$100M Offers Audiobook Part 4

0:01Welcome to episode four of$100 million offers. In this episode, we'll be covering the thought process behind making a Grand Slam offer, value offer part one and value offer part two. It was such an in-depth media chapter. This is the meat and potatoes. This is where the rubber hits the road. This is where you actually make something that people cannot say no to as soon as you show it to them. I hope you enjoy and use it.

0:30Chapter 8. Value Offer. The Thought Process. If at first you don't succeed, try, try, try again. Thomas H. Palmer. Teacher's Manual. I want to do an exercise with you right now. I want to show you the difference between convergent and divergent problem solving. Why? So that you can actually create the Grand Slam offer that will become the cornerstone of your business. Convergent and divergent thinking. In simple terms, convergent problem solving is where you take lots of variables, all known with unchanging conditions and converge on a singular answer. Think math. Example, you have three salespeople who can each take 100 calls per month.

1:07It takes four calls to create one sale, including no-shows. You need to get to 110 sales. How many salespeople must you hire? Deduced information. One salesperson equals 100 calls. Four calls equal one close. 100 calls divided by four calls per close equals 25 closes per 100 calls. 25 closes per rep. Goal, 110 sales total divided by 25 sales per rep equals 4.4. Since you can't hire 4.4 reps, you decide you must have 5. Answer, and since you have 3, you hire 2 more. Math problems are convergent. There are a lot of variables and a single answer. We are taught all our lives in school to think this way.

1:52That's because it's easy to grade. But life will pay you for your ability to solve problems using a divergent thought process. In other words, think of many solutions to a single problem. Not only that, convergent answers are binary. They're either right or wrong. With divergent thinking, you can have multiple right answers, and one answer that is way more right than the others. Cool, right? Here's what life presents us for divergent thinking. Multiple variables, known and unknown, dynamic conditions, multiple answers. As such, I want to do an exercise with you right now that will engage the part of your brain that you will need to use in order to make something magical.

2:29I call it the brick exercise. Don't worry, it will take 120 seconds. The brick exercise. Right now, I want you to set a timer on your phone for 120 seconds. What you need to do, think of a brick. Write down as many different uses of a brick as you can possibly think of. How many different ways could a brick be used in life to provide value? Ready? Go. It's okay to write in the book or write on a notepad on the side. Alright stop. Now before I show you my list, did you consider the following? How big is the brick? A tab of gum? 3-5x8? 2-1x4? Standard? 2 'x2x6? What's the brick made of? Plastic?

3:12Gold? Clay? Wood? Metal? How's the brick shaped? Does it have holes in it? as divots for interlocking. Now, as you think about that, can you think of even more uses for the brick than you probably wrote down? Well, here's my list. Paperweight, doorstep, building things, home for a fish in a fishbowl, plant holder with dirt holes, hold brick, as a trophy, painted brick, rustic decoration, to break a window, make a mural, tiny bricks painted, a weight for resistance training, a wedge under an uneven platform, pen holder for hold brick, children's toy, lego bricks, flotation device, plastic brick, payment for goods, gold brick, stabilizer for leaning against something, retainer of value, holder for flagpole, hold brick, a seat, jumbo brick.

4:01Every offer has building blocks. The pieces that when combined make an offer irresistible. Our goal is to use a divergent thought process to think of as many easy ways to combine these elements to provide value. So if I were selling a brick, I would find out what my customers desire was, and then devise how many ways I would create value with my brick. Now let's do it for real.

4:22Chapter 9. Value Offer. Creating your Grand Slam Offer Part 1. Problems and Solutions. ABC. Easy as 1, 2, 3. Ah, simple as do re mi. Michael Jackson. ABC. When I started my gym, I struggled. I wanted so deeply to be successful, prove my dad wrong about my decision to start my own business, and prove to myself that I was worth something. But try as I did, I couldn't even sell people into a$99 a month bootcamp. People would say LA Fitness is$29 a month. This is expensive. I even tried getting people to start for free. They said they wouldn't bother because$99 a month afterwards was still too much, and they didn't want to start something they couldn't continue with.

