After Studying 3,000+ Offers, This Is How to Build a $10 Million Offer

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Transcript

SPEAKER_00 0:00

Have you ever seen a business owner in your space cross eight or even nine figures? And you think to yourself, that guy's a complete idiot. Like I know that guy. How the hell did that guy pull that off? Well, the truth actually might surprise you a little bit. So, for context, after scaling my own company past $30 million a year, I personally consulted in doing that 3,000 plus business owners now. And in doing so, I've been able to see a lot of patterns. And one of those patterns that's definitive is that I can tell you that 80% of the success or failure in your business comes down to one single thing. And that thing is your offer, not your funnel, not your team, not your work ethic offer. And I've watched over the years mediocre operators rocket ship to 10 to 50 million a year on the back of a banger offer. I've also watched world-class operators, guys who pretty much execute really well, stay stuck at four to six million a year simply just because their offer sucks. And the thing is, is the offer is the most important lever that you can pull in your business. So your offer determines your pricing power, it determines your cost curve, which really determines how scalable your margins are as you grow. It determines if your ads are gonna convert and how well they convert. It determines how well your sales team is actually gonna close at the end of the day. And ultimately all those things culminate that determine your LTV to CAC, which is really the single number that decides how much runway you have to scale. So in this video, I'm gonna splice to a dense training I did for some private clients, talking about everything I know about how to engineer offers that go absolutely nuclear and just print money. So we talk about how to package your offers correctly, how to engineer something called market power into the offer itself. We talk about how to design offers with favorable cost curves as you scale. If you don't know what that is, we'll cover it in the training. And really how to position your offer based on market sophistication so it lands with the exact buyer that you want. And more importantly, a buyer that actually has money and purchasing power. So this is really the perfect training if you've read $100 million offers by Hermosy, but you want something a little bit more practical for our industry and advanced. And so I'll splice over that training now, but hope you enjoy. Let's get into it. What is an offer? An offer is really just what you're selling, how you communicate what you're selling, which is your positioning, and then the terms of the deal. So with that being said, what's a good offer? Well, a good offer has two components. Number one, it's meaningfully differentiated. Okay. So we'll talk about what that means in a second. But when it's meaningfully differentiated, it does two things. It allows cold acquisition to work. Like again, what we talked about is essentially it gives people who have no idea who you are a reason to reach out when they see a piece of marketing. Okay. The other thing being differentiated does is it maintains your pricing power and allows you to price more than your competitors. Okay. The second thing a good offer is going to do is again, it makes you more scalable. Okay. And what it does that by adjusting your cost curve compared to other businesses in your industry, which, if that doesn't make sense, stay tuned and I'll explain how that works. So again, this is a big deal. 80% of your success or lack of thereof is really downstream from your offer. Like I'm not even kidding. I've seen average entrepreneurs where I don't even think they're that great hit $50 or $100 million a year because their offer just rips. And then I've seen other people who they're great entrepreneurs, they might get to $250 to $500 a month, but they get stuck there because they have a bad offer. And these entrepreneurs can be literally at the similar, same levels. But the difference is in terms of the massive gap in revenue is how good their offer is, which is why there's a saying about offers, which is it's how idiots get rich because there's so much leverage in having the right offer. So let's get into why having the right offer is so important. This is gonna be something I just want to touch on quickly, which is market commoditization over time. So this looks like a supply and demand curve. It kind of is, but it's really that's not what this represents. And essentially, what this shows is as new markets emerge and businesses start to make more money, it attracts more competition. So you can see here, this is a new market, the profit margins are crazy. But as that happens, competition and supply goes up, right? As that, as more competition enters, businesses become more commoditized. And that's because the customers start to see the businesses as interchangeable or undifferentiated. So they start to compare them all on price. And now this happens, and when they start to compare them all on price, of course, it pushes everybody's pricing and everybody's margins down. Now, this happens in almost every market. All right. And the speed in which it happens in every market depends on the barrier to entry. So for a lot of my clients who are in the online service economy, whether it's a coach, consultant, agency, et cetera, even if you are in the in-person service economy, you're a med spa, an HVAC business, et cetera, um, the barrier to entry is very, very, very low. Okay. If you're one of my software clients, the barrier to entry is a little bit higher. But now, especially with AI and the speed of coding, that barrier to entry is coming down as well. So, more or less in most markets, unless you're in something crazy like, you know, an airline market, but we don't have any clients like that here. Um, we're all living in this place. Okay. You just realize you're it's not your market's commoditized and somebody else's market's not commoditized. Everybody, everybody's market has this force going on. We're all living in this place. Okay. So a good offer combats this. All right. And essentially, the fact that we're all in a commoditized market, it has two very important implications if you don't have a good offer. Okay. So if you don't have a good offer, what happens is you succumb to commoditized pricing, which we already covered. Basically, that pushes all your margins down. It makes it harder to ROI on cold ads. And on top of that, it makes it harder to reinvest in good talent for your business so you can get leverage and remove yourself. So a lot of people, they just end up, like especially agencies, as being a glorified freelancer because they don't have the margins to reinvest in their company to scale and they can't get cold acquisition to work. So they just take on business that's everybody to anybody. We'll talk about that later. The other implication is that you can't get paid acquisition to work. Okay. So because you're not differentiated, because your offer sucks, there's no incentive for somebody who has no idea who you are to see a piece of marketing and take the risk in terms of risking their time to reach out and speak with you. Okay. So to be clear, this training is really about overcoming this trend. That's why I started the training with this. Okay. And so this training is really about overcoming this. But one important caveat I do want to give is there is people out there who overcome a commoditized offer that's undifferentiated just by having a high degree of trust, right? So if you get a lot of word of mouth and referrals from doing good work, that obviously overcomes a commoditized market, right? And an undifferentiated offer. So your offer could suck, but if somebody refers you and says you're the best person ever, like that person's probably gonna buy. And they might buy at a higher price than they would otherwise. Okay. The other, the other key distinction of this, which is very similar, is if you have a huge content presence, okay, you're gonna be able to charge higher prices even with a bad offer because of that. All right. Because again, the commonality with both word of mouth and referrals and content is you have a high degree of trust. Okay. So a lot of people think their offer is good because they either have a lot of referrals or they have a lot of revenue that's coming in from content. But what they don't realize is it's not the offer that's good. It's the trust that's overcoming a bad offer. And the thing is, is even if you have killer word of mouth referrals and you're famous on social media or whatever, you would do so much better if you also got the offer right too. Okay. So hopefully that makes sense. Now, there's three parts of a good offer: there's packaging, economics, and scalability. I've already touched on that. We're gonna dive into each of them with more detail now. So, packaging is not what you're doing, it's how you're communicating what you're doing in a way