jim was like, don't you have family
in Europe?
We should go to Europe.
And so, literally, I think on on the samemorning.
I had coffee with him that morning thatafternoon.
I was on the phone to my cousin, in Sweden, whojust happened to be, also doing an MLM thing

(11:49):
over there called Herbalife.
Everyone's heard of Herbalife.
Right?
Andrew call them, and I'm like, Hey, I got thisthing.
I don't know if you've ever heard about it.
I don't know if you know anything about it.
But I'm thinking of coming over Andrew let'sopen sweet, it was Sweden.
And he I'm like, let's open Sweden.
We'll be the first people there.
And again, just young and dumb, counts for alot.

(12:10):
Right?
So they were having this European convention.
It was I remember it was Thanksgiving, like,Thanksgiving day.
I flew over to Paris for the convention and,really had no clue at all what I was gonna do,
where I was gonna go, whatever, And I rememberand this this is where the luck factor comes
in.
Right?

(12:31):
I'm sitting in this cafeteria at your DisneyAndrew, like, 19, whatever, 90 something, they
had just opened.
This is where the convention was, and it'sbecause of the jet lag, it's, like, 4 in the
morning, and I I can't figure out how to ordera cup of coffee.
They keep bringing these little Espresso's.
Like, that's a cup of coffee.

(12:51):
Yeah.
And the only other guy sitting in the in therestaurant at 4 in the morning, he's sitting
there chuckling.
Andrew he comes over Andrew he's British, andhe's like, you can't order a cafe.
That's an espresso.
You have to order an Americano.
That's the American
coffee.
That's funny.
Again, I'm just young and dumb.

(13:11):
Right?
And so we get to talking.
Well, it turns out he's He's from the UK officeof this company that I was working for.
Andrew, again, I don't know any Wow.
And I've given them all our plans for openingup Sweden.
I don't know that you have to have, you know, alegal company and you have to have government
permission and all this stuff.

(13:32):
I'm just like, oh, no.
We're gonna open up Sweden.
Andrew and so he's like, well, we're not evenlegally able to do business there.
And and so we work it out The long story shortis he's like, well, sign people up in in the
UK.
We'll we'll load up a, crate and ship it overto Sweden.

(13:52):
This was Thanksgiving.
Right?
So I had maybe 60 days till Christmas.
So my cousin and I, it it it would kinda makeprobably a good movie, but he had He had
studied Russia.
He had one of those little tiny rushing cars.
I don't even know what they are.
They're but they're they're about as big as asmart car.
Andrew I remember it was so old and rusty.
We were sitting on milk crates in the car.

(14:14):
It didn't have seats, and there were holes inthe ground in the snow in the ice Andrew the
water was coming up into the cars.
We're driving around Sweden.
Long story short is it took off.
I think that 1st year in business, we didsomething close to 6a half 1000000 in sales.
And How are
you how are you making the sales in the UK,though?

(14:35):
Like, were you going door to door?
Were you like
It's so smart marketing.
Right?
So we started, started with my cousin.
I think one of the first people we talked towas a father, son.
They owned a, Andrew no, a beauty salon, Kennyand Thomas Nordland, Andrew know, pretty gruff

(14:55):
people Andrew and Kenny, his son, the youngkid, he was maybe fourteen, fifteen years old,
but they latched on They introduced us to a fewpeople.
It's like the ultimate networking thing.
Right?
And and this is where it eventually led.
I I ended up I came I went home at Christmas,came back after Christmas, but that second trip
over there, I actually sat down with, like, thedaughter of King of Sweden and pitched them on

(15:20):
this thing.
It was What?
It was crazy, but,
and then you married her?
No.
Oh, darn it.
Well, there are a lot of attractive Swedishladies.
Let me
check that.
Oh, especially after 1.
That was a good time.
But so here's here's where failure sets in.
Right?
So back then, network marketing, it might stillbe today.

(15:43):
I don't know.
Is kind of a brutal business.
And so it's, you know, it's the if you don'tknow network marketing, think pyramid steam.
It's not a steam, but pyramid.
Right?
So if if all the money's down at the base ofthe pyramid, the people at the top of the
pyramid don't get any.
And so at after about 6, 7 months of being inEurope, I I was coming home and and, you know,

(16:07):
really excited Andrew and I had seen we weretalking in front of two thousand people at one
point.
Wow.
And, you know, selling cargo ships, you know,or cargo containers full of product, and it was
going really great, expecting to come home to anice stack of checks and I get home Andrew
there's nothing.

(16:28):
And you
had sold $66,000,000 worth of products.
You didn't get any
at this time, it was probably almost a1,000,000.
It wasn't because it, again, if you invert thatpyramid, it grows exponentially towards the
end.
So we had maybe done yeah, maybe half a1,000,000 due to 700,000 at that point.
But I still expected, you know, I think theaverage commission was around 6, 7%.

(16:51):
And Yeah.
Something.
Yeah.
Anyway, long story short as I I got home, nochecks, no nothing, called the company, and
they're like, Russell, who?
So someone had gone in and deleted me and about10 other people out of the computer and the pay
lines so that that money would roll up to thebigger players above us.

