Full transcript
0:00I've designed 26 offers that have each
0:02done at least seven figures in sales.
0:03And there are only five key things you
0:05need to key in on in order to make an
0:07incredible offer. I call it offer terms
0:10because each letter stands for an offer
0:12lever. Time, effort, routine, money,
0:14status. Master these and you can break
0:17records like I've done in the Amazon
0:19space, in the financial space, and
0:21consulting for some of the biggest names
0:23in their space. If you're ready to
0:26discover what it really takes to make a
0:27killer offer, let's dive in. So, we call
0:30these terms, and we're going to make a
0:32diamond. And forgive my terrible drawing
0:35skills. I make money, but I can't draw
0:37to save my life. We call these the terms
0:40of a killer offer because the T stands
0:43for time, the E stands for effort, the R
0:46stands for routine, the M stands for
0:49money, and the S stands for status. And
0:52so you can always remember these when
0:54you're looking at a killer offer and
0:55you're architecting it and designing it
0:57out. And these are the five key first
1:00principles of success. A lot of success
1:01in this business is removing the
1:03unnecessary. And I've removed all the
1:05noise from you. So when you think killer
1:06offers, just think in the terms of the
1:08killer offers. Now, here's where it gets
1:10even more exciting to me because I have
1:13analyzed and thought of all of these
1:14individual elements like time. For
1:17example, I'm going to show you the
1:18formula for time. We call this raw time.
1:21You're going to discover the three
1:22elements of time that are going to most
1:24affect the value of what you offer.
1:26We're going to break down effort. There
1:28are three types of effort. There's
1:30mental effort, there's physical effort,
1:32and there's emotional effort. And a lot
1:34of people just don't get this. They ask
1:36people to do things they can't do and
1:37then wonder why they don't buy. So,
1:40we're going to talk about the fat effort
1:42involved. and you're going to discover
1:43the three principles of effort to
1:46minimize resistance towards effort and
1:48maximize the least amount of effort
1:50getting the best result. We're going to
1:52drill into routine.
1:55And this is something I see everybody
1:57making a mistake on. They're going to
1:58think that, oh, you're going to just
2:00completely change your whole routine
2:01because you have some incredible offer.
2:03It doesn't work that way. I'm going to
2:04give you the hop formula for routine.
2:07And then after that, we're going to talk
2:09about money. Money is the least
2:10important part of making a killer offer,
2:13believe it or not. And I'm going to show
2:15you what I call the favor formula for
2:18money.
2:19So, you can make the best deals possible
2:21to your audience where you actually
2:22charge more and they feel like it's a
2:24better deal than if you charge less. And
2:26then finally, finally, status, my
2:29friend. Oh my god, this probably moves
2:31more sales than anything.
2:34yet it's really not on most people's
2:36radars unless like you're a luxury brand
2:38like a Hermes for example and we're
2:40going to rise the status of our
2:42audience. So if you look at this, there
2:44are five key elements to a killer offer.
2:46And then for each of these elements,
2:48there's three, six, nine, 14, 19
2:53different components. And that is the
2:55least amount of components that I can
2:57share with you to help you craft offers
2:59like I've done for myself and for my
3:01consulting clients that have done
3:03hundreds of millions of dollars in
3:05sales. If you're ready, let's go to the
3:07first one. Time. And I like time because
3:09it's the easiest to measure. And there
3:11the three elements of time that we're
3:13going to maximize for are what we call
3:15raw. So raw time is essentially what
3:18does that mean? The R, the A, and the W
3:22of what we're really going to help our
3:23audience get more out of when it comes
3:25to time. I'm going to break those down
3:27for you. So the raw, the R, this stands
3:30for recover.
3:32A big strategic influential persuasion
3:35principle that I've just discovered in
3:37my many many 19 years of doing this kind
3:40of work is before you add things to a
3:43client's plate, you want to remove
3:46things from their existing life. And so
3:49the real question here is how much time
3:53can you save your client? How much time
3:58you you can save your client? Okay,
4:00let's go for it that way. And this is a
4:02great question and we obsess over this
4:05when we make offers. Uh the problem with
4:07most offers is they add time. They say
4:10watch all of these videos and learn all
4:12these new capabilities and figure out
4:14and install AI agents. And this is why
4:17most of the world still hasn't adopted
4:19AI yet because it's too much complexity
4:24for them to see the upside. And so
4:26before we add things to our client's
4:28place, we first recover as much time as
4:30we possibly can. Here's a principle that
4:32you must become obsessed with. At least
4:3580% of actions are wasteful. This means
4:40that most of what you do, most of what
4:43your clients do, most of what anybody
4:45does to try to be successful is a waste
4:48of time. There are very few things that
4:52make a difference at the end of the day
4:54in somebody's success or a failure. So
4:56what we do is we take stock for our
4:58clients. What are they doing on a
5:00day-to-day basis? We have to know
5:02daytoday
5:04where their time is being invested in.
5:06We have to kind of spy on their calendar
5:08if possible. When I work with clients
5:10and we really want to know our avatar,
5:12we will interview 30 or 40 of these
5:14clients for an hour and we will say,
5:16"Walk me through your typical day. Walk
5:18me through your typical week. Would you
5:20mind sharing how much you use your
5:22phone? What are the websites that you
5:24frequent? Where do you spend your time
5:26when you're working on solving the
5:27problem? Where do you spend your time
5:29when you are relaxing and unwinding
5:31because you're too stressed out dealing
5:33with the problem? And our goal here is
5:36to eliminate
5:38eliminate
5:40everything
5:42that
5:43has no result
5:46for the client. And some of these things
5:48they think they're are useful and some
5:49of the things that they think they're
5:50not. Here's a little secret for you. And
5:52I do this with clients all the time. I
5:53ask them, I say, "If I could save you an
5:56hour by not doing something anymore,
5:58will you give me half of it?" And
6:00they're like, "Well, what do you mean?"
6:01I'm like, "Well, if you are wasting five
6:02hours a week doing the wrong thing, if I
6:05eliminate you doing that wrong frame
6:07thing, then will you give me two and a
6:08half hours to do something in its
6:10place?" Because I'm like, the worst
6:12thing that can happen then is I give you
6:14two and a half hours back of your time.
