1. 5: EXECUTION - YOUR FIRST 100.000 - NEVER GIVE UP
1.1. YOUR FIRST 100.000 USD
1.2. - We covered why you must not be a commodity in this marketplace. - Why you should pick a normal or growing market, and why niches get you riches. - Why you should charge a lot of money. - How to charge a lot of money using the four core value drivers. - How to create your value offer in five steps. - How to stack the value, deliver it, and make it profitable. - How to shift the demand curve in your favor using scarcity, - How to use urgency to decrease the action threshold of buyers - How to strategically use bonuses to increase the demand of your offer - How to completely reverse buyer risk with a creative guarantee. - How to name it in a way that resonates with your avatar.
2. 4: ENHANCING YOUR OFFER - SUPPLY AND DEMAND!!
2.1. 11: SCARCITY, URGENCY, BONUSES, GUARANTEES AND NAMING - SUPLY AND DEMAND!
2.1.1. Fundamentally, all marketing exists to influence the supply and demand curve.
2.1.2. The “perfect profit combination” is lots of demand, and very little supply, or perceived supply.
2.1.3. SELLING FEWER UNITS
2.1.4. Hormozi Law: The longer you delay the ask, the bigger the ask you can make. “The longer the runway, the bigger the plane that can take off.”
2.1.5. MASTERING SUPPLY AND DEMAND: DELICATE DANCE OF DESIRE
2.1.6. DO NOT SATISFY ALL THE DEMAND
2.1.7. If you sleep with your significant other everyday they have less desire than if you haven’t slept with them for a week. We want the ravenous prospect, not merely the aroused.
2.2. 12: ***SCARCITY*** (CANTIDAD)
2.2.1. A LOT OF ***DEMAND*** AND SMALL ***SUPPLY ***
2.2.1.1. I finally understood how premium prices were truly made . . . simple supply and demand.
2.2.2. That’s how these guys can charge so much . . . because they don’t need it.
2.2.2.1. The person who needs the exchange less always has the upper hand. I always try to remember that. It’s one of the negotiating and pricing principles that has best served me in my life.
2.2.3. CREATING SCARCITY
2.2.3.1. This is where you publicly share that you are only giving away X amount of products or can only handle Y new clients.
2.2.4. FEAR OF MISSING OUT
2.2.4.1. Humans are far more motivated to take action to hoard a scarce resource ***than*** they are to act on something that could help them.
2.2.4.2. Fear of loss is stronger than desire for gain.
2.2.5. 3 TYPES OF SCARCITY
2.2.5.1. 1. Limited Supply of Seats/Slots: in general or over X period of time.
2.2.5.2. 2. Limited Supply of Bonuses
2.2.5.3. 3. Never available again.
2.2.6. A PSYCHOLOGICAL BIAS
2.2.7. PHYSICAL PRODUCTS - SELL OUT!
2.2.7.1. ***TACTIC***: ALWAYS SELL OUT!
2.2.7.1.1. It’s better to sell out consistently than over order and fail at creating that scarcity. This method stacks in effectiveness if it is done repeatedly over time (just not too often).
2.2.7.1.2. ***Once a month*** seems to be the sweet spot for most of the companies that I know who do this with regularity.
2.2.7.1.3. When using this tactic, you must also ***let everyone know*** that you sold out.
2.2.7.1.4. So the next time you make the offer they will be far more likely to take you up on it.
2.2.8. SERVICES
2.2.8.1. 1. Total Business Cap - Only accepting….X Clients.
2.2.8.2. 2. Growth Rate Cap - Only accepting X clients per week (on-going)
2.2.8.3. 3. Cohort Cap - Only accepting….X clients per class or cohort.
2.2.9. TIP
2.2.9.1. Have less spots available than you think you can sell . . . so that when you want to do it again in the future, everyone will remember you sold out . . . fast.
2.2.10. Honest Scarcity (The Most Ethical Scarcity)
2.2.10.1. The easiest scarcity strategy is honesty.
2.2.10.2. I’m sure right now, you probably couldn’t handle 1,000 clients tomorrow right? But how many could you handle? 5? 10? 25? Well, you might as well define a number that you are willing to take on in a given time period, then advertise that.