(17:12):
Oh my gosh.
Yeah.
Like, I would quit ever doing any businessentrepreneurship every kid after that.
Said.
Yeah.
I, to this day, I never I I mean, I had a greatit was a wonderful experience, but I didn't
make any money.
That's crazy.
Whereas, my cousin did real well.

(17:33):
He ended up buying Quorum Europe, and he's hadan amazing life too now because of it.
So did he not get deleted?
It sounds
like because he was through the eBay office.
We were through the US office, and so he was atthe top.
Interesting.
Well, And then so this reminds me too.
So I read, a book.
There's there's a, customer born every minutes.

(17:55):
I forget the authors like Vivaldi or somethinglike that, but it's about the PT Barnham story.
And, he talks about how Pete Barnham, you know,even before he started the circus, he was a
serial entrepreneur, did all these businesses,and he made all this money, but then he lost it
all.
Andrew after he lost it all, they're like, hey.
Can you give us speech about how to make abunch of money?

(18:15):
And he's like, what are you talking about?
I just lost him on at all.
And they're like, well, you had to make a lotof money in order to lose it.
So we you still know how to make money.
He's like, okay.
That that that's a good point.
Yeah.
And that's that's that's a really good pointfor your listeners is, you know, failure is
hard.
Like, I was pretty devastated after that.

(18:36):
Andrew it was the first of about 10 of thosethings.
But you you have to That's just it.
Like, every time you fail, the next time youtry, you know that much more, and you can cut
that learning curve down.
Right?
Weiss you can skip over the mistakes.

(18:57):
So the next time and then it and so I I tookabout a 3 month pause, and I went into another
networking deal that was starting in the US.
They're pretty good with that, in Colorado.
It's called travel max.
But the mistake I made in that one was theowners and founders of that company were really
young in Newport Beach, California.

(19:20):
And, while we were doing really good in youknow, around the country, they were spending
all the money at the corporate level.
They they had gotten into Baja Racing andAndrew I've heard, I heard stories about them
waste, you know, $5,000,000 a week spendparties and ridiculous stuff like this.
And So, again, long story short, they went outof business.

(19:42):
There I was again.
I built up a nice little thing, and it wentaway.
And I was like, alright.
I'm done with this.
I'm not gonna let anyone else dictate myfuture.
And that's where I had this idea to start asoftware company, in 909798, for the network

(20:03):
marketing industry.
It wasn't anything there.
Now you're too young.
You don't remember this, but in 97 98 was thebirth of the dot com bubble.
Oh, interesting.
Mhmm.
The birth of the birth will be birth.
Right?
Yeah.
Birth.
Yeah.
Which is cool.
Right?
Like, I I gotta grow up one with the internet.
I remember when there wasn't an internet.

(20:23):
And, so I started a software company, but themistake I made there was in 2000.
We raised money and developed the software.
And this this, again, is like, you don't seewhat you don't see.
We made a piece of software, and the wholeworld is looking at dotcom saying, hey.
I want a I want a website.
So we had In fact, then you had a floppy disc.

(20:45):
We were out trying to sell a floppy disc, andeveryone's going, well, where's the website?
I want you to Yeah.
We're like, we don't have a web version.
We've got a disk, and it and that's like tryingto sell a horse and buggy cart to someone that
wants a car.
Yeah.
So that I and and that that was where I waslike, alright.
Failure number 3.
I need a break.
Yeah.

(21:06):
And So so did you, like, take a job with pointwhen you need a break.
Yeah.
And my, so my my wife was going to school inGermany at the time.
Andrew my brother called, and he's like, helived in San Diego, and he's like, hey.
I kicked my girlfriend out.
I got a room Andrew MTV beach house is here.
You wanna come out and spend the summer here?

(21:30):
Cool.
Nice.
And I had nothing left, so I just jumped in mytruck and drove out.
And I got a job you know, with the with thesoftware and the European experience, I got a
job in the translation world.
And Is English your first language?
Yeah.
Okay.
Mhmm.
It's it's barely my only language, but
I don't
that's to speak that good of English.

(21:53):
But I gotta I gotta job as a project managerand a translation company.
And, they were a dotcom victim too.
They not victim.
They they blew through $3,000,000 of VC moneyin, like, 6 months.
But at the time, you know, what a greatbusiness to translate websites and software
into foreign languages Yeah.

(22:14):
But, again, I had no clue how to do.
It was just an opportunity.
And I looked at 2 guys on my production teamand said, Hey, let's the demands there.
Let's just go home.
We'll throw up a website and keep on rolling.
And that was truly my first, genuine sevenfigure business was translation company.
Wow.
Wait.

(22:34):
Andrew, you were part owner in that, or
or how'd you Yeah.
It's partners.
Got it.
Okay.
Very cool.
Nice.
So, they they were they were my productionmanagers in the in the prior company.
So it sounds like, right out of college, Imean, I mean, just just from my perspective,

(22:55):
like, it's still a lot of success of you beingable to scale these companies yes, you didn't
get paid for the first three of them, but youknow you've already had the tenacity and, like,
the somehow the know how how to do sales rightout of the gate Andrew what it sounds like to
me.
Am I far off from that?
Maybe.
Again, there's luck.
There's not knowing any different, and mostlyits ambition.