6:16And then with that extra two and a half
6:18hours, maybe we can develop some skills
6:20that can help and you can serve uh can
6:22serve you from that. So think about it
6:24from this perspective. If we save people
6:26time, even if we do nothing else for
6:29them, even if we do not get them a
6:31result that they desire, the fact that
6:33we make their life better by removing
6:36things that waste time make them feel
6:38like we're very valuable in their eyes.
6:40So the first thing that we do, the first
6:42move that we make is to recover the
6:44time. And then after that we look at
6:47what is left, what is available. And so
6:51the real question here with availability
6:53is what is the time commitment
6:58time to get the results?
7:03I don't care how good you are. I've been
7:04in this business forever. I work with
7:06the very best in their industries.
7:07Typical client of mine is doing at least
7:10seven figures a year. Many of them do
7:12seven figures a month. And it's not
7:14uncommon for me to work with a client
7:15that's making a hund00 million a year.
7:17Uh, a lot of it net, too. And they still
7:20make the same mistake that my beginners
7:21make. And when they look at designing a
7:24solution, an offer for their audience,
7:27they pretend that they're the only thing
7:30going on in the client's life. And so,
7:32they design the best solution. And the
7:36problem with the very best solution is
7:38it takes the longest
7:42commitment. So the longest amount of
7:45time, that's what they optimize for. So
7:48they say, "Forget however the impact
7:51is." They say, "It doesn't matter if
7:53they have to spend 6,000 hours mastering
7:55this thing because it's the objective
7:57best. That's what I'm going to have them
7:59do." So we start there. We say, "Listen,
8:01if time was not a factor, what kind of
8:02offer will we design for our clients if
8:04they had 25 hours of free time a day in
8:06order to devote to this?" And then we
8:08look at that and we say, "If we could
8:10cut that in half, the time, what's the
8:14least amount of the value we have to
8:17sacrifice in order for them to get
8:19almost as good a result in half the
8:21time?" So, I like to think about this as
8:22how do we get 95% of the promise in one
8:26half the time? And then we do it once
8:28more. We say half of that time and how
8:32do we still get at least 90%
8:35of the value across? And this is where
8:37we become very very creative. We say
8:39well gee if they really were to do this
8:41correctly it would take them 20 hours to
8:43implement this. But if we're intelligent
8:46we can cut it down to 10 hours of
8:48implementation time. And if we're
8:50willing to make a couple sacrifices on
8:52things that don't really matter, we can
8:53get a result now in five hours instead
8:57of initially 20 hours. Or in some
8:59instances, we can reduce all the effort
9:01down to just one hour or less. I have
9:04made a lot of money getting the initial
9:08effort to win down to less than an hour
9:12of effort on my client's part. And then
9:15let's talk about win. This is the last
9:17question is how do we help them win as
9:20fast as possible? And there are three
9:22wins. There's the initial win which is
9:24like I feel good with my decision. So
9:28the fact that they have won because
9:30they've invested in in you or with you.
9:33How does that work? And then there's the
9:34first win. What's the first thing that
9:37makes them know that this was a good
9:40decision? Oftentimes this is break even
9:42or gets them whole again. And then
9:44what's the ideal win? So how can we make
9:46the first win get into the ideal win?
9:49And this is actually a lot simpler than
9:51you think than it sounds when you think
9:53about it. So it's like how do we
9:55immediately reward them and reinforce
9:58that they've made a good purchasing
10:00decision. And this is not just something
10:02that benefits them after the sale is
10:04made. You future this when you're making
10:06the offer. So you can say here's the
10:08first thing that's going to happen after
10:09you invest today. when you log in XYZ 1
10:122 3 A B and C. One of the things that
10:15I've been working with with my clients
10:16that we have been effectively using AI
10:18for is we onboard them. We interview
10:21them for an hour and then we take that
10:23interview and we we personalize their
10:26members area with AI specific to what
10:28they've said. So if they say I need more
10:30of this and less of this, this is
10:31important to me. This is not important
10:33to me. Their curriculum is customized
10:35specifically to them as soon as they've
10:37logged in and their profile is set up
10:39and all sorts of things happen in the
10:41background from one 45minute
10:43conversation. And then we can call this
10:45break even. How do we get them their
10:48money back as soon as possible? And in
10:50financial and hard markets where they
10:52it's dollar in dollar out, you can
10:54measure that pretty easily. That's
10:56clean. But even in like weight loss
10:57markets, relationship markets, we just
10:59have to say how would somebody knew they
11:01made a good purchase decision based on
11:03the smallest result possible, smallest
11:07actual tangible result because most
11:09things that people buy, they never see a
11:11result for. And then what is the ideal
11:14result and could we get it there in half
11:18the time? Because again, time is more
11:21important than money. Time is more easy
11:23to measure than money. Time is the
11:25easiest thing because I can go into any
11:27offer and be like, how do I do the same
11:30thing as my competition and do it in
11:32half the time? I don't even have to
11:33improve anything else. And if I do it in
11:35half the time and charge the same amount
11:36of money, I win. And I'm winning in time
11:39because I'm removing the unnecessary.
11:42So, here's the key questions that you
11:43can start thinking about with your
11:45offers as it comes to time. What does
11:47your audience spend their time? What
11:48does their day-to-day schedule look
11:50like? How do they value their time?
11:52Where are the easiest ways you can free
11:54up their time? How can you reduce the
11:55time to the initial win? Where would
11:57they prefer to spend their time? How
11:59does the competition utilize time? What
12:01is the relationship with the past,
12:02present, and future in your market? How
12:04quickly does your audience need results?
12:07And how long have they already struggled
12:08with the problem? So, this is the first
12:11key component of what makes a really
12:13killer offer. Now, the next thing that
12:15we're going to focus on is effort.
12:19So, we covered time. We're into the E
12:21now of the terms which is effort. And
12:24specifically with effort, we're going to
12:26use what I like to call the fat formula.
12:28So each one of these letters as
12:31thematically
12:33as we've been is going to stand for the
12:36first principle of effort. So the first
12:39thing that we look at with effort is
12:41feel. And the real question here is how
12:45do we decrease?
12:47So, we want to decrease
12:50negative emotions and we want to
12:54increase
12:55positive
12:57emotions.