that's different unique, different superior than everybody else. Okay. So when we do that, we become meaningfully differentiated. Some people in marketing books call this category creation because you're kind of creating a little mini category. But regardless, what that does is again two things. It gives you people, it gives people a reason who have no idea who you are to actually reach out and take a chance to actually speak with you because they're seeing you as a little bit different than everybody else. So you're giving them a reason. And then it also gives you market power, which really means you can charge higher prices without sacrificing conversions. So again, if you have high market power as your prices increase, you don't have as much drop in conversions. If you have lower market power, you have a higher drop in conversions as your price increases because, again, you're more of a commodity. So higher market power, less commodity, lower market power, more commodity. Okay. Now, moving on to economics, if your packaging is good, it allows you to become meaningfully differentiated. And then that allows you to charge higher prices, giving you an economic advantage over your competitors. Okay. So it's important to understand there's essentially two pricing strategies in business. There's lowest cost and then there's premium. Okay. Now, there could only be one lowest cost provider in a market. All right. There's Walmart, Amazon, et cetera, are great examples, but there can be several premium providers because they can essentially, if they have good packaging and a good offer, they can kind of carve out little mini markets, which is why it's also called category creation. And they can carve out little mini markets by differentiating themselves. Okay. So this is basically why people tell you to like pick a niche. All right. Now, this is extremely important because the entire economics of your business is created from your initial pricing strategy. So just to give you an example, like if you have higher prices than your competitors, you can pay more to acquire a customer, which makes ads or whatever you're doing way easier. You can scale your ads further so you're more scalable because again, you have better economics. Another thing people don't think about is you can hire way better people because you have more profitability and more margin. And then that's actually a flywheel because if you hire better people, let's say you hire better salespeople, you'll convert even better, which makes you even more profitable. Or if you hire better executives or client success or whatever, I mean, again, it makes the quality of your business better, which probably increases LTB. And also on the front end, makes it easier to make more profitable on ads or whatever acquisition that you're doing and you have more profit to reinvest. So I know this kind of sounds like common sense, but the reason I'm bringing it up is, you know, this might make sense, but 99% of people aren't even doing this. All right. So to give you an example, I've worked with like dozens and dozens of dozens of clients of mine doing sales recruiting for them that are essentially like the top dog in their niche, whether that's functional medicine or online personal training or a certain category of SaaS or whatever it is. Okay. And these people are doing $50, $100 million a year. I mean, I've worked with billion dollar level clients. Every single kind of top dog in their category is the most expensive in their niche. Okay. Period. And that's because when you are the most expensive, it gives you such a downstream advantage of everybody else. All right. But even despite this, this might sound like common sense, nobody really pursues the tactics and the strategies needed to become the highest price so that they have this advantage on everybody else, right? Like a lot of people say, this is why people say that really all business strategy is just pricing strategy. Okay. Unless, well, really still, if you're the lowest, uh, lowest person in the market, it's still a pricing strategy. So all business strategy, in a way, is pricing strategy, is a cool way to think about it. Now, the third thing of a good offer is scalability. Okay. So you want to set up your offer in a way that's going to give you a good cost structure. So it's important to understand there's four types of cost structures. There's basically low fixed and high variable, which is coaches, any any online service economy thing, coaches, agencies, online services, done for you services, uh even in-person, med spa, et cetera. Those are low fixed and high variable. Okay. So they're easy to start. But as we take on more and more clients, because we're ultimately scaling with labor, the incremental cost of each new client becomes more and more and more expensive because we got to hire a bunch of more people. Now there's also a different one to think about is there's high fixed cost, low variable, which is like software, which it takes a high amount of development cost to build out. But then each incremental unit or customer that you bring on is basically almost like no cost whatsoever because the product is so scalable. So it's a huge opportunity vehicle. Then there's low low fixed, low variable, which is like a digital course. Now, this is easy to start and easy to scale, but the thing about this is because it's easy to start and it's so easy to easy to scale, these are like temporary arbitrage windows that it basically get commoditized immediately. So a great example is again digital courses. You can barely give a course away on YouTube, all right, let alone try to sell it through ads. It's not gonna happen. So these go away very, very quickly. It's just not a sustainable way to build a business. And then there's high fix and high variable, which is like a restaurant. And this is obviously why restaurants have such a high failure rate, is because the economics behind it are just so bad. All right. So I'm not gonna go into each of these in detail because most people watching this are a service-based business, whether that's online or in person, which means low fixed, high variable. Okay, so we want to create an offer strategy that essentially, I mean, we're already good in terms of low fixed, but we want to create an offer strategy to where as we add more and more customers in the future, it minimizes our incremental costs at scale compared to our competitors. And we're gonna talk about ways to do this. Now, if you're a SaaS business watching this, you're still gonna want to apply all the same concepts because even though you have that good incremental cost per scale, it's really gonna help you on the marketing and sales side of things. Okay. So, in summary, you want good packaging, economics, and scalability. If you have packaging and scalability, but you don't have the economics, you're gonna have weak margins and an inability to hire. Okay. If you have packaging and economics, but you don't have the scalability, you're gonna have constant fulfillment bottlenecks. If you have economics and scalability without the packaging, you're not gonna be able to get cold acquisition to work. If you have all three, you have a great offer. Okay, now the most important piece of this is the packaging, because the packaging dictates how you're positioning and communicating what you sell, which will help you charge higher prices and also how you position your offer essentially, and how you position the promises that you make, dictate what you have to fulfill on. So packaging is kind of the one that like downstream sort of hits everything. So if we get the packaging, it's like if we get the offer right, our business becomes a lot easier. Then if we get the packaging right, our offer becomes a lot easier. All right. So, how do we actually do this? Now we're gonna get into like what do you actually do? All right, so for the rest of this training, we're gonna cover the 3S formula, risk reversals, done for you elements, even in non-done done for you offers. You'll see what that means in a second. We're gonna talk about positioning and how desire works, and then messaging, which is like channeling desire. Okay, so if that doesn't make sense, we'll get to it later. So the most important framework that you're going to learn really, period, is something I call the 3S formula. So we talked about a lot of things like having the right packaging, economics, and scalability. If you do the 3S formula, it is like the big daddy that basically just gets all of that in one stroke if you just do the formula. All right. So this is the main thing I want you to implement from this presentation because if you do that, you kind of hit all, like you're gonna like uh what's the kill all the birds with one stone or whatever the freaking uh phrase is. So, what is the 3S formula? So the 3S formula is that you want to communicate what you do in a way that solves a specific problem for a specific person, a specific way. All right. And so the easiest way to understand this is for me to give you a bad