(23:19):
Again, it's it's for me, it's the idea of avision.
Right?
You have a personal vision for yourself.
But you also then have this opportunity visionor company vision.
And when those 2 come together and they alignthere's really nothing that can stop you.
Right?
And so that's why I'm I in my in in this newthing I'm doing with the marketing plan

(23:42):
formula, like your vision is a big part ofthat.
You need to, you need to have something thatwhen the chips are down and you're down, you
need to be able to look at that and go,alright.
There's a bigger purpose here Andrew why I'mdoing this.
Yeah.
Let's talk about that for a second.
How do you go about crafting a personal versusa company vision?

(24:03):
You know, when when I was younger, it was allabout you know, money and lifestyle and making,
you know, like Steve Jobs said, make your dentin the universe.
Mhmm.
And I
used to drive around and look at these big tallskyscrapers.
And imagine, you know, my company name on theskyscraper and that sort of thing.
But in in today's world, and and what'sastounding is there's more opportunity out

(24:29):
there right now than has ever been out before.
I mean, I look at, like, all these newopportunities with AI and and what's going on.
It's almost too much too much opportunity.
Like, if you're an entrepreneur and you haveyour own business, you need to put the blinders
on and and stop looking for other stuff.

(24:51):
So the vision stuff is is interesting because,again, with all the people I've worked with,
your vision is not some trite statement you puton a kitty cat poster hanging from a limb and
and makes everyone feel good, right?
It's you need to get into the the detail of itlike, what are you doing?
Why are you doing it?
How are you gonna affect people?
What's your product roadmap?

(25:12):
What's your people roadmap?
Like, you can when you're really clear on thatvision, and your objective, you can reverse
engineer everything else.
And the hardest part, you've talked to enoughbusiness owners, So you've probably heard him
say, you know, I I just wish my employees couldget it, or I just wish people would see what I
see, right, that idea.

(25:34):
That's the vision.
And so as an entrepreneur, part of your yourjob is to get that vision out of head and onto
paper so the world can help you make it becomea reality.
Otherwise, everyone's just guessing it.
What the heck you're thinking of?
I I love that.
And, and and I I agree that a lot of peoplehave that vision where they drive by the

(25:56):
skyscrapers and they see these company names orthese people's names.
Like, I wanna do that.
I wanna do that.
But then, of course, they have to remember,okay.
I gotta actually now start chipping away aboutgetting there versus I know a lot of people
just kinda keep it in their brains like, oh,that'd be nice.
That that sounds cool, but then, like, actuallychipping away to make that happen.
That's a whole other beast.
So Yeah.

(26:17):
Great, great segue into that leads to, alright,I got this great vision.
What do I do today?
Yeah.
Right?
And, Andrew, again, comes down for me in termsof resource allocation.
I've, if I, even if I'm bootstrapping and Ihave no money, which is the only way I've ever
done it, it time is my valuable commodity.

(26:40):
So if I've got 8 hours to work today, where amI gonna work that makes the biggest impact?
Andrew and how do I prioritize that?
Because as an entrepreneur, you gotta wear 20different hats every day.
And so you need to know what hat to wear whenAndrew that's that's part of the hardest part
of being a an entrepreneur is is hat managementwe'll call.

(27:05):
I like that.
App hat, hat management.
Yeah.
Yeah.
And so let's get into, marketing a little bitLet's talk about so what do people get wrong
when it comes to marketing?
Because so right now, I'm reading a, yeah,productivity book and Seth Goed in with, you
know, one of top marketers of all time.
He was in the book, and he's talking aboutpeople forget that, yeah, you can be an

(27:26):
incredible artist.
You can be incredible at what you do.
If you don't know how to market and sellyourself, like, it's not gonna do any good.
And just, like, it's only unfortunate.
Well, first of all, Seth is the god for me.
Like, he's one of the god one of the I'll I'llsay godfather.
One of the smartest people alive.
Andrew I I aspire if you're listening, I'd liketo meet you one day.

(27:49):
So you're right in that, and I think PeterDrucker said it too.
Business has 2 functions.
Innovate and market.
Yeah.
You know?
And because history is littered.
If you think about this, How many better mousetraps?
How many brilliant ideas?
How many things that could change the world orout there in the annals of history collecting

(28:12):
dust because the entrepreneur didn't know howto get the word out.
Right?
How many better mouse traps are out there?
That's that's a stunning thought in and ofitself.
So yeah, you you have this brilliant vision.
Now how do you go let people know about it?
Andrew this was my little epiphany in 2019 was,again, when you're clear on that vision, you

(28:38):
can reverse engineer everything out of it.
And the mistake people make in marketing isagain, we have unlimited opportunities in
marketing.
I mean, good lord.
How many different social networks are there?
How many channels are there?
And that's just online.
You go offline.
You've got old school direct mail billboards,wrapped cars.

(29:00):
I mean, it's Andrew and most of the time,people don't even know how to define what is
marketing.
You know, it's everything from the labelprinted on swag, to your customer's uniform to
how you answer the phone and your customerservice.
That's technically all marketing.
And so, again, as as the entrepreneur, you youonly have a couple hours today.