2.2.11. Scarcity also implies within it, ***social proof. ***
2.2.12. SIMPLY LET THEM KNOW YOUR LIMITS!!
2.2.13. PRO TIP: EXTREME SCARCITY
2.2.13.1. CREATE A VERY EXCLUSIVE SERVICE BASED ON ACCESS TO YOU - ***PRICE IT VERY HIGH***, THEN TELL PEOPLE
2.3. 13: ***URGENCY*** (TIEMPO)
2.3.1. A DEFINED DEADLINE - ***DEADLINES DRIVE DECISIONS ***
2.3.2. FREQUENTLY SCARCITY AND URGENCY ARE USED TOGETHER
2.3.3. MAKE SURE THEY ARE REAL
2.3.4. YOU WANT IT TO BE VISIBLE EVERYWHERE
2.3.5. ***4 WAYS*** - ETHICALLY
2.3.5.1. 1) Cohort-Based Rolling Urgency - A WEEK - PER MONTH...
2.3.5.1.1. Those two tweaks above have pushed so many sales over the edge by just reminding a potential customer that if they sign up, they will be starting on Monday, and if they do not, they will have to wait a week.
2.3.5.1.2. THE LESS FREQUENTLY, THE MORE POWERFUL
2.3.5.2. 2) Rolling ***Seasonal*** Urgency - SPRING - VALENTINES LOVERS...
2.3.5.2.1. Example: Our New Year Promotion ends Jan 30! Next Month: Our Valentines Lovers Promo Ends Feb 30! Next Month: Our Sexy By Spring Special Ends March 31! Next Month: Our Fools in Love April Promo Ends April 30!
2.3.5.2.2. BY SEASEON GIVES YOU A ***REAL *** DIFFERENTIATOR THAT GIVES YOU A START AND A FINISH
2.3.5.2.3. LOCAL BUISNESSES - THEY MAY VARY THEIR MARKETING MORE FREQUENTLY THAN NATIONAL ADVERTISERS
2.3.5.3. 3) Pricing or ***Bonus***-Based Urgency - "IF YOU BUY NOW" - PRICE IS GOING UP
2.3.5.3.1. This creates some fear of missing out on the promotion (or discount or bonuses), rather than your actual service.
2.3.5.3.2. "IF THEY BUY NOW"
2.3.5.3.3. NEVER RAISE YOUR PRICES WITHOUT LETTING PEOPLE KNOW
2.3.5.4. 4) Exploding Opportunity
2.3.5.4.1. ...BEFORE COMPETITORS JUMP ON
2.4. 14: BONUSES
2.4.1. JASON FLADLIEN
2.4.2. WHAT TO OFFER, HOW TO PICK THEM, HOW TO VALUE THEM, HOW TO PRESENT THEM, HOW TO PRICE THEM
2.4.3. A single offer is less valuable than the same offer broken into its component parts and stacked as bonuses (see image).
2.4.3.1. We anchor the price we tell them to the core offer. Then with each increasingly valuable bonus, that discrepancy grows wider and wider until it's too big to bear and we snap the rubber band in their mind that is holding their wallet in their pocket.
2.4.4. HOW TO PRESENT YOUR OFFER AND IN WHAT ORDER
2.4.5. Pro Tip: Add Bonuses Instead of Discounting Whenever Possible on Core Offers Whenever trying to close a deal, never discount the main offer. It teaches your customers that your prices are negotiable (which is terrible). Adding bonuses to increase value to close the deal is far superior to cutting prices. It puts you in a position of strength and goodwill rather than weakness.
2.4.6. A 1-1 SCENARIO STRATEGY!!
2.4.6.1. When selling one on one, you ask for the sale first, before offering the bonuses.
2.4.6.2. If they say yes, then after they have signed up, you let them know the additional bonuses they're going to get. This creates a wow experience and reinforces their decision to buy. _On the other hand, if the person does not buy after the first ask, then you present a bonus that matches their perceived obstacle, then ask again.