example and a good example. So here's the classic bad example, very, very bad. Tons of clients like this is the everything that everybody, um, I do everything that everybody, I take on every client that exists, full service marketing agency. Like I'm a one-stop shop, I do everything. Okay. Now, generally, this is a disaster. The only times it does work is a generalist service company, is if they're operating in like Fortune 1000, 500, Fortune 100 type uh, you know, echelons. Okay. But especially in the small business space, you're gonna be wrecked if you do this, okay? And so um, by the way, like if you're also going to try to move super up market like that, especially like Fortune 1000, like these people are essentially getting their clients mainly through word of mouth, brand, networking, like think about Mackenzie, Bain, et cetera. So a lot of it is more of a network play in who you know in most cases. So it's very hard, if not near impossible, to break in to a market as a generalist, even if you want to work in enterprise. Okay. So um, we'll talk about actually in a little bit. If you do want those bigger customers, how I'd recommend you actually do that if you're not somebody who just happens to have all of these amazing connections, which if you're watching this training, you're probably not like super networked, uh super networked with like the ultra-elite or something like that, to where you uh, you know, know all these people at huge corporations and all of that stuff, et cetera. Now, okay, so let's look at the full service marketing agency, everything to everybody type of person. Let's look at their packaging. All right. So they do everything to everybody. So there's no specific person or problem they're solving for that person, and there's no unique methodology that makes them different. Therefore, they can't make code acquisition work, which means they're stuck with referrals. Like, how do you, if you're if you're truly everything to everybody, you're nobody to anybody. So, how do you actually create a marketing campaign that makes people want to reach out to you over anybody else? You can't. Like, this is the definition of a commodity. Now, let's look at the economics. Because there's no specialization, there's no premium pricing. Because if you're just like everybody else and you could do anything, then you're just a commodity. All right. So um the other thing that also really kills is the lack of both specialization and premium pricing is also a signal of lower quality service, which means you get worse leads. So I know this is a little bit weird, but to give you an example, if I get pitched from somebody and they are like the most expensive firm that I've talked to, it's actually a signal to me that they do really good, really good work because I'm like, hey, otherwise, like, how are they even charging these high up prices? So obviously you can't just like charge infinity, but in general, premium pricing in a weird way is a great signal of work quality, right? Of business quality. Okay, so moving on. No premium pricing also equals smaller margins, smaller profits. Smaller margins equals a lower ceiling to scale. So you hit diminishing marginal returns faster. Also, smaller profits profits mean less money to reinvest in an A player team. That means your competition is going to have better teams. You're gonna be stuck in fulfillment because you can't get yourself out of fulfillment. And so, what a lot of people happen here is this is like the typical pseudo-freelancer agency business doing like 20 to 100 grand a month. They just can't get past that and they're working 80 hours a week. Okay, happens in a ton and ton of businesses. It's because they don't do what I'm trying to talk about here. Then in terms of scalability, when you do everything to everybody, you have very client journeys. So, like different clients are coming on, solving different problems, they're different industries, et cetera. When there's different uh different client journeys, there's no standardization in the fulfillment process. So, what that means is because you can't standardize and streamline the fulfillment process, you have higher labor costs and way more outsourcing a lot of times and way more contractors. So that means worse client results, and it's harder again to remove yourself from fulfillment because like everything is so varied and it's all over the place. And then ultimately, like you're stuck again working eight hour weeks. Um, it also creates a very, very hard system to remove yourself from sales and ultimately put in a sales team because you got to think about it. You have different prospects coming in from different referral sources or different places, all with different problems and different industries, which means in order to sell those people who need different things, different problems, different industries, et cetera, you need extreme levels of domain expertise, which is very hard to recruit and train salespeople for, right? Because they're not going to be, I mean, if they were extreme domain level expertise type salespeople, they just do this business themselves. Okay. And then they probably wouldn't do what you're doing. So again, you get nailed on all three of these things. Hey, if the way you sell your product or service is through phone sales, you need to stop using booking systems like OneSub County, iClose, and other booking systems that aren't designed specifically for a phone sales approach or a phone sales team. So we at SalesCake just launched a new calendar and booking system that'll decrease your cost per book call because it's conversion rate optimized specifically for call funnels, whereas most other calendar systems are meant for corporate all-purpose booking and it'll increase your show rate. So we've had clients see 30 to 100% increases in their show rate because our calendar system is specifically designed for call funnels and other funnels that are high volume sales call booking funnels. And the software does so much more. It's really the only product designed specifically for sales teams with inbound booking systems. So if you're interested, go to saleskick.com, check it out. Now back to the video. Now, let's turn this into an actual good offer. So let's say you're an AI-enabled CRO agency for e-commerce businesses. All right. So your packaging, the specific problem you solve is low conversion on checkout pages. Easy. Person, 1 million plus DDC e-commerce businesses. Maybe you do 5 million plus. I don't know. Specific way is you're using Carpathi Auto Research plus large language models to test thousands of different page uh iterations in a research container, then split testing hundreds of the most effective versions live through self-learning AI, and then whittling that down to let's say the top 10 tests and then deploying those in an actual split testing framework. Okay. This is I'd not heard of a business doing this, but this would be a banger offer. Somebody just do it. Okay. It would work really well, especially with this auto research. Oh, crush. Um, so what does this actually do? So this is very clearly meaningfully differentiated. So you see how because it's so different, if I see an ad that communicates this the right way, you see how it gives a reason for somebody who has no idea who I am to take the risk and reach out and talk to me because they're like, oh, this is different. That sounds interesting. Okay. It also helps answer the question, you know, I've kind of tried that before. Why is this different? Which is not only going to help more people reach out, but it also makes the sales process way easier. Okay. And so this brings me to something we're going to talk about a little bit later. But your way, like this part right here, the specific way, what that needs to be is the simultaneous explanation of why everything they tried in the past has failed and why this is going to be different. Okay. Again, we'll talk about that later. Now, let's look at the economics of this new business. So, economics-wise, because there's higher specialization, we can charge more. Because we can charge more, we have better margins. Because we have better margins, we can hire a better team and remove ourselves from fulfillment and all that good stuff and price higher higher than our competitors. We can also spend more to acquire a customer, blah, blah, blah, blah, blah. Right? You get it. Better pricing strategy is all business strategy. Okay. So it helps us in a lot of different ways. So we have more leverage, you can remove yourself. Uh, you have better client results because your team is better, you have less term, more upsells. It just becomes this flywheel of a better business. Again, that's why out of all my clients who are like the top category kings in their respective verticals, they're all just the highest priced. Okay. And that's not just because they, again, it's because they did this stuff right. It's not just because they decided, oh, I'm just gonna be the highest priced, right? Like you have to do stuff to earn the