12:59The craziest thing in the world is if
13:01you show somebody an awesome, amazing
13:03strategy and it is by far the best that
13:06could possibly be done for them, but
13:10they feel uncomfortable doing it, you
13:12will not get compliance. They will not
13:15buy from you. they will say no thank you
13:18I will remain the same even though I
13:20don't like being the same and we always
13:23start with negative emotions what are
13:25the things around shame what are the
13:27things around fear what are the things
13:30around sadness what are the things
13:32around uncertainty
13:35these are where we really key in on and
13:37we say how do we help somebody set aside
13:41the feelings that no longer serve them
13:43and how do we put that into the offer
13:46And what are the areas where if we just
13:48did some done for you perhaps they could
13:51relieve some of the burden? What are
13:53some of the areas that we could bring
13:54coaching in so emotionally they're going
13:57to feel safer to make a step forward.
13:59And so we always start with the
14:02resistance.
14:03People are trying to hike mountains
14:05carrying 50 pound rucks sacks on their
14:07back. If we just take off the backpack,
14:09they could go twice as far with half the
14:11effort. So we're looking at removing
14:12those negative emotions. And then how do
14:15we punctuate
14:17the positive? Punctuate
14:20uh spelling please don't kill me the
14:22positive. So how do we take the really
14:25good feelings they already have and how
14:28do we multiply them? What are things
14:30that we can add to the offer? If
14:32somebody in a certain market already
14:34feels very capable at one thing but not
14:36so capable at the other thing, we're
14:38going to take their capability and
14:39leverage it and then point it at the
14:41other thing. So what for example I I
14:43consult with clients where they help
14:44people that are coming out of the
14:46military start to build businesses.
14:48Ironically people that are very capable
14:50in a military setting typically have
14:53trouble leaping into an entrepreneurial
14:55field most often because they were under
14:59a rigid kind of structure of you do this
15:03at this exact time this exact way and
15:05they were told what to do by an outside
15:07authority and now they've become the
15:08authority. So even though they're
15:09incredibly capable, even though they're
15:11incredibly disciplined, they still
15:13struggle because this is a condition in
15:15the mind that they're not comfortable
15:17with. So we take what was good about
15:19their past, we bring it in and point it
15:21at the present. And this really helps
15:23them take on and say yes to a new offer.
15:26And then the last thing that we're going
15:27to do here is just relabel certain
15:30emotions. Uh what'll happen is often
15:32when people feel emotions very
15:34intensely, they don't stop and say,
15:36"Does this label serve me?" So when
15:38people talk about being afraid of
15:40something, is it really a terrifying
15:42experience or is it merely something
15:43that is uncomfortable but can be dealt
15:46with? And so when we design our offer
15:49components, we want to really lean into
15:51the ones that take down a step, take
15:53down two steps, take down three steps
15:56when it comes to implementation. And at
15:57the simplest level, it's we don't use
15:59words like learn because those uh
16:02require a lot of effort. We use words
16:04like discover and we use words like
16:07investment as opposed to cost. So we
16:09want to audit and we want to consider
16:11what are we shipping and what are the
16:13emotions? What are the things that are
16:15going to make people feel very
16:16uncomfortable with if they were to act
16:18on them even if they're the best things?
16:20And speaking of act, let's talk about
16:21that second.
16:23So feel act and then the T. Let's get
16:28into act though first. So with action is
16:30how do we remove
16:33physical
16:36requirements
16:38to get the results. I used to do this
16:40magic trick many years ago with an offer
16:43is I would acquire software that was
16:45what I call Swiss Army knife. It did
16:47everything under the sun and even mojer
16:49long that kind of stuff. And then I
16:50would buy and acquire the rights to this
16:52software. And I would go through and
16:54say, of these 15 features, how can we
16:57remove 13 of them? Now we're left with
17:00two features. How do we make these only
17:02two features better than anybody else
17:04who has those feature in their software?
17:06And then we would go back to the same
17:08market and we would charge 10 times as
17:10much for a software that did 10 times
17:12less. And our customers would buy it
17:15more and get better results with it. And
17:17we remove the actual physical effort of
17:20clicks. So clicks, taps, steps. Again,
17:26most of these things are unnecessary.
17:28They only exist because you're copying
17:30somebody else who's already done it. Who
17:31copied somebody else who's already done
17:34it. But what if we said if we had to
17:35remove everything except for the
17:37essential, what could we do in order to
17:40make that happen? If you think about it,
17:41at one point in time when you did a
17:43Google search, you had to click on next
17:45page. Some of you are too young to
17:47remember that that are watching me. Uh,
17:49now you endlessly scroll. You used to
17:51actually have to search for the
17:53entertainment online. Now an algorithm
17:56gives you the entertainment instead. Um,
17:59now this is making people a lot weaker.
18:02[laughter]
18:03So be considerate of how much physical
18:06requirement is removed from your life on
18:08a day-to-day basis. But from the concept
18:11of how do we require even in digital
18:15offers the least amount of steps
18:19involved for them or movements
18:22required in order for them to do
18:24whatever the case is going to be. So I'm
18:28not kidding you. If you reduce load time
18:31on your landing pages and you remove six
18:35colors and only have two colors on your
18:37page and instead of 12 fonts, you only
18:40use two fonts, uh the ability and the
18:43cost on the brain cognitively will go
18:45down. So what's left in your messaging
18:48will go up. You need people to require a
18:50lot of lot of physicality at the end of
18:52the day to get the result that you want.
18:54So we want to only have them do the
18:56physical efforts required
18:59in order to get the results. So we want
19:01to take the essentials then and then we
19:03can tell them this is where you put your
19:05effort into. This is where you take your
19:07action on. This is where you work really
19:09hard. But if I can save you 80% of your
19:12effort and then allow you to invest the
19:14last 20% in an actual activity that can
19:17get you the results, we call that
19:18winning. So they get there in half the
19:20time, they get there twice as refreshed.
19:23And as a result, they love you 10 times
19:24as much. And then the last thing here is
19:26thinking. And all of these things are
19:28intertwined. Nothing is so clean and
19:30nothing is so simple that you can say,
19:31"Okay, people feel here, then they act
19:33here, and then they think here." Um,
19:35emotions, physical actions, mental
19:38thought. They're all kind of mixed
19:39together in one crazy bag that we call
19:41your brain. But what we want to do is
19:44require what's the least amount
19:50of thinking
19:52to get the result.