(29:23):
What are you gonna do?
And so this is where I I figured out thisprocess to be able to say, okay, look,
marketing is a game of probabilities.
It's it's a lot like stock investing.
Right?
You can't there's no guaranteed stock pick.
Right?
If I say, hey.
You need to go buy X Y Z today, you you'regonna look at me like, alright.

(29:47):
Maybe, maybe not.
And and you do you do your research Andrew youyou put a little bit of money into it and all
that.
So it's a game of probabilities.
Now the way you stack the probability in yourfavor with marketing, oh, and and this is a
good point too, because everyone today goes toYouTube University.
And I don't know about you, but think of it interms of that stock pick.

(30:10):
You know, I'm not gonna watch a YouTube videoand go go put my money Andrew a a YouTube stock
pick.
Right?
Yeah.
Mhmm.
Although I'm sure that happens, it's probablynot the smartest thing in the world to do.
Same with marketing.
You you there's a 1,000,000 in 1, and they'reall probably good, but here's the point.
If you're an entrepreneur and you're startingyour business today, Marketing is simply, I I

(30:33):
have this equation we solve, and we reallytreat it like a math equation.
And it's it's called the master marketingequation.
Andrew the longer I use it, the more valuableit is.
And it sounds very simple in the beginning, butI'd like to dive into it if we can.
Yeah.
But it So the master marketing equation is tellme, you've probably heard this.

(30:54):
If you show the right message to the rightperson, at the right time and place, typically,
you're gonna have marketing that works.
Right?
Mhmm.
Right?
Now, if we treat those like algebraic variableswhere we solve for the variable, the right
message and the right time in place, Those areyour strategies.

(31:16):
That's your Facebook, your Google, your blogs,your radio, whatever.
Those Both of those variables are 100 percentdependent on your right person.
Does that make sense?
Yeah.
So if you're selling to like a CEO, they needto hear, a message from you out your product

(31:38):
and service that might be different from, say,an extreme example, say like a housewife,
completely different set of problems and needsthat your marketing needs to talk to.
So really the idea with marketing is not to goWeiss, but to go really, really tight in on who
is that one person that's gonna buy yourproduct today.

(32:00):
Right?
Once you can identify that, Andrew and what Ilike to do, we typically work mostly with
companies that do a half 1000000 to 3000000, inrevenue because you've also probably heard of
the eightytwenty principle.
Right?
Yes.
Mhmm.
And how many entrepreneurs have you talked tothat go, yeah, I I make 80 percent of my money

(32:21):
from 20 percent of my
majority.
Yeah.
Right.
It's a principle because it's a principle.
Yeah.
Well, so then it stands to reason.
Right?
You, if you're defining your right person,marketing is expensive, why not say, hey, my my
ideal customer is my most profitable customer.

(32:42):
Mhmm.
Because then at least if my marketing works atthe theory level, I'm gonna at least be getting
my most profitable customers.
Yeah.
So that's the first step.
I just shrunk my chair here.
You're good.
That's the
first step, you know, I'm excited.
And Andrew developing your marketing is gettingreally clear on where do you make money?

(33:03):
Who derives the greatest value from the productor service you deliver?
It's not everyone.
If you're saying everyone's a customer and Iknow every entrepreneur you talk to is gonna
say yes.
My product works for everybody.
That's great.
But you need a customer today.
Who is that person that's aware and and readyto write you a check today?

(33:24):
That's who we wanna go make the marketing for.
Then go do the research, find out what is themessage they need to hear from you, and where
do they go to solve it?
Right?
That dictates your marketing channels.
If you're, yeah, everyone's hot into, like,omnichannel marketing, you gotta be everywhere
every time, but if you think about it, that'salso incredibly resource the heavy.

(33:48):
You know, if you're if you're posting onInstagram, you're posting on YouTube, you're on
Facebook, LinkedIn, whatever.
Every time you do that, it takes time and moneyand effort to make those posts.
So instead of just, you know, scattering stuffout there, what most people do is that the
marketing plan is, hey, I wanna throw as muchstuff against the wall as I can and hope

(34:11):
something sticks before I run out of money.
Like, that's a marketing plan that most peopledo.
Instead, I wanna go to my, let's say, again,it's that CEO.
They they need to hear a specific message, butthey're also, when they're trying to solve that
problem.
They go to specific places.
They're reading specific blogs.
They're they're subscribing to specificnewsletters.

(34:34):
Maybe it's peer groups, right?
Like, we were talking about EO earlier.
Maybe they they make their decisions based ontheir peer groups.
So now that's what's gonna dictate my marketingstrategies is what where do they go to be
influenced?
That's the right time and place.
So you can now start puzzling all this togetherand say, alright, my most profitable customer

(34:56):
is my RP.
What is the message they need to hear that lockin, where do they go to solve it, that locks
in.
Now I have a cohesive, the puzzle's comingtogether.
Right?
And I can start now making decisions on how doI allocate my time and money and and energy
into the messaging, into the channels I don'tneed to be everywhere, every time.