ability to price premium. Now let's look at the scalability. All clients have this. So every single client coming in, they have the same type of business with the same type of problem coming from the same place, like your cold acquisition system. They're getting pitched the same solutions and they're undergoing the same client journey and fulfillment process. So this makes sales and fulfillment extremely easy to standardize an SOP, okay, which makes hiring easier. It actually makes hiring cheaper, more efficient. And then also your conversion rates on sales and your client success will go up. So I call this the conveyor belt effect to where you have people coming in with the same problem, needing the same thing, coming from the same source, getting the same solution, getting the same onboarding process, getting the same client journey every single time. So you can see it's like a system, right? It's a conveyor belt. We can easily process that. And especially the opportunity now with AI is when you set up your business this way, you can become so freaking efficient through AI, through agents, all of that stuff. Okay. So I mean, it is a huge, huge opportunity, especially in service-based businesses right now, to take advantage of this framework, right? Like this framework was around before agents were a thing. Now with agents, like this is the thing because you could really just have a super high price, uh, highly profitable service if you get this right. Okay. So let's look at another example. This is the classic bag coaching example. Hey, I'm an executive leadership coach. Okay. So you help C-level employees lead their uh teams through hitting their OKRs. You work with any mid-level business, you mostly maybe speak sometimes, work your network, you're kind of on LinkedIn connecting with people, you're speaking at events. Uh, there's a lot of variations of this, but they're very, very, I mean, it's very, very, very difficult to really scale any of this past like a couple million bucks a year. And that's if you're lucky. Most people can't even scale to a million. And again, I talked about this in the very, very beginning of the training. You might find exceptions to this, but almost always those those are people who have a big brand, okay? Or massive word-of-mouth referrals because of their network. So, yeah, like if you leave, if you are the one of the top executives at Google and then you leave and start a consulting business, you don't really have to do any of this stuff because your prestige is literally so high and your network is so good that you have massive brand and massive network. But again, if you're probably watching this, you're probably not the top executive that just left from Google. Okay. So you need to do the stuff I'm talking about. So, how would you turn this into a good offer? This is actually a real example of a client that I had who used to be doing bad example. We switched to good example, and now they're absolutely crushing it. Okay. So the specific person would be women in middle management. Um, women in middle management or women in women in uh like a leadership management executive positions, maybe not C level. Okay. So the problem is they is uh they want to essentially get to C level promotions in six months or less, or they'll help you build your resume up to source a different C level position in a different company. All right. Now, how do they do that? What's the sh the what's the specific way? I actually just made this one up. I'm not sure what theirs is and I don't want to give it away, but uh it might be strategically setting up OKRs with your direct report that you that position you for a promotion when you hit them, or act as an extremely attractive resume to land an upward position elsewhere. Okay. So I again I made up the way. The rest of this is um somebody who's a successful client. I just didn't want to give away their actual secret sauce. Okay. So that's a coaching example. Bad offer to good offer. Now, I promised I was gonna go over this. What if you do really want to land those big, you know, 50 million to 1 billion companies in mid-market and enterprise and la da-da-da-da. Okay. So some people they want to target a market that is exclusively mid-market to enterprise. All right. This is difficult because the market's small and most of the sales are driven through network and relationships. Okay. And also the sales take forever. So the only somewhat predictable way to do this is through what's called account-based uh marketing, which is like building a big kind of enterprise sales team that's very much a capital-intensive, long-term, six to 18 month play. And it is very difficult. Okay. Like it's you got to hire a bunch of salespeople, you got to pay them mainly salary-based positions, and then you got to wait and then hope you're doing it right because you might not be doing it right. Okay. So I wouldn't recommend that probably for most people watching the training. One way, though, I've been able to land these big top-of-market people, like companies doing 50, 100 million, 150 million, 500 million, billion dollars plus, multi-billions, right? That we've worked with. One way I'm able to land those people is simply just by doing what I've already been telling you to do. Because what happens is that 90% of the clients that let's say I land, or maybe you land if you use this strategy, they're gonna be in small business, right? They're gonna be small businesses. So let's say that's below 50 million, just for our definition. Okay. So what happens is these deals are profitable and they can help you cash flow and scale well. But what's gonna happen is like 10% or 5% of the leads coming in, they actually will be those mid-market to enterprise customers. So for example, in the online services industry, like I've again, I've worked with probably 3,500 to 4,000 SMBs, but in the process of doing that, I've actually had probably 100 to 200 uh mid-market to enterprise level companies come through as well. So what happens is those small business clients, they help you liquidate the ads. You're still making great money on them and delivering a great service. And they're sort of paying for all the marketing that does help you land those enterprises, anyways. And then a lot of times those enterprises through network and referrals lead to other enterprises. So still, like if you're somebody with no network, no connections, no big brand from the corporate world, if you come in and use this strategy, essentially it's a great way to break in and eventually get there. Okay. And I'm just proof of this actually working. Like I in my space, I've worked with pretty much all of the top names in my space, okay, who you can't guess early get through ads, but I was able to get through using this strategy. Okay. Now to be clear, I also just want to say if you just want to make like, you know, eight figures, multiple eight figures or something, uh, and and I mean net, like net after taxes, um, you don't really have to do mid-market enterprise, right? It's like way more competitive, it's way more tough. If you just re unless like your true goal is like you want to scale a $500 million firm, I don't even think it's worth it. Okay. Um, because you can make tons and tons and tons of money just by doing small business, and it's a lot easier. Okay. Now, let's talk about developing the way. All right. So remember, specific problem, specific person, specific way. So this is where most people struggle. And the way is really your unique mechanism. Okay. So I'll I'll refer to you some other trainings. There's advanced market research, copy platform, there's Todd Brown's unique mechanism training. These are all in the portal. These are phenomenal trainings. Okay. So if you're serious, which you should be, about really mastering this, I would go through those after I finish this, but I'm going to touch on it briefly here. Okay. So the first thing to understand in order for us to create good mechanisms is something called market sophistication. This was popularized by Eugene Schwartz. All right. So that's a great book in uh breakthrough advertising. That's another book you should read if you haven't read it. But um I'll just kind of walk through this briefly. All right. So there's five stages of market sophistication. There's first to market. So when you're first to market, you can just use simple direct offer copy, like automate your company with AI or lose 20 pounds in 60 days. Then there's second to uh second to market, which is basically taking existing claims and expanding on them. So automate your company with AI and um save. This is supposed to be say save, 50k in operations cost guaranteed, right? So you see how the it's it's the same claim, it's just expanded and and uh inflated, right? Lose 20 pounds in 45 days guaranteed or you don't pay. Expanded and inflated. Then in stage three, they've heard all the claims. Okay, so this is a more mature market, and now the inflated claims have no effect. So now this is where you need to become meaningfully