4:59It's a new level of frustration when you can't even give your services away for free to people. I felt worthless, and I didn't know what to do. Thankfully, during this time, I was in groups with other gym owners, and I started hearing about marketers and books. I devoured everything I could. And as soon as I stumbled on Dan Kennedy's books, I was hooked. In his books, he talked about making irresistible offers. Again, this theme of making an offer so good, people would feel stupid to say no kept reappearing. But this time, remembering what TJ had told me, I'd have decided to go all in on this concept rather than just do what everyone else was doing.

5:31But how? Everyone else was selling $99 per month bootcamps. How was I going to compete? So I decided to look at what we did differently. I thought, what do they really want? No one wants membership. They want to lose weight. Step one, identify dream outcome. I had heard of weight loss challenges, so I started there. Lose 20 pounds in six weeks. Big dream outcome, lose 20 pounds. With a decreased time delay, six weeks. Note, I wasn't selling my membership anymore. I wasn't selling the plane flight. I was selling the solution. When you are thinking about your dream outcome, it has to be them arriving at their destination and what they would like to experience.

6:08Step two, list problems. Next, I wrote down all the things people struggled with and their limiting thoughts around them. When listing out problems, think about what happens immediately before and immediately after someone uses your product or service. What's the next thing they need help with? These are the problems. Think about it in insane detail. If you do, you will create a more valuable and compelling offer as you'll continually be answering people's next problem as they manifest. So let's go ahead and list out the problems from a prospect's perspective as you think about them. What points of friction exist for them?

6:41I like to think about it in sequence that the customer will experience each of these obstacles. Again, channel insane detail. The more problems, the better. Example problems list, weight loss. The first thing they must do, buying healthy food, grocery shopping. Problems. One, 1. Buying healthy food is hard, confusing, and I won't like it. 2. Buying healthy food will take too much time. 3. Buying healthy food is expensive. 4. I will not be able to cook healthy food forever. My family needs will get in the way. If I travel, I won't know what to buy. Next thing they must do. Cook healthy food. 1.

7:17Cooking healthy food is hard and confusing. I won't like it, and I will suck at it. 2. Cooking healthy food will take too much time. 3. Cooking healthy food is expensive. It's not worth it. 4. I will not be able to cook healthy food forever. My family's needs will get in my way. And if I travel, I won't know how to cook healthy. Next thing they must do. Eat healthy food. Next thing they must do. Exercise regularly. Et cetera. Now we're going full circle here. Each of the above problems has four negative elements. And you guessed it, each aligns with the four value drivers as well. Dream outcome.

7:47Perceived likelihood of achievement. Time delay. Effort and sacrifice. One. Dream outcome. This will not be financially worth it. Two. Likelihood of achievement. It won't work for me specifically. I won't be able to stick with it. External factors will get in my way. This is the most unique and service specific of the problem buckets. Three, effort and sacrifice. This will be too hard, confusing. I won't like it. I will suck at it. Four, time. This will take too much time to do. I'm too busy to do this. It will take too long to work. It will not be convenient for me. Now go ahead and list out all problems your prospect has.

8:20Don't let these buckets, which are just meant to help your brain get going, constrain you. If it's easier for you, just list out everything you can possibly think of. What I showed here isn't just four problems though. We have 16 core problems with two to four sub-problems underneath. So 32 to 64 problems total. Yowza. No wonder most people don't achieve their goals. Do not get overwhelmed. This is the best news ever. The more problems you can think of, the more problems you get to solve. So to recap, just list out each core thing that someone has to do. Then think of all the reasons they wouldn't be able to do it, or keep doing it, using the four value drivers as a guide.