(35:18):
I need to be where they are and meet them wherethey are.
And then I can get that customer today and Andso that's really what it's about because cash
flow is the name of the game.
And if you if you can go get a customer today,that will give me the money to exist tomorrow
so I can do more.
And now I can start going out and doingbranding and and non measurable market You

(35:42):
know?
So
So how do you figure out how to stand out whenyou approach people with the right offer at the
right time at the right place?
I mean, if I don't know about you, but it feelslike I get 10, 15 pitches a day around roughly
the the same thing.
And, obviously, they don't not know what I needper se, but, you know, let's take a, a doctor

(36:03):
or a lawyer or dentists, for example, and youknow that you can help boost a business with
Google Ads.
But I'm sure they get pitched on Google Adopportunities all the time.
How do you uniquely get in front of people?
Okay.
So first of all, most marketing out there onthese pitches that you get, right?
Marketing agencies and companies.

(36:23):
And and I don't blame them.
This is a new idea.
It's this idea of architecture.
Right, the architect.
What that is is if if if you're gonna build ahouse, right, you you've had this picture of
your dream home, your entire life, you can tellme how many bedrooms, bathrooms, what kind of a
house it is, colonial, Adobe, whatever.
I mean, you can see it clearly, right?

(36:46):
If the chance comes where you can finally gobuild this house, you got the money, you got
the land, what do you do?
Probably ask around.
You need a builder.
Right?
You need a general contractor.
So you ask around.
You're not probably going to Google.
You might, you know, who are local builders.
You know, you're you're not reading blogs.

(37:07):
You're not going to Facebook to find yourbuilder.
Right?
So that illustrates the channels.
But more importantly, you go to you find yourGC to build your house The GC goes out and
hires the plumbers, electricians, drywallers,the carpenters, the specialists, to build your
house.
But in the real world, what's missing or whatwhat you would never do is go make all that

(37:31):
happen if you haven't hired an architect to dothe blueprint for your house.
Right?
Mhmm.
Nobody could do their job if they don't havethis blue piece of paper that says, this is
what we're building.
This is the materials we have.
Andrew here's how to get it done.
Now everybody can go do their job and besuccessful.

(37:54):
But in the in the small business world, whathappens is you, Andrew, say I need marketing
for my business.
You probably go ask around and get a referralon a marketing agency.
Well, that's the general contractor.
When you go and hand them a bunch of money,they go hire the Google Ads specialists and
all, you know, the plumbers, electricians, anddrywallers, but what doesn't exist in the

(38:16):
marketing world is the person who can build youthe blueprint.
And and that's what we do is we know how tobuild the blueprints, and that's the the I I
literally wanna get it.
Like, my personal mission is to want you to beable to go to LinkedIn one day and search for
jobs called Markitex, right?
Yeah.

(38:36):
Very cool.
But, So we we need to figure out, how to how tobuild this blueprint piece.
And so what you're not doing is you're not likethe when you said, you know, everyone's selling
Google ad services or media buying Facebookads, whatever the case may be, social media,

(38:57):
all that stuff those are your specialists.
That's your plumbers, electricians, anddrywallers.
You don't know in the beginning, you need toknow instead of trying to shove your business
into a particular marketing strategy, you needto find the marketing strategies that fit with
your business.
Because not all of them are appropriate.

(39:19):
Again, that CEO is not going to pinterest tofind their next ERP system.
Right?
It just doesn't make any sense.
They go to a specific place to solve a specificproblem.
Your job as the marketing architect is to findout what is that place.
Does that make sense?
So I I think so.

(39:40):
So, I mean, it sounds like, I mean, thearchitect obviously knows what the contractor
needs to do, knows what the electrician needsto do, knows what the plumber needs to do.
Like, they know all these aspects of thebusiness that need to happen in order for the
house to be built.
And just so I can conceptualize it.
Can can you give a specific example of a smallbusiness you've helped or or a small business

(40:01):
that, what what what this market tech planlooks like.
How it works?
Yes.
Let me let me give you a real example.
So we worked in in in in town here.
We worked with a business broker, and theyspecialize in set so they sell businesses.
Yeah.
But they sell specifically businesses that areunder 5,000,000 in revenue.
Right?
So your your small mom and pop business is mostnot big giant companies and VC money, that

(40:26):
stuff.
Now they had a they had a team of actualsalespeople.
I think there were twelve people on the team.
Andrew they were literally out knocking ondoors Andrew strip malls and, hey, you wanna
sell your business.
It worked, but it's terribly inefficient.
So what we did with them is we came in and andwe said, alright.
Listen.

(40:47):
Print out all the deals you did last year.
Andrew let's look at those.
And and let's look and say, not only in termsof revenue, but in terms of profit to the
business because every sale has a differentprofit amount.
Some were really profitable and some were notprofitable.
So it has really nothing to do with revenue.

(41:08):
Revenue is pointless number.
So we did that.
We printed it out.
In summary, we analyze the data.
It and it turns out It was closer to 90% oftheir profit came from a small select group of
businesses that were all in the home servicesindustry, roofers, painters, window companies,

(41:28):
home services.
Right?
So now we could come in and we could say, look,you have 15 salespeople now we can at least
make a list and say, alright.
Give me the every all fifty of the top,painting companies in town, all fifty of the
proofing companies.
So now we have targeted lists, but even furtherthan that, now we could go and say, now we know

(41:51):
what our marketing messaging is.
To speak to those people specifically.
Hey, you've, you know, you've started yourpainting business 20 years ago.
You've done good.
Now it's time to retire and you wanna sell.
That message is gonna cut through, hey, we'rethe best.
Right?
So think of this.
If if you're looking to sell your your homeservices business and you have 3 brokers in

(42:13):
front of you.
Brokers 1, 2, and 3 are saying, we're the best.
Choose us.
We'll get you the most money.
Standard marketing language.
Andrew then my friend comes in and says, hey,we specialize with home services companies.
We understand your business.
We know where to drive the value.
We know what to tune up and make it shiny andpretty.