differentiated and do a lot of the stuff I'm talking about here, all right? So in stage one and two, you're talking about what your product does. Now you have to talk about the way it works and why it works so well and why it's different. Okay. So again, this is the example I already gave. We'll increase your cell space conversion rate by 200% uh using Carpathy self-learning AI auto research. Or lose 20 pounds in 45 days through the ketogenic diet. Now, the ketogenic diet's not a good mechanism anymore, by the way, but like this this worked at a certain point in time. Stage four is enlargement of the mechanism. So this is basically like a repeat of stage two. So people starting uh ripping off the mechanism. So then it just repeats stage two where you're enlarging the claims and it's becoming more specific or more complex. So um, you know, again, like the same thing you can just read here. It's just inflated, same thing here. Okay. Then stage five is a dead market where people ignore all claims and mechanism. This rarely ever happens if you're focusing on markets with permanent desire, right? Permanent desire being money, relationships, and health. Okay. So this rarely ever happens. I don't want to hear you say, I have a dead market. You probably don't have a dead market, okay? It's not, you know, the mechanisms and the way to get the result might change, but your market doesn't really change, okay, if you think about it that way. So to keep it simple, you may have to change your mechanism. It becomes very played out, but you know, you're probably not in a dead market. So to be clear, this is a good framework for understanding marketing and messaging. But really, the most effective way to actually approach this is just to assume that you're in stage three slash four, because even if you aren't, the actions you would take in stage three slash four essentially are still the most effective. Does that make sense? So even if your market was technically stage one, if you used a stage three strategy, you're actually going to get better results than stage one using a stage one strategy. Hopefully that makes sense. So you just want to assume you're in stage three, stage four, and use a mechanism anyways. But this is why this is important, how these things evolve over time. So, how do you actually build your mechanism? All right. So the way I teach it is you're really good at solving XYZ problem for ABC client. Okay. The question you need to answer for yourself is why is what you do so much better than the competition or the other alternatives out there? Okay. So think about again your mechanism. I mentioned this earlier, as a simultaneous explanation of why everything they tried in the past has failed and why this is going to be different. So it's almost like if you were on a sales call and you were explaining your mechanism, which is just a fancy word for why is what you do so much different and better than the competition and the other alternatives out there. When you were explaining that to somebody, they should be able to understand through the explanation why what they've done in the past didn't work and why this is going to be different. And actually should give them an insight. Okay. So I know that might sound like, okay, well, that sounds great. How do I actually do it? Well, here's how you do it, okay? So you want to use this framework. And what you can do is use this framework as essentially just kind of like a way, like write out what you do in this way, or write out a couple of versions of these. And as you're doing that, it's gonna sort of flush out what your mechanism is. So here's how this framework works. So most everyone out there who's trying to achieve X, Y, Z makes ABC mistake. So, hey, everyone out there who's trying to get ads work, what they do is they really focus on media buying. And what they do is they ignore the offer. All right. See, this is kind of what the training is about. The problem with that is, and you explain the reason why this problem is a problem, which ultimately means consequence. So instead, what we do is specific methodology, which allows us to benefit and ultimately benefit of that benefit. So let me see if off the cuff, I can just make this up. So most people out there who are trying to get their ads to work for their business and really develop a consistent acquisition system for their business, what they do is they focus all on the media buying strategy and what ad they're gonna run and what's the latest like Facebook technique. But what they're really missing out is their offer is not good and their offer doesn't work. And they're not actually optimizing the offer. And the problem with that is, is if you have a bad offer and if it's not meaningfully meaningfully differentiated, your cold acquisition is never going to work and you don't have the right pricing power to get a good ROI on ads. And then on top of that, your pricing is commoditized because there's nothing different about what you do. So it drives down all of essentially your cash flows and your margins. So you can't even hire a good team. So what ultimately means is your ads are never going to work because you're not meaningful meaningfully differentiated, and you might be able to scale to 50 to 70 grand a month referrals, but your margins are so compressed that you're working like 80 hours a week. You can't hire anybody new, you can't get cold ads to work because you don't have the margins and you're not meaningfully differentiated, and ultimately you're stuck. So instead, what we do is we implement a framework called the 3S formula with our clients. And what that allows them to do is meaningfully differentiate themselves through how they communicate what they do. And in doing that, they can get cold acquisition to work, they can price higher than all their competition. The margins allow them to remove themselves from their business so much faster. And ultimately, that means you have a more scalable business and from a cost perspective, and your ads will actually work. Okay. So you see how like I just literally made that up off the spot using what we've been talking about right now. Like you can see how like this framework actually fits in perfectly with this. That's how I'd explain it on a sales call. And then once you start to kind of like draft this out in this way, you'll start to get some good ideas from ads as well. All right. So this is very, very key. So I'll give you another example of what we use with RCA. Most people out there trying to make money online do it through affiliate marketing and dropshipping. The problem with that is if all you want to do is make 20K a month and work remotely, that's tons of complexity and work and time just to make 240K a year. So, for example, like you might have to build a million or two million dollar e-commerce business just to hit that amount of profit. And you got to like run ads, do tech, manage a team, and all that stuff, which ultimately means you're setting yourself up for years away of hitting that income goal and working remotely while doing all this unnecessary stuff. Okay. So instead, like if all you want to do is make 20K a month working remotely, you should get into remote closing. And doing that, once you're good, you can hit 10 to 20K a month within 30, 60 days. It's so much easier if you just do that and land a contract with a good opera owner, which means you get to a the goal a lot faster with all this without all this additional complexity and headaches. Okay. So again, uh FYI, this doesn't work as well anymore. But like back in the day in like 2020, 2021, 2022, this was our messaging for RCA that like, you know, did I don't know, it was like $20 million a year for several years in a row. So well over 50 million probably a year total. So stuff works. Okay. Um so here's another example for a CRO agency. I don't know if we need to go through this. I think that you kind of get it at this point of how like how you would do this framework. Now, um, a few notes on this is people trip up and think that mechanisms are just fancy names. Okay, you can have a cool name, a cool name helps, right? If it's a remorable, if it's a sticky name, like you can read the book made the stick, yeah, that helps. Okay. The bigger thing is the explanation, which is what I was trying to get you to flush out above. Okay. So um, because the explanation is really what you give in the ad as well as a sales call. You might say the name, right? Like the 3S formula is a name, it's not that great, but uh the explanation matters way more. That's where the actual argument and the persuasiveness is. Okay. And then also with both of these examples I gave you, okay, and you can look at the CRO CRO one as well, but you can see how in the example it explains like why what they're doing now doesn't work or why what they tried in the past doesn't work, and how what they're gonna do with us is gonna be different. Okay. So it's again, it's a simultaneous explanation of why everything they tried in the past has failed and why this is gonna be