19:54Now, here's what's crazy, and I I really
19:56cost myself a lot of money very early on
19:59in my career because I thought writing
20:02at a fifth grade level
20:05was demeaning. I thought that that meant
20:08that you treated your audience as if
20:09they were idiots. And it was very
20:11cynical and a lot of marketers talk that
20:13way. You have to dumb it down because
20:14people are really stupid. And I'm like,
20:16people are not really stupid and people
20:18aren't really stupid. They're actually
20:20really efficient. And because they're
20:22being assaulted from all angles with all
20:24sorts of information, if we can make our
20:27message so easy that with the least
20:30amount of brain cells possible, they can
20:32get it, then they are more likely to see
20:36and follow us and respond to what we
20:38request them to do than they are with
20:41somebody else. I made up this close and
20:43I've made millions of dollars with this
20:44one simple close. I said, I made this so
20:46easy even a CEO can do it.
20:51So, I was in a boardroom once uh with a
20:54really big company, a couple hundred
20:56million dollars a year they were pushing
20:58and it was the the Seale suite in there,
21:01the CEO at the head of the table, five
21:03other executives in suits, couple
21:04lawyers in there as well. And I was
21:06walking them through a proposal and then
21:08I don't know what prompted me to do
21:10this. I get to the best part of this and
21:11I slide it over to him and I go,
21:12"Listen, I made this so easy even a CEO
21:15can do it." And I looked him right in
21:16the eye and he just smiled. And there's
21:19a point to this. A CEO has to make
21:21thousands of decisions every single day.
21:24They're not going to slow down to your
21:25level and read your 200word email if
21:28you're asking a request of them. And he
21:30appreciated that. So it's like the
21:32simpler you make it, the more responsive
21:34the premium portion of the market's
21:36going to be uh to your request. And then
21:39I will suggest that you learn about
21:42learning and watch a lot of the videos
21:44that I have because so much of my
21:46success in this business has came
21:48through this meta skill of thinking
21:50about thinking and learning about
21:52learning. So generally speaking, you
21:54have short-term memory and long-term
21:56memory. And short-term memory can only
21:57hold a few bits of information at any
21:59key point in time. So when people see me
22:01sell and they say, "Jason, why do you
22:03bring up all the objections right away,
22:04put them on the table, and then don't
22:06resolve them until the end of the
22:08presentation," I say, "It's simple. If
22:10people can only really hold about four
22:11bits of information in their head at
22:13once, if I load them with four specific
22:15objections that I know I can handle,
22:17they won't think of any other
22:19objections. I have loaded their mind so
22:21they can think about what's important."
22:23And then we solve for that. This is why
22:25future pacing is so important. You say,
22:27"In a little bit, I'm going to XYZ 1,
22:29two, and three." and by the time you're
22:30done with this, you'll be able to ABC.
22:33And they say, "Okay, I can anticipate
22:34what's going to come. So when it comes,
22:36I can recognize it. And because it's
22:38only a few key elements for me to deal
22:40with, I can feel comfortable and
22:42confident enough to deal with it. And
22:45this is the effort portion of the terms
22:48of a killer offer. Here's the key
22:49questions you should start thinking
22:51about when it comes to effort with your
22:52audience. What are the activities that
22:55they're doing already to try to solve
22:56their problem? What thoughts are
22:57constantly running through their heads
22:58on a day-to-day basis? What's emotions,
23:00positive and negative, that they're
23:02dealing with? What are the physical
23:03efforts required to get the results? How
23:05can we reduce emotional, mental, and
23:06physical efforts to get better results
23:08in a way that the market wants? What
23:10actions are required with the least
23:11amount of effort to positively affect
23:13change? What parts feel the hardest?
23:15What parts are the most confusing? What
23:16parts are the most boring? What parts
23:18feel the most overwhelming? If you have
23:20the answers to these questions, you are
23:22going to crush it, my friend. Now, let's
23:24talk about routine.
23:26When it comes to routine up here, we are
23:29going to do what I like to refer to as
23:32the hop formula. And see how I, by the
23:36way, have made this as easy as possible
23:38for you to follow along with by coming
23:40up with these acronyms and these names.
23:42This is also allows me to easily
23:44understand these. So when I think
23:45through a market, I think about when it
23:47comes to routine habit. This is the
23:49first area that we want to look at. So
23:52we are creatures of habits. Even if they
23:54don't serve us, if we pattern them, we
23:56tend to repeat them. And so the question
23:58I always ask first are what are the
24:00easiest habits
24:04to change? What are the little tiny
24:07hinges that will swing the big doors
24:08when it comes to regular routines, when
24:10it comes to the things that they do on a
24:12day-to-day basis? Think of it like a
24:14train track, actually. So if you take a
24:16train from New York to LA and you change
24:19just one little part of that track, you
24:21could end up in Chicago. And that's just
24:23maybe 10 feet of railing that needs to
24:25be adjusted. One way to end up in a
24:28whole different territory. So when it
24:31comes to the habits is what is already
24:33working? What is already good? This is
24:37the first question that I ask. What are
24:38they doing that is already effective
24:41with their habit that we can leverage?
24:44And then we say to oursel, what's
24:47something
24:49they could give up
24:51if we just ask? So there are two types
24:54of habits. There are habits that are so
24:56ingrained and they're so deep that
24:57they're just so difficult to break. And
25:00then there are habits where people just
25:01do them and they could easily let go of
25:03them. They have no attachment to them
25:05once they're shown a new or a different
25:08way. And this is what we want to key in
25:10on. And then on the last one is if we
25:12only change one habit. So if there is
25:16only one major habit that was required
25:18to change for somebody to finally get
25:22the result that they've been trying to
25:24forever, what would that habit be? How
25:27do we change one thing in their life?
25:31Because they're going to have to put in
25:32so much effort to change that one thing.
25:35We really can't ask them to change more
25:38than one thing. What would that one
25:40thing be? That's what we're looking for
25:41the answer there. The second thing then
25:43here, and this is so funny about human
25:45beings, the way that we respond to
25:49order. So, so many things that you want
25:51to do in life, you forget to do them
25:54because the brain is not very good at
25:56taking in a lot of information and
25:58remembering certain things that you're
25:59trying to habituate that aren't already
26:02habituated. So what order of action
26:08gets the best
26:11result? So in social media, we stumbled
26:15upon this concept that if we record in
26:18the car while we're driving to places we
26:22already have to be, we can get a lot of
26:25content. Somehow that content is
26:27stickier than normal social content. So,
26:29we've gotten tens of millions of views
26:32just driving in the car. And we add very
26:34little time, just a couple minutes to
26:37set up to the whole process. And it
26:39actually makes the drive more enjoyable.