(42:35):
Not only that, but we have a deep database ofbuyers looking specifically for your business.
Andrew we're the experts at home servicebusiness sales.
Who do you think I'm gonna choose?
Oh, the home the home services guy for sure.
Yeah.
It's obvious, right?
But you wouldn't know that if you didn't do theresearch.

(42:57):
And so that's how you can cut through the noiseand the clutter out there is again, everything
comes down to doing this customer research.
If you're, you know, if you're selling, don'tknow.
Give me an example of anything.
Right?
Barber shops.
Yeah.
Who's your customer and your barber shop?
Who's that customer that's been coming in for10 years Andrew you've made $50,000 on them?

(43:22):
Let's go get more of that guy.
Weiss does he come into your shop?
What's important to him?
What's what are they why do they keep comingback to your shop?
Andrew and it's all about the customer.
Your marketing should all be about them andnothing about you.
Oh, so this this makes a lot sense.
And I love the way you you describe things andhave these metaphors and just, like, how much

(43:43):
these click and and Andrew real quick.
I know this is kind of like a hour long podcastand Yeah.
We're I'm looking at the clock here going.
Good.
Yeah.
No.
You're you're good.
You're good.
But, like, the quote unquote, dreaded nicheword.
Like, riches are in the niches kind of thing.
And so how do you what what do you what advicedo you give to entrepreneurs to find their

(44:05):
niche.
And then, oh, well, hopefully, Russell'scomputer didn't fall asleep again, and we'll
get him to come back here, but I don't knowabout you, but I definitely love that analogy
of the marketing blueprints and, oh, there heis.
Okay.
Alright.
Sorry.
I got it.
You know, I was all talking.
I forgot.
All good.
All good.

(44:25):
So, yeah, so what do you what do you tellpeople when they're like, Russell?
I don't know how to find my my niche.
And then how do you make sure people earn thethe right niche?
You know,
what factor.
Right?
This reminds me of, there there's that funnymovie.
Oh, if you've seen it where, like, the computerdoes

(44:46):
or something times out.
Anyway,
Yeah.
It reminds you there's that funny movie where,like, the guy is so unlucky where, his boss
puts him in a conference room with, like, 20chairs and he breaks one chair in the room.
And he has the guy go in the room.
He's like, alright.
Pick a seat.
NEC.
And the guy's like, NEC.
And he's like, yeah.
And he walks around the entire table.

(45:08):
Of course, it's in the one chair that he broke.
Yeah.
It's
That's kind of the story in my life.
Okay.
So the the rich is a niches thing.
Yeah.
So that yep.
So yeah.
Go ahead.
Yeah.
To me, what that means is Yeah.
You wanna you you again, it's that idea.
If you're talking to everybody, you're talkingto nobody.

(45:31):
Right?
Like, in your podcast, you're speaking to aspecific person, young entrepreneurs start up,
would it, you know, it's a specific message.
Your message doesn't resonate with cooks.
I mean, maybe if they have their own business,but you're not a cooking podcast.
You're a small business podcast.
Mhmm.
Right?
So when they say riches and niches, it's not somuch that you wanna limit your audience and

(45:56):
limit your market.
What you're doing is you're you're coming inand solving a specific problem for a specific
person, and that's to me what the riches andniches is.
And and really, at the end of the day, allthat's all the business is is they're solving
problems.
You know, the only reason I buy something isbecause I have a problem or I want something.

(46:19):
Yeah.
And and so especially if you're B2B or, youknow, most B2C, I I own a supplement business
too Andrew and people buy our supplements for aspecific reason.
So we just gotta go and figure out what is thatreason.
Andrew so when we say riches and niches, it'snot necessarily limiting yourself.
It's try to get all your marketing to be, oneon 1.

(46:44):
You're talking to one person.
You're never talking to a 100.
And if you can do that, then ultimately as amarketer, you want your customer to come come
to you after they buy and go, you know what?
Your marketing is so great.
It's like you're reading my mind.
Mhmm.
I love that.
Then you know, you've done a good job.
In the home services, example, you know,obviously, you know, a lot of fear and

(47:07):
entrepreneurship.
Like, am I doing the right thing, am I talkingto the right people?
Like, in that example, how do you know thatthey're not leaving on the money on the table,
not talking to Denton?
Or not talking to barbershop owners or, like,how how do you make sure people aren't leaving
money on the table with opportunity costs?
As as far as, like, switch switch in the
business.
Part of situation?
Well, in that in that specific example, let'ssay you look past past that their past year

(47:29):
Andrew they saw the home service is working,but they also haven't talked to dentists or or
lawyers or
or yeah.
You're you're that's a good question too.
The the point is, and and this goes tomarketing strategies.
Right?
So especially if you're a young entrepreneur,or young in in the business life.