different, right? So this is very, very, very key. We're I'm gonna give you some like worksheets and what to do in terms of actually um developing this for your business later. All right. Now, contrary to a lot of what I've been saying so far, sometimes you actually don't need a mechanism. So don't overthink it, all right? Because I see a lot of people just like frying their brain and getting stuck here. And while having a mechanism is good, um, you can get away without it and still scale pretty quick, pretty big. So in SDA, we do have a mechanism, but it's not really prominent in our marketing. And the reason why is because we have massive amounts of social proof. We've worked with every big name in the industry. We focus on a good guarantee, and uh because our offer is done for you, it's just more attractive, right? So in done for you companies is uh specifically, you can get away without this. And the other thing that helps us a lot too is we don't, there's not a lot of other sales recruiting companies out there who are actually good. I mean, there's a lot of people who try to copy us, but they, you know, they they start and then they are only around for like six months and then they're gone. So there's not like real competition in a lot of ways. So I still recommend developing a mechanism. This isn't a pass to not do it. But like if you're stuck and you're a done-for-you company and what you do is highly valuable and you can make a big promise and a guarantee, and you have a lot of social proof, you can get away with it. Okay. So um the 3S formula, basically, what we covered so far, it's kind of like the big daddy to knock down the packaging economics and scalability. It basically does all of that in one thing. Okay, because again, the packaging, it kind of makes sense. Like really what it is is the packaging. But when we get the packaging right, we can charge higher prices. And then also because we're solving a specific person for a specific or a specific problem for a specific person a specific way, it streamlines into the conveyor belt our delivery, which helps our cost curve and makes each incremental customer not cost more than the last for the most. I mean, it's gonna cost more than the last, but it smooths out the cost curve so we have more scalability long term. So this formula kind of knocked down the main things that we wanted to do, which is why I like it so much, is why the first thing I taught. Hey, if you're enjoying this video and you want to work more personally with either me or my team, we can help you in two different ways. Number one, we can help you install a marketing system so you can generate more leads and ultimately scale the revenue of your business, or B, we can help you with your sales team by placing setters or closers in your business. And if they don't perform, you don't pay. We can also help you scale your sales team, systematize your management, all of that stuff as well. So if you're interested in either of those, there's a link in the description or in the first comment. You can check it out. Now back to the video. So now what we're gonna do is dive into more stuff to just make this even better. And these are just kind of some different tactics, if you will. So um, the first thing we're gonna talk about is positioning. And we're gonna talk about something called the barbell framework. And so the key points here is there's essentially kind of two parts of the market barbell. So when you're doing your offer, you either wanna be like if you're going after B2B or solopreneurs, like a solopreneur is like an insurance agent or a real estate agent or a lot of times a coach. You know, here you have richer clients, time is a premium for the clients. You want to probably be doing done for you or partial done for you. You're not gonna have as big of a TAM, and your back end and your LTV is gonna be super important. It's gonna be almost impossible to get this business to work if you don't have a good back end and LTV. So this is a good place to be, right? Like this is a fine way to position yourself. You could also position yourself as B2C to where you have consumer clients, they have way more time. This could be done with you. It could still be done for you, honestly. You have a huge TAM, the front end can scale more, and the back end is tougher, but it's still possible. You still do a back end here. So this works really well because you have such a big TAM, right? So your ad costs are quite low. This year, ad cost will be higher, but you also are charging more money and you have a higher back end LTV. So this is good. This is good. Where you don't want to be is this no man's land. Okay. And a great example of this essentially is like if you're helping a 10K a month coach get to 50K, you know, it's like you either want to be kind of helping more experienced coaches with an actual like done for you service almost, or you want to help it be helping people get into the coaching business. You don't want to be almost like with a broke market that's also smaller TAM and probably still wants done for you, you know, even if they're not ready for done for you, et cetera. You don't want to be in this kind of no man's land, all right? So I'll summarize the key points here. You either want to sell a highly leveraged product that's like done with you to a mass market B2C, or a more done-for-you-oriented product to a smaller but richer market. Okay. You stay out of no man's land. That's generally where you have a smaller TAM, poorer clients. Um, they're not established enough businesses for done for you, they can't pay a high enough price. And they're like also a little bit too established for done with you. So a few examples of no man's land is like a dumb with you coaching offer for real estate agents. Again, if you're Ryan Sirhunt, okay, he's got a huge brand, you can do it. For most people, the real estate agents don't want to do it. Dumb with you coaching for e-commerce businesses doing 10K a month. Okay. They're still poor. There's not a lot of them. You just might as well help new people start e-comp brands. All right. Dumb with you coaching for coaches doing 10K a month. Okay. Same thing, same issues above. So in these examples, you'd be better off just helping new real estate agents get their first couple of clients, right? Um, you'd be um, or or doing a done-for-you marketing system for like super high-end brokers. You might uh help people start e-commerce businesses, or you do a done-for-you agency to e-com for a business doing over 10 million a year. Or instead of uh, you know, done with you coaching for a coach is doing 10K, you help coaching or corporate execs package their expertise into consulting offers and start a consulting business, or you do some sort of done-for-you offer for higher-end coaches. Okay. So the barbell is a trade-off. And uh essentially, you know, you're either kind of going one side or the other, right? You just don't want to go in the beginning. I can tell you in a moment, though, there's a way to sort of combine and get the best of both worlds, which I've had a few clients do and you know, they do like 50 to 100 million a year. It's pretty pretty wild. So that brings us to positioning part two, which is how desire actually works. Okay. So people obviously they buy something to go from current situation to desired situation, right? So they buy something when there's like a pain, okay, or a problem. All right. Now there's two types of problems there's essentially pain, which is when they're moving from below average to average, okay? And then there's what's called an unfulfilled desire, which is when they're moving from average to excellence, okay? So, like let's take stem cells. If I'm selling stem cells to somebody with knee pain, they're going from below average to average, from not normal to back to normal. But if I'm selling it to somebody like me for longevity, we're kind of going from average to excellence. All right. And so same thing with like, let's say you're selling weight loss. If you're selling somebody who's obese, it's below average to average. If you're selling somebody who wants to get six pack abs, it's average to excellence. Uh quit your job versus quit your job and start an e-commerce business versus scale your e-commerce business. Again, one's below average to average, one's average to excellence. Okay, so what are the trade-offs here? All right. So when you go from below average to average, there's a higher urgency because of loss aversion, right? Like people want to get back to normal, back to where they were more than anything. Nobody wants to go backwards. So there's always a much higher urgency with below average to average. There's also a much bigger TAM, you know, just how it is. Like there's more people who have worse results than better results in any given market, right? Uh tell me when there's not. There's also less money, usually, right? Not always. We're gonna get to something in a second, but usually they have less money. Okay. Now, average to excellence, there's lower urgency, it's