8:55Now we go to the fun part, turning problems into solutions. Now that we have our dream outcome, and all the obstacles that we'll get in someone's way, it's time to define our solutions and list them out. Creating the solutions list has two steps. First, we are going to transform our problems into solutions. Second, we are going to name these solutions. That's it. So let's take a look at our list of problems from earlier. What we're going to do is simply turn them into solutions by thinking, what would I need to show someone to solve this problem? Then we're going to reverse each element of the obstacle into solution-oriented language.

9:25This is Copywriting 101. It's beyond the scope of this book to get into, but simply adding how to, then reversing the problem, will give most people new to this process a great place to start. For our purposes, we are giving ourselves a checklist of exactly what we are going to do for our prospects and what we are going to solve for them. Once we have our list of solutions, we will operationalize how we are actually going to solve these problems, aka create value in the next step. And I want to be 100 % clear, you will solve every problem. We'll explore how together in the next step. Problem, solution.

9:59Problem, buying healthy food, grocery shopping. It's hard, confusing, I won't like it, I will suck at it, becomes how to make buying healthy food easy and enjoyable so that anyone can do it, especially moms. Buying healthy food takes too much time. How to buy healthy food quickly. Buying healthy food is expensive. How to buy healthy food for less than your current grocery bill. Buying healthy food is unsustainable. How to make buying healthy food take less effort than buying unhealthy food. Buying healthy food is now my priority. My family's needs will get in the way. How to buy healthy food for you and your family at the same time.

10:31Buying healthy food is undoable if I travel. I won't know what to get. How to get healthy food when you are traveling. Problem. Cooking healthy food. It's hard, confusing, I won't like it will suck at it, turns into how anyone can enjoy cooking healthy meals easily. Cooking healthy food will take too much time. How to cook meals in under five minutes. Cooking healthy food is expensive and it's not worth it. How eating healthy is actually cheaper than unhealthy food. Cooking healthy food is unsustainable. How to make eating healthy last forever. Cooking healthy food is not my priority. My family's needs will get in the way.

11:04How to cook healthy food despite your family's concerns.

11:24Okay,

11:29oof. That was a lot of problems, and a lot of intuitive solutions courtesy of divergent thinking. You'll also notice that a lot of them are repetitive, and that's totally normal. The value drivers are the four core reasons. Our problems always relate to those drivers and our solutions provide the needed answer to give a prospect permission to purchase. What's even crazier is that if even only one of these needs is missing in a solution, it can cause someone not to buy. You would be amazed at the reasons people do not buy. So don't limit yourself here. Brooke Castillo is a friend of mine who runs an enormous life coaching business.

11:58To give you a take on the problem solutions list, Brooke sent me her list as she was going through this book to make a Grand Slam offer for a 90-day relationship course. Take a look to see this process through a totally different lens. The main takeaway though, don't be fancy. Just get all the problems down, then turn them into solutions. Regardless of whether the offer you create is around fitness, like the example, a relationship course like Brooke, or something wildly different like ear aches, we now know what we need to do. Step four is the how, and how to do it without breaking the bank. Free gift number five, bonus tutorial, offer creation part one.

12:31If you want to walk through the process with me live, go to acquisition.com, trainings, sports, life offers, then select offer creation part one to watch a short video tutorial with yours truly. As always, it's absolutely free. I also have a free offer creation checklist for you that you can swipe and immediately deploy in your business. Enjoy. Now I will read Brooke's list that she gave and she sent to me, which you probably can't see because you're listening to this. Dream outcome, amazing, loving relationship in 90 days, problems, no good options. No one's attractive. No one's available. boring, no chemistry, poor communication, not hot enough, sex isn't good, no intellectual stimulation, not enough effort in the relationship, no time, insecurity, needs aren't being met, too many unmet expectations, acting crazy emotional, relationship is dull, want different things, not good at relationships, too much pressure, moves too slow, fizzles out fast, sexual incompatibility.