(47:51):
Again, cash flow is everything to the business,and so you need a customer today and tomorrow.
That's true.
Right?
You need the lights
on.
Mhmm.
So, yeah, you might be leaving money on thetable with the dentists and and a bunch of
other industries.
That's that's the point the riches are in theniches of being able to go get a customer
today.
You can always go get more customers and expandtomorrow.

(48:14):
But only if you have the cash flow to do so.
If you go out of business, doesn't matter.
No.
And so Andrew and that goes to strategies.
Right?
If you're a brand new business, you know, SEOis a great marketing strategy.
I love to pick on it because I talk to so manybusiness owners.
That's the first place they start, oh, we needa blog, and we need SEO and all this stuff.

(48:38):
SEO is a long game.
If you don't need customers for 7 months, 8months, 9 months, and you've got a $100,000 to
invest in that, go for it.
Otherwise, don't waste your time.
Like, if you're a startup and you needcustomers today, SEO is probably not the best
place to invest your time and money.

(49:01):
Sorry.
No.
I I I love that.
I love what she said too.
Like, yeah, there's there's always quoteunquote, and like you said in your own life,
yes, I could've done things better.
I could've done things differently, but youneed money today.
So do do what works to get to get money today.
I like that.
And everyone's that way.
I mean, there's a handful of giant corporationsthat don't need cash, but every business runs

(49:26):
on cash.
Cash is king.
Cash is king.
Love that.
Yeah.
So and and and again, marketing is expensive.
I mean, I can't tell you how many businessowners I've talked to that It's it's literally
almost every week.
Oh, I hired X Y Z marketing company and spent230000, 40000, last week.
It was over a 100,000 Andrew I got no leads.

(49:49):
I got no sales.
I got nothing.
Right?
Like, I hear that all the time.
And it and if I can never hear story again,I'll I'll then consider what I've done as
successful, like, because it's unnecessary.
I love that.
I love that.
And I'll thank you for helping to save theworld and leave your impact Russell.
I'd really appreciate it.
So we have a couple of questions left.

(50:10):
And then, yeah, we'll kinda wrap up here I I dowanna talk about, EO and and the the
entrepreneur's organization.
You've been with that for 17 years.
Tell us again Weiss you joined it, how it'sbenefited you and why you recommend other
entrepreneurial people be part of it.
Obviously, for those who are listening in, youdo have to hit the 7 figure mark to be an EO
they also have an accelerator program to get tothat 250 mark.

(50:33):
But, go ahead and tell us, like, why we shouldour butts off to get that 250 and 1,000,000
mark.
Yeah, I would I would so first of all, thatwould be for any entrepreneur out there strive
to get any, is Andrew down the most valuablething you can do in terms of a support network.
And and again, that idea of not reinventing thewheel.
All your failures add up to your successes,well, why not go hang out with a group of

(50:57):
people that's already failed a million timesand cut through all the the nonsense.
Right?
That's kind of what it is.
But I found EO back in 92 when I was doing thatfirst, MLM deal, and I just you know, I was, I
mean, I was, like, twenty three, twenty fouryears old, Andrew was just alone.
Being an entrepreneur is a really lonely gig.

(51:17):
I had a you know, a good group of my collegebuddies, but I can't go sit at the bar and talk
to them about payroll taxes.
And how do I let this person go?
Because they're not performing Andrew all thatstuff that an entrepreneur has to do.
And so I was really thinking like, hey, I'm andthis was back when there were newspapers and
classified ads.

(51:38):
Yeah.
I was gonna run a classified ad in the in thelocal newspaper saying, Hey, if you're young
and you're an entrepreneur, let's go to dinner.
Oh, nice.
Right?
Cool.
And I actually read an article in SuccessMagazine, Vern Harnish is the guy who started
it.
Andrew it was his story.
And that was him.
He he inherited his dad's business Andrew at inhis twenties Andrew was like, I don't know what

(52:00):
to do.
Yeah.
And so he did the same thing in Chicago andgot, you know, people together and and had this
group, and that was the genesis of it.
Andrew and and it's funny.
I read that, and they had the same back thenthe requirement was you had to be under 30.
It was called the young entrepreneur'sorganization.
And luckily, they dropped that because theytook me, it took me, like I said, 33 businesses

(52:25):
Andrew about 10, 15 years to qualify.
Wow.
But I finally got in, and now I'm a lifer.
They're gonna have to drag my cold carcass outof here.
I like it.
I like it.
And what's what's an example of, like, the mostbeneficial thing that, you've experienced from
being part of EO.
So so EO, it's important to distinguish EO interms of it's an entrepreneur support group.