a smaller TAM, and they have way more money. Okay, it's just the inverse. So it's kind of similar to the barbell framework. And most of us are gonna be on one side or the other, and knowing where you're at matters, okay? But this is a little tactic that can take your offer absolutely nuclear. And I got this idea from watching somebody actually do it. So if you can find a segment of wealthy people who feel like they're below average, trying to get to average, you can absolutely destroy because this gives you a golden opportunity market to where you can hit all of those. You have people with high urgency and high money. And then in some cases, you can even get a um the market has a decently high TAM as well. So I'll give you an example. Like I have a friend who targets wealthy guys who just let their bodies go and they need to lose weight. So he's very good with his messaging and he's very good at speaking to the pain of these guys. That's the key, he's very, very, very good at that. Like he's not saying, like, hey, busy professionals. Like he's just very good at like gut punching these guys with his messaging. And so he's targeting a mid-sized TAM. It's almost like he's targeting accredited investors, like wealthy guys over 40. They have an urgent problem, and he's also agitating that problem the right way, and they have lots of money. So, you know, he's doing basically online personal training, but he's being able to sell 10 to 40k packages and does 50, 40 million or yeah, 50 million a year around there. Okay. So this sounds easy. It's not. Okay. Um, the the key to this is really having outstanding messaging that kind of shocks the wealthy person into getting their shit together. So I'll give you another example. I have a client who does high net worth divorces, okay, hits all of the above. The TAM is not huge here, but it's it's you know, bigger. I mean, the nice thing is if you can solve a high net worth problem, it's not a business segment, it's just like a wealth segment, which is much bigger than a business segment. So the TAM is still pretty much mid-sized, okay? But the money and the urgency is obviously much bigger. You know, I have another client that targets uh C-suite women who have trouble attracting men because like the women feel like they're always in their masculine. That's a great example. I have another client who um helps rich guys in their 40s who are post-divorce, who are lost in the dating world, get back into dating. So again, the met the thing is, is you can't just like call out this person in your ad and then be like, oh, why is it not working? Like you really have to understand them viscerally and be able to talk to the pains and like, because I mean these people are very sophisticated. So like the messaging really has to hit. Okay. There's not just gonna be kind of like a little like call out that you can do to get them on the phone. All right. You can't say, hey, are you a high net worth person going through divorce? I mean, you could say that, but like whatever comes after that's gotta be really good. All right. So that's gonna bring us to messaging. So what we're gonna talk about here is you can only um channel desire, you cannot create desire. So the big fallacy is that you cannot create desire, like we can't create desire out of thin air. Desire already exists, and what we can only, the only thing we can do is channel it to create demand. And so here's why this is so important. You might have an offer you're very passionate about and you want to sell, but if you put it out there, people don't want it. All right. And most of the above training is really how to fix all of that. But this really will get you thinking about where your market is at and how to like actually position yourself the right way. Because like you could do the 3S formula, but you could basically just do it in a way where what you come up with nobody wants. All right. So how does this actually work again? You cannot create desire. What you have to do is find existing desire, and then you either do two things. So once you find existing desire, you put your offer in front of that desire, or you channel the existing desire into your offer via copywriting. So, like this diagram here will make a lot more sense. So, like, let's like this is like existing desire. This is like a flowing river. So, what we have to do is we have to put our offer right in front of it, all right? Or what we do is we, through copywriting and good messaging, we take existing desire and we channel it into what we're selling. Okay. So I'll give you some examples of existing desires. Like people always want customers, people want staff that solves their problems, like recruiting offers, done for you services. Like that's what I do, right? People want uh to find a partner, they want romance, they want a good relationship, right? They want to get in shape, right? There's a lot of permanent desires. These ones are obvious, but you get what I'm saying. So um with like people want investment returns, right? People want to diversify, they want to limit their downside risk. I mean, you go into any market, you can find stuff that never changes. Okay, people want stuff that's cheap, never changes. So, with some offers, again, you can put them in right in front of his existing desire. So if you have a done for you marketing agency, you have a recruiting offer, a weight loss offer, dating offer. Um, now you still want to follow the 3S formula and do all that stuff, but um it's gonna be much easier because you're just kind of putting yourself in front of the existing desire. Okay. Now, I'm gonna give you some examples of having you would channel desire to create demand. Okay, and and this is where this is actually gonna get valuable. So let's say you're a speaker coach, all right. Again, you might have people in your network or who know who you are through your brand or referrals who like do want to speak better. But like most people don't want to wake up and want, like, they're like, oh my gosh, I need to work on my speaking, and I want to learn it from this stranger who said they're a speaking coach. Okay. So the market's small for one. And then the people who do, um, you know, again, like I was already saying, the people who like actually do get clients for this, generally like they're getting it from speaking on stage themselves. They have a lot of organic content or they're getting referrals, but they're it's very tough to get an offer like this working on cold acquisition or paid ads. So instead, what you want to do is you want to attach it to existing desire. So, an example of that is you could help business owners in whatever industry source stages in their market and speak in a way that lands them clients. Okay. So you see how like what I did is I bridged essentially people want more customers, which is an existing desire. And then I'm bridging that into my offer. Does that make sense? Okay. So that's very key. You have to give somebody what they actually want. You could help ex-military create a speaking platform which they can get on stage, share their story, as well as on social media, right? A lot of people want to do that because they've seen other ex-military do that. But you can see here again, what we're doing is we're attaching it to some something tangible. Okay, so in that example, it's like making money and so on and so forth. So an executive coach is another one. So no executive uh wakes up and they're like, Man, you know, I I really want to be a better leader and I want to learn it from some random person on the internet. They might want to be a better leader, like they might buy leadership books and you know, whatever, but it's it's tough to get them to actually reach out to a rando on an ad to buy that, you know. So instead, what you do is you make it more tangible. So you help them get promoted or move to a C-level position in a different company. And by helping them become a better department uh departmental leader, they show a consistent track record and you know they could go to a different business or they could get promoted in the current business, right? I already gave you that example, right? You could also help home service businesses remove themselves from the day-to-day and the fulfillment and cut their hours down to 40 hours a week. That's another real example that worked really well with our program. Okay. Um, in the process of doing this, you do help them become a better leader, but you see how we just kind of wrap it differently. Okay. We have to wrap it in something that is an existing desire for them. So, a great example that I can give you for my own business is I started SDA uh wanting to help people could become better sales leaders. Okay. Like my big thing when I started the company was I was like, man, the reason people can't scale their sales teams is because they're just bad sales managers or the bad sales leaders. But what I realized is nobody woke up. I mean, you know, again, they might want to get better at sales management, but they're not really