2.4.7. BONUS BULLETS
2.4.7.1. 1. ALWAYS OFFER THEM
2.4.7.2. 2. GIVE THEM A SPECIAL NAME THAT HAS A BENEFIT IN THE TITLE
2.4.7.3. 3. TELL TEHM:
2.4.7.3.1. HOW IT RELATES TO THEIR ISSUE
2.4.7.3.2. WHAT IT IS
2.4.7.3.3. HOW YOU DISCOVERED IT
2.4.7.3.4. HOW IT WILL SPECIFICALLY IMPROVE THEIR LIVES - FASTER, EASIER OR LESS EFFORT
2.4.7.4. 4. PROVIDE SOME PROOF
2.4.7.5. 5. PAINT A VIVID MENTAL IMAGE OF WHAT THEIR LIFE WILL BE LIKE
2.4.7.6. 6. ALWAYS ASCRIBE A PRICE TAG TO THEM AND JUSTIFY IT
2.4.7.7. 7. TOOLS AND CHECKLISTS ARE BETTER THAN ADDITIONBAL TRAININGS
2.4.7.8. 8. BONUS SHOULD PROVE THEIR BELIEF INCORRECT
2.4.7.9. 9. YOU WANT TO SOLVE THEIR NEXT PROBLEM BEFORE THEY EVEN ENCOUNTER IT
2.4.7.10. 10. THE VALUE OF THE BONUSES SHOULD ECLIPSE THE VALUE OF THE CORE OFFER
2.4.7.11. 11. ADD SCARCITY AND URGENCY TO THE BONUS THEMSELVES
2.4.8. Create checklists, tools, swipe files, scripts, templates, and anything else that would take lots of time and effort to create on one’s own, but is easy to use once created. Anything that you can invest in one time that clearly cost time or money to create, but can be given away endless time is a perfect fit for a bonus.
2.4.9. Beyond that, make a habit to record every workshop, every webinar, every event, every interview and use them as additional bonuses (as needed to crush a perceived obstacle).
2.4.10. ADVANCED LEVEL BONUSES - OTHER PEOPLE'S PRODUCTS AND SERVICES
2.5. 15: GUARANTEES - RISK
2.5.1. The single greatest objection for any product or service being sold is...drum roll...risk.
2.5.2. Unconditional Conditional Anti-Guarantee Implied Guarantees.
2.5.2.1. UNCONDITIONAL
2.5.2.1.1. They're basically a trial where they pay first then see if they like it.
2.5.2.2. CONDITIONAL
2.5.2.3. Implied guarantees are any offer that is a performance-based offer.
2.5.3. You must always hit your guarantee hard, even if you don't have one. Say it boldly and give the reason why.
2.5.4. But won’t people take advantage of a crazy guarantee?
2.5.5. Warning: While guarantees can be effective sellers, people who buy because of guarantees can become very shitty customers. A person who only buys because of a guarantee is a person who may not be willing to put in the work necessary to see success with your product or service.
2.5.6. Bad Example: We will get you 20 clients guaranteed. Better example: You will get 20 clients in your first 30 days, or we give you your money back + your advertising dollars spent with us.
2.5.7. Stacking Guarantees
2.5.8. “if you buy this course and spend $X on advertising your ecommerce store using the methods herein, and don't make money, I will buy your store from you for $25,000 no questions asked.”
2.5.9. SEE THE EXAMPLES
2.5.10. Create Your Own Winning Guarantee Reversing risk is the number one way to increase the conversion of an offer. Experienced marketers spend as much time crafting their guarantees as the deliverables themselves. It’s that important.
2.6. 16: NAMING
2.6.1. Complete With A Container Word The container word denotes that this offer is a bundle of lots of things put together. It’s a system. It’s something that can’t be held up to a commoditized alternative. Examples: Challenge, Blueprint, Bootcamp, Intensive, Incubator, Masterclass, Program, Detox, Experience, Summit, Accelerator, Fast Track, Shortcut, Sprint, Launch, Slingshot, Catapult, Explosion, System, Getaway, Meetup, Transformation, Mastermind, Launch, Game Plan, Deep Dive, Workshop, Comeback, Rebirth, Attack, Assault, Reset, Solution, Hack, Cheatcode, Liftoff, Etc.
2.6.2. Changing the wrapper simply means changing the exterior perception of what your Grand Slam Offer is.
2.6.3. We must appropriately name our offer to attract the right avatar to our business. True to the moniker, people do judge a book by its cover.
3. 3: VALUE: CREATE YOUR OFFER
3.1. 6: THE VALUE EQUATION
3.1.1. UNDERSTAND "VALUE"
3.1.2. GET THE BOTTOM TO ZERO
3.1.3. PERCEPTION IS REALITY
3.1.3.1. THE PERCEPTION OF VALUE!!
3.1.4. LOGICAL VS PSICOLOGICAL PROBLEMS
3.1.4.1. GIVE PSYCHOLOGICAL SOLUTIONS
3.1.5. 1: DREAM OUTCOME
3.1.5.1. Our goal is not to create desire. It’s simply to channel that desire through our offer and monetization vehicle.