26:42So, the order is when then when a person
26:47does this, then they can do that. Uh
26:51there's a reason podcasts have become so
26:52popular because when people do the
26:54dishes, they listen to podcasts. If
26:57you've watched long- form YouTube videos
26:58and you see how 4-hour YouTube videos
27:00tend to perform better than 40inute
27:03YouTube videos, it's because people will
27:05look at a 4-hour YouTube video and
27:07they'll be like, I will run this all day
27:09in the background as I do something
27:11else. And then the algorithm says, "Wow,
27:13that's super useful. That's really
27:14sticky. Look at the retention time on
27:16that. We better share that with other
27:18people." And that's valid because people
27:21are more likely to sticky and be
27:23consuming that type of material when it
27:25comes to the order. Uh what needs to
27:29happen first.
27:31So there's a thing called chunking where
27:35if you say to somebody, hey, write a
27:38book, like Jason Fladlin did with one to
27:40many, you say, oh my god, a book that's
27:42insane. I could never write a book. You
27:43say, well, could you write a section of
27:45a book? That's like about a third of a
27:47book. They say, well, I can't do a
27:48section. Could you do a chapter? Maybe I
27:50could do a chapter. Well, could you do a
27:52page in a chapter? I think I could do a
27:53page in a chapter. Could you do a
27:55paragraph for a page or a sentence or
27:59even a word and eventually somebody will
28:01be able to hit the minimum threshold
28:03required to move forward in a way to
28:05start getting some sort of momentum and
28:07some sort of action. So we like to chunk
28:09down what is the appropriate chunk
28:12required and in what sequence can we put
28:16chunks together in order for people to
28:19be successful. So one of the mistakes
28:21people make when they make offers is
28:22they put five chunks into one
28:24deliverable and now you look at it and
28:26you say it's one deliverable. But if we
28:28took each chunk and made it its own
28:30deliverable, you say, "Wow, I have five
28:34different things that are going to help
28:36me and I use this thing first and then I
28:38use this thing second, then I use this
28:40thing third, so on and so forth." And
28:43this makes it really,
28:46really valuable to the audience. And
28:49then the last thing that we're going to
28:50look at here is process. How does an
28:52audience know when to behave? This is
28:55such a good preposition. When does the
28:58audience know how to behave? This
29:01assumes that your audience will behave a
29:06certain way under the correct conditions
29:09and they always will. They absolutely
29:12always will. So if we say if we ask them
29:16to do an activity in a context that is
29:20uncomfortable, we will not get
29:22compliance. If we ask them to do it in a
29:25context that is comfortable, then they
29:29will absolutely easily get compliance.
29:32Uh let me put it to you a different way.
29:34I have
29:36fallen out of the favor of running
29:38recently because you know these old
29:39knees and all that kind of I can give
29:40you every excuse in the world. Uh but my
29:42wife and I play tennis and I will play
29:45tennis all day long. It will not feel
29:47like exercise. It will not feel like a
29:49workout. And as a result, I am now
29:51running more than I've ran in years. And
29:54it doesn't feel like running. So if you
29:58can change the context,
30:01then you will change the relationship
30:03with the content.
30:06Too many marketers focus on content.
30:09When in fact, the real leverage I've
30:12discovered for the offers that we are
30:14making these days is context. We allow
30:17them to play a different role by
30:20changing the conditions that we ask them
30:21to comply in. And as a result, we get
30:25better results for our clients. So
30:26here's the questions you need to ask
30:27when it comes to routine. What are their
30:29habits? What behaviors do they perform
30:31that get in the way of their success?
30:33Which of these behaviors are easiest to
30:34break? How can we leverage existing
30:36routines to get better results? What
30:38tasks consistently go unfinished? And
30:40how do we help them finish it? What
30:42habits do they need to change? What
30:44rituals are sacred? What processes do
30:46they follow that simply exist? Because
30:48that's the way we've always done it.
30:50These are where the secrets lay,
30:52leverage them, and get better results.
30:54All right. Now, we're into the money
30:57part of risk. And specifically, what
31:00we're going to look at with money is
31:02what we call favor.
31:05Uh now, you've heard me say this before,
31:08money is not as big of a deal as most
31:10people think that it is. Uh but I'll
31:12prove it to you. The first thing that we
31:13look at here is free. And this is not
31:16what you think it is. Yes, it's true.
31:18You can develop offers that you give
31:20away for free and you make your money in
31:22other ways. This is how Google built a
31:23trillion dollar company. Facebook built
31:26probably a tr I don't know if it's
31:27trillion or not. They found a way to
31:30make you the product. So you didn't buy
31:32a product, you were the product. And
31:34that can work. But instead I say what
31:37part
31:39if given
31:41for free
31:43gets the most value.
31:47The way that we work as consumers when
31:49we make purchasing decisions is we best
31:52understand value by what we can compare
31:55it to. So comparison is where the real
31:58value is in. In music there's this
32:02concept of perfect pitch versus relative
32:04pitch. So perfect pitch is you could set
32:06out a keyboard, you could push a note
32:08and somebody with perfect pitch could
32:09say, "Oh, that's a C4." And you'd be
32:11like, "Wow." And can you train perfect
32:14pitch? Very difficult. Can you train
32:16relative pitch? Actually, relatively
32:19easily. So if somebody says, "Oh, that's
32:21a C in relationship to the A because
32:24it's two notes above an A or this is
32:27three notes below a D sharp." and they
32:30could understand maybe not the exact
32:32note per se, but they know where the
32:34third is, they know where the fifth is,
32:36they know what chord it is because they
32:38are relating the sound and pitch of one
32:40note to the next note. So people can
32:42best understand how good your offer is
32:45if you give something away for free in
32:48that offer that they're used to paying
32:51for free for what they're used to
32:55spending lots and lots and lots of money
32:58on. And this is sort of a slight of
33:00hand. They quit looking at price tag so
33:02much and they're like, "Oh my god, this
33:04is insanely free." So I was consulting
33:06with a client many years ago. He sold
33:08about a million books in the space. And
33:11we were testing the concept one day of
33:13at the time it was free plus shipping
33:15offers. The book is free. You just pay
33:18for shipping. And then one day I asked
33:19them, I said, "Now that everybody is
33:21running this offer, your six competitors
33:23are also running this offer and 15
33:24different people in your mastermind in
33:26their space are also running this
33:28offer." I said, "I wonder if we'd get
33:29more leverage if we flipped it. If we
33:32said not free plus shipping, if we said
33:35free shipping when you buy the book and
33:39the price was exactly the same." The
33:41problem people have with a free plus
33:43shipping offer is you said, "The book is
33:44free. Just pay 10 bucks for shipping."