waking up thinking, like, man, my number one problem is I'm a bad leader. You know, it's kind of a hard thing to admit to. So what I had to do is I had to kind of beat the recruiting to like, okay, let me place a rep with you. Matt gets them in, and then I place them a rep, great. But then what else I can do is that starts a relationship where I can audit their business, fix their sales team, make them a better leader, yada, yada, yada. So it's kind of the cheese and the broccoli approach, right? The broccoli is the leadership, but the cheese is like whatever you need to do to get them in. Okay. So uh I went through the same exact thing here. All right. So um with RCA, it was a very different example. So RCA was the program we had that helped um reps essentially, or sorry, it helped everyday people get into high-ticket sales. Okay, I kind of already talked about it earlier, but um, you know, when I first launched RCA, nobody knew what high-ticket closing was. Like it wasn't even a term that much, it wasn't even known. And people weren't out there trying to do it like they are today. So I had to market again to people who wanted to make money online. All right. That was the existing desire. And then I was like, hey, that's like silly, that's like tough. Like you shouldn't do that. And then what I had to do is channel that into a new opportunity for them to achieve the same thing, but through remote closing. So um, for more training on this, I really recommend going through advanced market research and copy platform. Okay. It's just in the school module, just like it's in this module. Just look down, okay, from where you're at. You can probably just click on it pretty easy. Now let's move on to guarantees. So another thing that's gonna make your offer far more attractive is making different types of guarantees. And there's different types. There's guaranteed or you don't pay, like we'll get you resolved or blah, blah, blah, blah, you don't pay. Uh, guaranteed or we work with you until you do, we'll give you more time. That's not really great, but it's better than nothing. Okay. Uh, performance-based. So you can charge per lead generated, for instance. Hey, we only uh charge you for the leads we generate. Money back if you succeed. So this is the classic gym launch guarantee, uh, which was like if you come in and lose 10 pounds in the challenge, then you'll get your money back. Um, we cover the cost guarantee. If it doesn't work, we'll reimburse your ad spend. If it doesn't work or pay for itself, we'll write you a check for the difference. Experience based, which is if your first coaching call isn't valuable, we'll give you 100% refund. So, anyways, there's tons of guarantees. You can get creative with it. I kind of just gave you the most common ones that are used and recommended. So um, they're also all of these are conditional, right? They're like there's conditional and unconditional guarantees. Unconditional means for any reason. That's usually only for like lower ticket stuff, right? Conditional, obviously, they have to fulfill certain requirements to get the refund. Okay. So with anything you do that's higher price, it should always be conditional. And if you're gonna do a guarantee, I recommend some sort of reimbursement-based or refund guarantee attached to conditions that if they fulfill makes it highly unlikely they wouldn't succeed. Okay. So really the easiest way to think about it is your conditions should be the exact things that they have to implement or do in the program to make the offer and um to to succeed with the offer. Does it make sense? So, like if you think about the most important things in your client success journey, if they do those things, that's essentially um what the guarantee should be. Like, if they do those things, everything should work. Therefore, they shouldn't need the guarantee. So you put the most important things in there, and then if they do those, it's like, well, if they did those, there's a 90% chance it's just gonna work. Okay. So um, one thing with guarantees that a lot of people don't understand is the main reason you do it is really to stand out in your marketing. It's not to help your sales team. I mean, will it help your sales team? Yeah, a little bit. I mean, I think that it doesn't matter that much, but the big factor of why it does help so much and why a lot of people use it is it helps a lot in the marketing. Okay. And so uh that being said, if you already generate a lot of leads and lead generation is not a constraint for you, it's probably not worth it. Okay. Now we're gonna talk about proof volume. So if you watch my ads, I stack tons and tons of proof. And um, this alone can be the differentiator between ads and cold acquisition working or not working. Okay. So for instance, um, I once ran a cold email campaign and we were testing some messaging. We were getting like a 1% response rate or something like that, or 1% book rate. And then I put like my biggest 15 case studies at the is like PS, here's uh a few people we worked with, and it was like 15 of the biggest names, and it tripled the conversion of the cold email, which is pretty crazy. So if you watch Alex Becker's high rose ads, he does the same thing. Hermosy gym launch ads, they do the same thing, just like insane amounts of proof. So if you can overwhelm with proof, it alone can make your ads work, even if you have a lot of this other stuff. And then if you combine that though, with um the 3S formula, all the stuff we've been talking about so far, it can uh really, really take it to the next level. Okay. So you don't need to have big names to like proof stack. I mean, obviously it helps if you do, but you can just hammer out 10 to 15 case studies of people who are just like them with amazing results. Uh just make sure it's compliant based on your industry regulations, what you're doing, et cetera. Uh the last one, or we're getting close to the last, we're gonna cover here is done for you hybrids. So this can work with B2B, B2C, and B2preneur. So this is where you don't do full done for you, but you do parts of it and it makes your offer way more attractive and sound way better with marketing. That's why you do it. So I'll give you an example. It's like we do done for you sales recruiting, but we don't do done for you full sales team management. Okay. That's by design, right? It's far more scalable, it's far more profitable, and it allows our marketing to do very, very well. But nobody comes in and buys and thinks we do full team, sales team management. I mean, we never say we do that. We also do done for you marketing setup, but we don't do done for you ongoing ad management. Well, now we can consult on the ad management, but um, we don't do the ongoing like done for you ad management like an agency, which with a lot of our clients, they're not running um, you know, a ton amount of ad spends. So it's just very, very easy. It takes like 20 minutes a day if that for the entrepreneur just managing themselves. Plus, we just tell them exactly what to do. So it actually is better for them that we do it this way, but it's also better for us because it's more scalable. Right. Example number two is for RCA, when we are helping people get them jobs, okay, we would basically apply to jobs for them using the resume. Like we would just go out and apply for them. And we we just force them on the offers, which uh not only got them results, but also because we had a guarantee and made it so it's like, man, like you had all these offers, like you didn't take any. I mean, that's why the results were so good. We had a huge, huge success rate with RCA compared to a lot of other B2C programs. So another example is like maybe you help people start Etsy stores, but you could do the initial store setup done for you, and then they do everything else, right? And that also could allow you to hit people who want more like passive income from their nine to five job, but you're not doing full done for you. So you get better lead quality and you could get better higher pricing, and it sounds better, but you're not doing full done for you forever, right? Like you're just automating one of the processes for them. Uh, another example is you might help people with systems and operations, but maybe what you do is um you place an ops manager on the front end, which makes the offer way, way more attractive. And then you make that one placement. And then after that, for nine weeks, 10 weeks, 12 weeks, whatever it is, you coach them uh and the new hire that they got on all the systems and implementation and your sauce and your expertise and everything you do. Right. So doing this allows your marketing to be way more attractive. It isn't full done for you. So you can systematize this one piece and still make it very profitable. It'll increase your price and that'll make it more than enough worth it. And allows you that broccoli cheese approach where you can kind of give them the done for you thing on the front end in order to kind of bring them in to coach them on what they really need.