3.1.5.2. IT IS NOT ABOUT THE MONEY, IT IS ABOUT THE STATUS
3.1.5.3. When writing copy, you can make it that much more powerful by talking about how other people will perceive the prospect’s achievement. Connect the dots for them. Example: If you buy this golf club, your drive will increase by 40 yards. Your golf buddies' jaws will drop when they see your ball soar 40 yards past theirs . . . they’ll ask you what’s changed . . . only you will know.
3.1.6. 2: PERCEIVED LIKELIHOOD OF ACHIEVEMENT
3.1.6.1. PEOPLE PAY FOR CERTAINTY
3.1.6.2. PROOF
3.1.6.3. GUARANTEES
3.1.7. 3: TIME DELAY
3.1.7.1. The thing people buy is the long-term value, aka their “dream outcome.” But the thing that makes them stay long enough to get it is the short-term experience.
3.1.7.2. EMOTIONAL WINS FAST
3.1.7.2.1. Always try and incorporate short-term, immediate wins for a client. Be creative. They just need to know they are on the right path and that they made the right decision trusting you and your business.
3.1.7.2.2. They buy the dream, but they stay for the benefits they discover along the way.
3.1.7.3. FAST BEATS FREE
3.1.7.3.1. PEOPLE WILL PAY FOR SPEED
3.1.8. 4: EFFORT AND SACRIFICE
3.1.9. TIP: FAST WINS
3.2. 7: FREE GOODWILL
3.2.1. IF YOU INTRODUCE SOMETHING VALUABLE TO SOMEONE, THEY ASSOCIATE THAT VALUE WITH YOU
3.2.2. GIVE A REVIEW, SHARE THIS BOOK
3.3. 8: THE THOUGHT PROCESS - DIVERGENT THINKING
3.3.1. CONVERGENT AND DIVERGENT THINKING
3.3.2. convergent problem solving is where you take lots of variables, all known, with unchanging conditions and converge on a singular answer.
3.3.3. DIVERGENT THINKING
3.3.3.1. THE BRICK EXERCISE!
3.4. 9: CREATING YOUR GRAND SLAM OFFER PART 1: PROBLEMS AND SOLUTIONS
3.4.1. DAN KENNEDY'S BOOKS
3.4.2. 1: IDENTIFY DREAM OUTCOME
3.4.2.1. Note: I wasn't selling my membership anymore. I wasn’t selling the plane flight. I was selling the vacation. When you are thinking about your dream outcome, it has to be them arriving at their destination and what they would like to experience.
3.4.3. 2: LIST PROBLEMS
3.4.3.1. WRITE DOWN ALL THE THINGS PEOPLE STRUGGLE WITH AND THEIR LIMITING THOUGHTS AROUND THEM
3.4.3.2. THINK ABOUT WHAT HAPPENS IMMEDIATELY BEFORE AND IMMEDIATELY AFTER SOMEONE USES YOUR PRODUCT/SERVICE
3.4.3.3. WHAT IS THE NEXT THING THEY NEED HELP WITH?
3.4.3.4. SEE THE EXAMPLE
3.4.3.5. THE MORE THE BETTER
3.4.3.6. USE THE VALUE EQUATION
3.4.4. 3: SOLUTIONS LISTS
3.4.4.1. STEP 1: TRANSFORM PROBLEMS INTO SOLUTIONS
3.4.4.2. STEP 2: WE ARE GOING TO NAME THESE SOLUTIONS
3.4.4.3. "WHAT WOULD I NEED TO SHOW SOMEONE TO SOLVE THIS PROBLEM?
3.4.4.4. SIMPLY AD "HOW TO" AND REVERSE THE PROBLEM
3.4.4.5. IF ONLY ONE OF THESE NEEDS IS MISSING IN A SOLUTION, IT CAN CAUSE SOMEONE NOT TO BUY
3.4.4.6. DO NOT LIMIT YOURSELF HERE
3.5. 10: CREATING YOUR GRAND SLAM OFFER PART 2: TRIM AND STACK
3.5.1. That being said, if this is your first Grand Slam Offer, it’s important to over-deliver like crazy.
3.5.2. "I GET ALL THIS, FOR ONLY THAT?"