33:46And they're like, "Man, 10 bucks for
33:48shipping on a book." That feels like a
33:50ripoff. But if we say, "Buy the book for
33:5310 bucks and we'll give you free
33:55shipping." They're like, "Whoa, free
33:57shipping. That's a deal because
33:59everybody else is charging me for
34:01shipping." And I know that that's
34:02ridiculous, but we think in ridiculous
34:04ways because that's an easy hack
34:06cognitively for us to compare value to.
34:08So, we literally try to make the most
34:11valuable thing free. How do we make the
34:15Ferrari free if they buy the tires? How
34:18do we give away free food if they come
34:21to the restaurant and have an
34:23experience? They pay for the experience
34:26and the dinner is free. It doesn't
34:29matter if they would have paid the same
34:30amount for the dinner and the experience
34:33was free. They'll go home and tell their
34:35friends, I got to have a free meal.
34:37There is such a thing as a free meal
34:39after all. So that's the first area that
34:41we look at. The second area is anchor.
34:44And this goes back to um how we evaluate
34:49comparison. The funny thing about the
34:51brain is
34:53first in
34:55prejudices everything after. So when you
34:58see the first piece of information
35:01related to an offer that will frame the
35:04value of which comes after it. So oftent
35:08times even when we do installment plans
35:12we'll say it's $29.97
35:14or if you prefer you can take care of it
35:17for just 4.99 installments x number of
35:20them 30 days apart. So we still start
35:23with the larger number and we end with
35:26the smaller number. It doesn't have to
35:29be numbers. One of my favorite closes of
35:32all time is miles and people. So I say
35:37the sun is 93 million miles from the
35:40earth yet it gives 8 billion plus people
35:43everything they need and I'm only asking
35:45for you to put down 99.97 in your life
35:49so you can go out and make much more
35:51something along those lines and people
35:52were like 93 million that's a lot
35:56that's practically nothing. So the
35:59anchor is very very effective as a raw
36:02number not just as an individual or
36:06specific thing uh cost to keep problem.
36:12So if we can anchor in magnifying the
36:14amount of years that they were to keep
36:16the problem and what it would cost them
36:18and we show them what it will look like
36:19if they invest today to get rid of the
36:21problem then people say wow that's an
36:24incredible deal. But until you make them
36:26aware of the invisible cost, they will
36:28never compare the invisible, actually
36:31worse cost to the visual cost of the
36:34investment of your product. It's not a
36:36fair fight. So, you got to balance it
36:37out. You got to make it fair. Now, let's
36:39talk about value. How do we make what
36:42they pay for 10x deliverables
36:47for the money put in?
36:51And there are some simple ways to do
36:53this. Well, one of the first ways that
36:55you can make something valuable is you
36:57make it incomparable.
37:00So, if you are a book and somebody else
37:02has a book and somebody else has a book,
37:04you're going to be judged between $10
37:06and $30 because most books sell between
37:09$10 and $30. And if you're a home study
37:12course, you're going to be judged by
37:13every home study course. If you're a
37:14consultant, you're going to be judged by
37:15every other consultant. If you're an AI
37:18LLM, you're going to be judged against
37:19every other AI LLM. But if you have a
37:23book that also has a custom LLM attached
37:26to it and a coach that goes alongside of
37:29it to help you out and and and they say,
37:32"I have never seen an offer like this
37:34before because it's combined pieces
37:36together that have never been combined
37:38before. Therefore, I can't judge it
37:40against other things. I can only judge
37:42it against the value that I see in front
37:46of me." The other thing you have to
37:47understand is different market segments
37:50value things differently. So a
37:53millionaire will value his time at a
37:55premium over somebody who's a
37:57thousandaire. Somebody who's held the
37:59problem for a very long time and is in
38:01more pain will value the solution more
38:04greatly than somebody who's only lived
38:06with the problem for a little bit. So we
38:08have to find things that we can show to
38:11the audiences that with the least amount
38:14of deliverables we provide to them, they
38:16will get the most value from them. So
38:19different people value things
38:20differently. And then the last thing is
38:22demonstrations. If you can show somebody
38:26how good something is with a push of a
38:28button or with some sort of way that
38:30proves it without any thinking involved,
38:32they will remember it. And if they
38:34remember it, guess what? they will value
38:37it. Right? Now, let's talk about
38:39outcome. Really, at the end of the day,
38:42this is what people pay for. They don't
38:44buy the product. They buy what the
38:46product can do from them. And what they
38:48are actually buying is certainty to the
38:52outcome.
38:53The easiest way that you can get more
38:55certainty is shrinking the promise. And
38:59oh god, I made so much money with this.
39:01I'm giving you the sauce right here.
39:02People would rather make a thousand
39:04dollars by next month than $10 million
39:07by next year because they can never see
39:09themselves making $10 million. They have
39:11no frame of reference for it. They have
39:12no experience with it. They know nobody
39:14else who's done it, but they have made
39:16$1,000 before. It may have took them six
39:18months. And if we can do it in six days
39:21instead, they will feel much more
39:23comfortable. So, we shrink the promise.
39:26We increase the certainty. the
39:29uncertainty to the outcome even though
39:30the outcome is smaller makes them feel
39:32more comfortable buying and so therefore
39:34more people buy. So we shrink the
39:36promise. The other thing is we shrink
39:38the market. So people think in terms of
39:41the ultimate last result. They think
39:43Ronaldo came out of the womb as one of
39:46the best football players in the entire
39:48world. They forget that at one point in
39:49time he was on a pee-wee team and then
39:51he g graduated to a national team and
39:54then he went pro worldwide. That kind of
39:56stuff. So we shrink the promise and we
39:57shrink the market. We only go after the
39:59easiest market to serve initially and we
40:02go after the smallest promise to get
40:04people excited and then we leverage
40:07those results as we optimize our
40:10deliverables to go after successively
40:12larger and larger and larger markets.