(52:49):
It's not a Chamber Commerce It's not where yougo to exchange business cards.
It's truly a group of people helping people,and and it I've got more stories that I can
count of entrepreneurs.
A good one is we just had, what was called theGlobal Leadership Conference, in South Africa.
Andrew our local president incoming chapterpresident, his wife, slipped and fell down the

(53:13):
stairs one night and broke her leg.
And, pretty severely needed surgery, the wholenine yards.
And it was the kind of thing where they were atan conference.
So the the local South African chapter, there'schapters all over the world.
First thing that happened is a local membergave him the keys to their house and said, So
long as you need to stay here, my house ofyours, that another another EO chapter member

(53:39):
said, hey, I'm good friends with the thepresident of the best hospital in in South
Africa, Johannesburg.
I'm gonna get him on the phone.
I'm gonna get your wife into surgery with thebest surgeon and we're gonna take care of them.
That all happened.
They needed and and unfortunately, you know,South Africa's no short trip.

(54:00):
Andrew they had 2 young teenage boys here intown, who were home alone Andrew their stay got
extended another month Andrew so their kidswere alone for, like, another month.
Well, the whole chapter here in Colorado cametogether Andrew, like, the out flooring of
taking care of their kids and food and and, youknow, even money, like the it's out of pocket.

(54:24):
Right?
They didn't have travel insurance.
So there was a go fund me Andrew it helped payfor the whole experience.
And that's what I mean.
Like, EO is a community of of crazy people, totake care of each other.
Oh, I love that.
I love that.
Andrew, of course, you have to be crazy to bean entrepreneur.
So but crazy people sometimes help each other.
Yeah.

(54:45):
I work I work 80 hours a week for myself, so Idon't have to work 40 hours for someone That's
one of my favorite stories.
Yeah.
I love that.
Well, we have 2, questions to wrap this uphere.
The what are the non negotiable actions as anentrepreneur to scale to the the 7 figure, 8

(55:07):
figure mark in your opinion?
Non negotiables, yeah, be flexible, realizethat failure and mistakes are are actually an
ingredient to success.
If you're not you're not feeling, if you're notmaking mistakes, you're not gonna be
successful.
The world needs you.

(55:27):
Actually is probably the biggest one.
If you if you look around, you know, like, evenwhatever this thing is, This wasn't made by
government.
This wasn't made by some giant corporation.
Some wacky entrepreneur or better yet, right,our iPhones.
Everyone in the world carries in.
This has improved humanity's quality of life,unfathomable amounts.

(55:50):
It was because some crazy guys, Steve, andBozniak got together in a garage and risked
everything to make this thing happen.
Right?
So everything we have in our lives that wevalue is because some entrepreneur took a
chance, mortgaged their house, took out 25credit cards to pay for it and made it a

(56:11):
reality.
And that's, again, why I do what I do isbecause the more we help entrepreneurs, it
raises the quality of life for everyone on theplanet.
I love that.
I love that.
Thanks for sharing that.
So tell us more about, yeah, you you wanna beable to offer a, strategic plan, architects to
the audience.
Yeah.

(56:31):
For anyone that's listening, marketing isreally overwhelming.
It's really, again, expensive.
And and if you're, typically, if you're ifyou're an entrepreneur, you're focused on your
thing.
You probably don't know what marketing is.
Right?
Like, if you're a software engineer orwhatever, so we have this thing we have called
the single sheet marketing plan, and it's a wayto help non marketers and even marketers Get

(56:57):
real clear on what it is they need to do Andrewwhere they need to spend their time, money, and
effort to actually produce a result.
And so anyone can go download it.
It's it's at our site.
It's marketing plan formula.com/um, results.
For rapid results.
Right?
Yeah.
Either one.
Mhmm.

(57:17):
Easy to remember.
But download that it's meant to be a challenge.
Like, it's not easy to fill this thing out.
But do your best, and then we're happy to jumpon the phone with you and help fill in the
gaps.
That's what we do.
So
Love it.
Thank you, Russell.
And and what's the best way people can contactyou to get a hold of you, learn more from you?
Probably just our site marketing planformula.com or you know, LinkedIn or any I

(57:41):
don't do a lot of socials.
That's not part of my marketing plan, but I amon them.
So you can reach me through LinkedIn orFacebook, those are the 2 primaries or just our
site.
And my emails up there, like, just email me.
Alright.
And then the final question is what's the onetakeaway you want someone to have from this

(58:01):
interview today?
It's possible.
It's not hopeless.
It's not it doesn't need to be overwhelming.
And and success you don't need to reinvent thewheel.
Find someone who's already done it Andrew justdon't copy them, but mirror what they've done.
Like, you don't need to make it so hard.

(58:22):
Perfect.
Well, thank you again for Russell for coming ontoday.
This has been, absolute pleasure getting allyour knowledge.
It will not all your knowledge, but at least afew golden nudge gets from your, reservoir of
knowledge, I should say, and, helping to makesure that we don't play the dummy tax, making
the similar mistakes, and we're able to just,like, unlock it to success.
So
pay the tax.

(58:42):
Yes.
So But
we are not we'll pay our fair share.
Right?
That's the tax.
Exactly.
Exactly.
So definitely make sure to check out, Russell'slink.
It's marketing plan formula.com/results.
Reach out to me a few more questions, and we'llsee you all next week to know that episode of
Rapper results with Andrew Weiss.
And until then, see you later, everyone.

(59:03):
That concludes another episode of rapidresults.
Remember to leave a review about something youlearn so others can share the knowledge.
Keep being unstoppable in your pursuit of thelifestyle freedom you desire, and we'll see you
next week.