13:22Solutions list. How to get a list of prospective partners chosen in 90 days. How to be attracted to your chosen partner. How to feel available to your partner. How to make sure 90 days is exciting and never boring. How to create chemistry like you've never known. How to communicate in sexy, fun, meaningful ways. How to make the relationship hot by being hot. How to have great sex for 90 days. How to create intellectual stimulation. How to put the effort in the relationship for max return. How to make time for hourly dopamine love hits. et cetera. Hey guys, real quick, if you're enjoying the audio, just want to let you know, there's a physical copy and a Kindle copy available on Amazon for your consumption.

14:08I'm the type of person who likes to consume things in multiple formats. And if I love a book, I buy every format because I like to have it on my phone. I like to have it on my desk. I like to have it when I'm listening in the car. I like to have it every place I possibly can. We also have an audible format. If you just prefer listening to audible instead of podcast, you can do that too. But just figured I'd let you know. Chapter 10. Value Offer. Creating Your Grand Slam Offer Part 2. Trim and Stack. Cut, cut, cut. Friends to Rachel Green in Friends. I divided this chapter into two parts because it's the media section in the book.

14:40It's also the most important. Without a valuable product or service, the rest of the book won't be as actionable. We just covered all the problems we're going to solve. The second half of making your offer is breaking down tactically what we are going to do or provide for our client. In theory, we'd all love to fly out and live with our customers to fix their problems. In reality, that wouldn't make a very scalable solution. We need our offer to be incredibly attractive and profitable. That being said, if this is your first Grand Slam offer, it's important to over-deliver like crazy. Maybe flying out isn't such a bad idea in the beginning.

15:11Make some sales, then think about how to make it easier for your clients. You want them to think to themselves, I get all this for only that? In essence, you want them to perceive tremendous value. Everyone buys bargains. Some people just buy$100 ,000 things for only$10 ,000. That's where we want to live. High prices, but a steal for the value, like hopefully this book has been so far. Sales to Fulfillment Continuum Something that is easy to sell is typically hard to fulfill. Most things that are hard to sell are typically easy to fulfill. In order to best absorb the notions of trimming and stacking, we need a mental reframe.

15:48Enter the sales to fulfillment continuum. Whenever you are building a business, you have a continuum between ease of fulfillment and ease of sales. If you lower what you have to do, it increases how hard your product or service is to sell. If you do as much as possible, it makes your product or service easy to sell but hard to fulfill because there's more demand on your time investment. The trick and ultimate goal is to find the sweet spot where you sell something very well that's also easy to fulfill. I have lived by the mantra, create flow, monetize flow, then add friction. This means I generate demand first, then with my offer, I get them to say yes.

16:22Once I have people saying yes, then and only then will I add friction in my marketing or decide to offer less for the same price. Practicality drives this practice. If you can't get demand flowing in, then you have no idea whether what you have is good. I'd rather do more for every customer and have cash flow coming in than optimize my business but have zero cash flow coming in after and have zero idea about what I needed to adjust to better serve my customers. Here's a perfect example to drive this home. When I started Gym Launch, gym owners reached out asking for help. They needed so much help, I didn't know where to start.

16:54But I wanted to make sure they got more than what they paid me. So here's what I ended up doing to fill their gyms. I would fly out to their gym for 21 days, spend my own money on hotels, car rentals, eating out, advertising, generate the leads, work the leads, then sell for them. I would even do the first onboarding meeting with the clients to get them started. In short, I did everything. I took on all the risk. They only had to put$500 down to reserve their date, which I made refundable at the end of their launch. So they had zero financial risk, zero time risk, zero effort, and the deal was, I got to keep all the upfront cash collected from selling their services, and they got all the clients for free.

17:29You can imagine how this was a pretty compelling offer. On my own, I was able to sell about$100 ,000 per month in cash upfront for myself. So these deals were very lucrative for me. Over time, I scaled that to a team of eight guys selling a month. But this began to wear on me and the team. It was at that point that I realized that if I were to simply teach them how to do what I did, I would charge maybe a third of what I would normally make, but I would be able to help hundreds of gyms a month instead of eight. And I could do it all while sleeping in my own bed every night. My promise was fundamentally the same.