40:15And then the last thing that we look at
40:17when it comes to money is resistance
40:22where the price
40:25is the least friction possible. Market
40:29price
40:31friction.
40:33So who are the people that
40:37value money the least? And you've
40:40probably had friends like that. They
40:42might have had 50 bucks left in their
40:43bank account and they would spend it on
40:46a movie and you'd be like, "Dude, what's
40:47wrong with you?" By the way, they
40:48somehow still always find a way to
40:50survive and move forward into the future
40:53and they seem happier than most of us.
40:55And so certain people have the least
40:56amount of attach attachment to money and
40:59they're the most likely to spend money.
41:01Other people, they hold on to money with
41:03a clinch fist and they say, "You'll get
41:05this over my dead body." and then they
41:07die because they'd rather hold on to the
41:08money and starve to death than to buy
41:11food with it. So we ask ourselves which
41:13part of the market is quickest to invest
41:17in solutions and there are always
41:19certain segments that are more prone to
41:21invest to solve problems than others.
41:23Often this is a demographic thing. Young
41:25people think they can do it on their own
41:27with no experience and they can't. And
41:30the wiser amongst us who've lived many
41:32more decades realize that effort is more
41:35expensive than money and time is more
41:37expensive than money. And so they're
41:38quicker to invest. And so you have to
41:40then position your offer to the people
41:45who are the most likely to invest with
41:48the least amount of concern with how
41:52quickly can I see the money in return.
41:55And we position so many offers that way.
41:56We're like, "Listen, if your risk
41:58tolerance is not a 10 out of 10, then
42:00this isn't for you right now. When we go
42:02back through and we test it 16 more
42:05times and we add all these other things
42:06involved, which of course will increase
42:08the price, then we will show it to you.
42:10But for right now, this is for people
42:12who are in this position who even if
42:13they screw all of this up, can still
42:15wake up tomorrow and feel good about it.
42:17This is who we are serving right now."
42:19And people are like, I want to be like
42:20that audience. So we actually will sell
42:22more people who are outside of that
42:24market who aspire to be that market, but
42:26we will crush the market who is
42:28specifically who we just described. So
42:31that's money really. At the end of the
42:32day, there are just a couple key
42:33questions that you need to ask yourself.
42:35How much money does your audience make?
42:37When and how do they spend their money?
42:39What's their belief around money? What's
42:40the segment of the market that is the
42:42least price resistance? What could you
42:44give them for free that everyone else
42:46makes them pay for? How do they know
42:47when they get a good deal? What is
42:49valuable to the market? What do they
42:51currently spend on their problem? And
42:53how do they spend it? What have they
42:55already wasted money on? What financial
42:57outcomes matter the most to them? And
42:58what are the hidden costs involved that
43:00they think exist and that scare them and
43:02keep them awake at night? All right,
43:05you're done well, my friend. We're
43:06hanging in here. We're getting this last
43:08one. And this is status. Oh my god. I
43:12really screwed this up early in my
43:14career. I had no idea about the
43:16importance of status. and specifically
43:20what I call rise. So these are the four
43:23elements of status at the end of the day
43:26that's going to make the biggest
43:27difference in your offers. So the first
43:30part of this, the R is relative. So
43:34here's what's so crazy about us and
43:35you've probably seen this pattern by
43:37now. These things overlap each other. Um
43:40we're always comparing ourselves to
43:42others. That's the easiest way for us to
43:45know where we stand. So, how do you help
43:51your audience get ahead
43:54of others? [snorts]
43:57Is there a way you can jump
44:02the pecking order for them? This is the
44:05country club. Everybody wants to be part
44:08of a club that won't let them in. The
44:11moment you get into a club, it doesn't
44:12seem as special anymore cuz, hey, they
44:14took you. They allowed you in. So when I
44:16look at the market, I say, who is one
44:19step ahead of them or one level above
44:21them in their mind? And is there
44:23anything that I can do to position my
44:26audience to be on equal footing or even
44:29better than them? If not, then we turn
44:33them into an enemy because the enemy of
44:36my enemy is a friend. So we poo poo the
44:40status of people that are a ahead of
44:42them or above them. we bring that status
44:44down lower to uh the audience's existing
44:48status. And really at the end of the
44:50day, we have to know who it's important
44:54for them to get ahead of and how do we
44:57give them advantages
45:00that the people that they want to get
45:02ahead of aren't likely to get access to.
45:05Uh we do this all the time with
45:06beginners. They say, "Well, all these
45:08successful people are already out there.
45:09How can I compete with them?" And it's
45:11like, "You're fresh. you're brand new
45:13because you have a fresh pair of eyes,
45:15because you don't have the biases,
45:16because you're not cynical. You are
45:19actually going to be the first ones that
45:20can adopt new technology. Old dogs don't
45:23learn new tricks. So, you have a huge
45:26advantage. And now we have positioned
45:28the status of a beginner to be more
45:31elevated than that of an old salty dog,
45:33an old pro. Here's the second aspect of
45:36status. This is the internal status
45:40which is how do we make them feel better
45:42about the good parts that are inside of
45:45them and how do we make them feel less
45:48bad about the bad parts that are inside
45:51of them. So we have our own internal
45:54status signals and one of the things is
45:57we always start with what I call the
45:59impoverished identity. Where are the
46:02things that they look at themselves
46:03negatively that don't make sense that we
46:06can easily break or reposition? What are
46:09the areas where they are limited in
46:11their beliefs about themselves and it
46:13doesn't make sense for them to be
46:17limited? Where do they unharshially
46:19judge themselves as inadequate? And how
46:23do we help them see that they are more
46:26adequate than they understand and than
46:29they give themselves credit for? Now on
46:31the other sides, where are they
46:33irrationally
46:34over
46:36valuing what they do? And if you study
46:38every culture, eight out of 10 people
46:40think they're a better driver than
46:41normal. Eight out of 10 people think
46:43they're smarter than normal. Eight out
46:45of 10 people think they're better
46:46looking than normal. In general, this is
46:49how the math works. even though you
46:50can't have 80% of people be above
46:52average like that doesn't work. And so
46:55we want to take the irrationally
46:58positive parts that they have which a
47:00lot of markets they overestimate their
47:02skill levels and their sense of
47:04selfworth in certain areas. Now we don't
47:07want to exaggerate them. We just want to
47:09validate them. We want to say it's good
47:11that you see yourself as somebody who's
47:14capable of doing this. Don't you think
47:16then if you had these tools it would
47:18make you even more likely to succeed
47:20than if you did it just by your own two
47:22hands? And they're like, "Yeah, that
47:23totally makes sense because you are
47:25validating what I can do and then you
47:27are accelerating it or you are
47:30multiplying that to make it more
47:32effectively or we can even just sidestep
47:34it. At the end of the day, we can say it
47:36doesn't even matter if you have these
47:38issues like I don't care if you're
47:39scared. uh I can still help you succeed
47:43even though you're scared because
47:45whether you're scared or not if you do
47:47this thing and this thing happens then
47:50you can win and still hold on to fear if
47:52you want to hold on to it. If that's
47:54going to make you feel good about
47:55yourself then feel bad so you can feel
47:58good. These are the kind of things that
47:59we can help the market untangle and work
48:01through. The next element here is the
48:04social component. So how do you increase
48:07connection
48:09and how do you decrease
48:12isolation?
48:15There are studies where people who drink
48:19more in certain circumstances alcohol
48:21live longer even though all the science
48:23shows you how terrible drinking is. It's
48:26because people tend to become more
48:28social and they drink in these long
48:30Italian dinners that we've accustomed
48:31when we were, you know, living over in
48:32Europe for all of those uh months last
48:35year. And so what we want to do is we
48:37want to enable
48:39connections to be easier to be
48:42facilitated. We want people to feel more
48:44like they matter because they do, by the
48:46way. It just doesn't show up in their
48:48life. And then what we want to do is we
48:50want to check in and show them we care.
48:55So what we don't want to do is compel
48:58consumption. And this is a big problem.
49:02Consumption. Okay, forget how I spelled
49:04that. Just play along with me there. But
49:06this is a big problem is somebody signs
49:08up for a gym membership and then they
49:10don't show up. The worst thing you can
49:11do is why haven't you been to the gym
49:13yet? When are you going to show up? You
49:15need to come into the gym. You need to
49:16use it. They will hate you and they will
49:18quit giving you money. But instead, if
49:20you check in with them and say, "Hey,
49:21listen. We've missed you here and we
49:23wanted to see if everything is okay. Is
49:24there anything that I can do for you to
49:26help you out?" So, it's not a matter of
49:28you should feel guilty because you're
49:30not using the thing you paid for. It's
49:32assuming positive intent. I'm checking
49:34in with you because I haven't seen you.
49:35I want to make sure everything is okay.
49:37Tell me what's going on in your world.
49:39When we run company meetings, I used to
49:41think it was the biggest waste of time
49:43in the world to do small talk. And then
49:45I read this book, Trillion Dollar Coach
49:47of Bill Campbell, who used to coach
49:48Steve Jobs and all these big people. And
49:50he says, "You should always do small
49:52talk at the beginning because this is
49:53how you understand what's actually going
49:55on in people's world and this is how you
49:57make connections with them." And so now
49:58when we get together with the team, it's
50:01always like tell me something fun that
50:02happened over the weekend. When people
50:04feel seen,
50:06they will do more of what is required
50:10to get what they want. And then let's
50:12talk about external. So these are like
50:14signals that you can provide to help
50:18them show the world how awesome they
50:21are. And a poor person who gets a little
50:25bit of money who wants to appear rich,
50:27they will buy the most ridiculous Gucci
50:29outfit possible just to show other poor
50:32people that they're rich. While rich
50:33people will buy Laura Piano and be like,
50:35"We don't want you to know that we're
50:36rich." Uh, but these are external
50:38signals. So these are what I call green
50:40squares. And I call them green squares
50:41because GitHub really, and this is like
50:44a multi-billion dollar company at this
50:46point, they got programmers to work
50:50thousands of hours for free because a
50:54programmer could show how much they
50:56contributed to a community because every
50:58time that they did a piece of code or a
51:00fork or if they debug something, they
51:02would get a green square. And the more
51:04that they worked that day, the darker
51:06the green square. But if they didn't
51:08work tomorrow, they would lose their
51:10streak of green squares. And then if you
51:12were to go to their profile at a glance,
51:14you could see everybody's green squares.
51:17And so, how do we help our customers
51:20show the world how awesome they are?
51:25What are some external things that at a
51:27glance will allow people to be impressed
51:31by the people that are your customers?
51:33And we call these screenshot moments. So
51:35when I used to teach people how to sell
51:37on Amazon, Amazon did something I think
51:39by accident, but damn did it work so
51:41good, they would when you logged in to
51:43show you how much you sold the last day,
51:45the last seven days, and the last 30
51:46days. And then my audience, the moment
51:48they sold anything, without me having to
51:50ask them, they would screenshot it and
51:52they would post it in our Facebook
51:54group. And then I would be able to
51:55collect all of those screenshots. And
51:57when it came time to pitch the product,
51:59I had more proof than I ever had in my
52:02life without ever having to ask a single
52:04person for a testimonial. So, how do you
52:06create screenshot
52:09moments? And then how do you create
52:11rewards, badges, acknowledgements? How
52:15do you do things? And if it's not you,
52:18what are thirdparty
52:20status symbols that you can purchase on
52:23behalf of your clients? If you can put
52:26them in really luxurious places, even if
52:30they're renting it, they will feel like
52:32they're part of a club. So, at the end
52:34of the day, if we really want to
52:36understand what makes a killer offer,
52:39alls we really need to know are the
52:41terms of success. I've given them to you
52:44here today. time, effort, routine,
52:46money, status, and I've given you
52:49formulas for each. It won't be easy to
52:51understand these 19 things immediately,
52:53but as you solve for the offers you
52:55create, just run through these and over
52:57time they will start to become part of
53:00who you are and you will make better and
53:02better offers, which means you get more
53:03money from people and better you get
53:06them better results.