17:59I will fill your gym in 30 days. It was simply the how and the what I did that changed. The how and the what is what we are breaking apart. When talking to business owners about their model, I tell them to create cash flow by over-delivering like crazy at first. Then use the cash flow to fix your operations and make your business more efficient. This revision process can be pretty seamless. You may not even have to change what you offer. You may just end up creating systems that create the same value for the customer but cost you significantly fewer resources. Ultimately, this is how businesses beat one another.

18:29Understanding this will be important as you scale your business. Now that we've established the importance of the fulcrum and how to approach the sales to fulfillment balance at the outset, let's cover the last two steps of creating our Grand Slam offer. To recap quickly, remember that we've covered identifying dream outcomes, step one, listing problems, step two, and determining solutions, step three. Step four, create your solutions delivery vehicle, the how. The next step is thinking about all the things you could do to solve each of these problems you've identified. This is the most important step in the process.

19:01This is what you're going to deliver. This is what you're going to do or provide in exchange for money. For the purposes of keeping creativity high, divergent thinking, think about anything you could possibly do. Think of all the things that might enhance the value of your offer. So much though, that it would be stupid to say no. What could you do that someone would immediately say, all that? Seriously? Yes, I'm in. Doing this exercise will make your job of selling so much easier. Even if you come up with something you're not actually willing to do, it's okay. The goal here is to push your limits and jog your brain into thinking of a different version of the solution you'd normally default to.

19:36This is where you get to flex your entrepreneurial creativity. Remember, you only need to do this once, literally one time, for a product that may last years. This is high-value, high-leverage work. You ultimately get paid for thinking, You got this. This should be fun. Go ahead and list out all your possibilities now. Then I'll take you through my example. I'll just use the buying food problem from earlier as an example. I like to group things by how many people I'm going to deliver this thing to at once. My list is below. At the bottom, I've given you my, quote, cheat codes, end quote, for how to think through this to get even more creative.

20:12Problem. Buying healthy food is hard, confusing, and I won't like it. If I wanted to provide a one-on-one solution, I might offer A, an in-person grocery shopping experience where I take clients to the store and teach them how to shop. B, personalized grocery list where I teach them how to make their own list. C. Full-service shopping, where I buy their food for them. We're talking 100 % done for them. D. In-person orientation, not at the store where I teach them what to get. E. Tech support while shopping, where I help them if they get stuck. F. Phone call while grocery shopping, where I plan to call them when they go shopping to provide direction and support in real time.

20:50If I wanted to provide a small group solution, I might offer A, in-person grocery shopping, where I meet a bunch of people and take them all shopping for themselves. B, personalized grocery list, where I teach a bunch of people how to make their weekly lists. And I could do this one time or every week if I wanted to. C, buy their food for them, where I purchase their groceries and deliver them as well. D, in-person orientation, where I teach a small group off-site what to do, just not at the store. If I wanted to provide a one-to-many solution, I might offer a live grocery store tour, where I might stream me going through the grocery store for all my new customers and let them ask questions live.

21:26B, a recorded grocery store tour where I might shop once, record it, and then give it as a reference point from that point onwards for my clients to watch on their own. C, a do-it-yourself grocery calculator where I create a shareable tool or show them how to use a tool to calculate their grocery list every week. D, predetermined lists where each customer plan comes with its own grocery list for each week. I could make this ahead of time so they have it. Then they could use it on their own time. E. Grocery buddy system, where I could pair each customer with another, which takes no time, and lets them go shopping together.

21:59F. Pre-made Instacart grocery carts for delivery, where I could pre-make Instacart lists so clients could have their groceries delivered to their doorstep with one click. As you see, the list can really go on and on here. This is just to illustrate the many ways to solve a single problem. Now do this for all the perceived problems that your clients encounter before, after, and during their experience with your product or service. You should have a monster list by the end of this. Product delivery cheat codes. What's that? You're having trouble being creative? I'm going to give you the cheat codes right now, kind of like I did with the brick example.