3.5.3. FULFILLMENT CONTINUUM
3.5.3.1. IF YOU LOWER WHAT YOU HAVE TO DO, IT INCREASES HOW HARD YOUR PRODUCT OR SERVICE IS TO SELL
3.5.3.2. THE TRICK, AND THE ULTIMATE GOAL IS TO FIND S SWEET SPOT WHERE YOU SELL SOMETHING VERY WELL THAT IS ALSO EASY TO FULFILL
3.5.3.3. “Create flow. Monetize flow. Then add friction.”
3.5.3.4. This means I generate demand first. Then, with my offer, I get them to say yes. Once 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.
3.5.4. 4:CREATE YOUR SOLUTIONS DELIVERY VEHICLES (THE HOW)
3.5.4.1. LA LLUVIA DE IDEAS: PENSAMIENTO DIVERGENTE
3.5.4.2. THINK ABOUT ANYTHING YOU COULD POSSIBLY DO. SO MUCH SO THAT THEY WOULD BE STUPID TO SAY NO!!
3.5.4.3. "ALL THAT? SERIOUSLY?"
3.5.4.4. LA LLUVIA DE IDEAS ES PARA ENCONTRAR FORMAS DE RESOLVER LOS PROBLEMAS!!
3.5.4.5. YOU ULTIMATELY GET PAID FOR THINKING
3.5.4.6. THE DELIVEY CUBE
3.5.4.6.1. ONE-ON-ONE SOLUTION
3.5.4.6.2. A SMALL GROUP SOLUTION
3.5.4.6.3. ONE-TO-MANY SOLUTION
3.5.4.6.4. ETC...
3.5.4.7. Remember, it’s important that you solve every problem. I can’t tell you the amount of times one single item becomes the reason someone doesn't buy.
3.5.5. 5: TRIM AND STACK
3.5.5.1. LOOK AT THE COST OF PROVIDING THESE SOLUTIONS TO ME (THE BUSINESS)
3.5.5.2. REMOVE THE ONES THAT ARE HIGH COST AND LOW VALUE FIRST
3.5.5.3. THEN REMOVE LOW COST, LOW VALUE ITEMS
3.5.5.4. IF YOU ARE NOT SURE WHAT IS HIGH VALUE - USE THE VALUE FORMULA
3.5.5.5. REMAIN ITMES: LOW COST - HIGH VALUE, AND HIGH COST - HIGH VALUE
3.5.5.6. IS THERE A LESSER VERSION OF THIS EXPERIENCE THAT I CAN DELIVER AT SCALE?
3.5.5.7. ONE-TO-MANY
3.5.5.7.1. These types of solutions require a high, one-time cost of creation, but infinitely low additional effort after. (Fyi - This is exactly why software becomes so valuable).
3.5.5.8. A HIGH ONE-TIME COST OF CREATION, BUT INFINITELY LOW ADDITIONAL EFFORT AFTER
3.5.6. 5B: PUT ALL THE BUNDLES TOGETHER INTO THE ULTIMATE HIGH VALUE DELIVERABLE - THE STACK
3.5.6.1. SEE THE EXAMPLES OF THE STACK
3.5.6.2. TOTAL VALUE -- - - -ALL FOR ONLY - - - - -
3.5.6.3. THE POWER OF THE BUNDLE
3.5.6.3.1. SOLVES ALL THE PERCEIVED PROBLEMS (NOT JUST SOME)
3.5.6.3.2. GIVES YOU THE CONVICTION THAT WHAT YOU ARE SELLING IS ONE OF A KIND (VERY IMPORTANT)
3.5.6.3.3. MAKE IT IMPOSSIBLE TO COMPARE OR CONFUSE YOUR BUSINESS OR OFFERING WITH THE ONE DOWN THE STREET
4. INTRO: GRAND SLAM OFFERS
4.1. The good news is that in business, you only need to hit one Grand Slam Offer to retire forever.
5. 1: HOW WE G0T HERE
5.1. 1: HOW WE GOT HERE
5.1.1. THE STORY!!
5.1.2. THE SKILL OF MAKING OFFERS
5.2. 2: GRAND SLAM OFFERS
5.2.1. DO YOU WANT TO LEARN THE SECRET TO SALES?
5.2.2. “Make people an offer so good they would feel stupid saying no.”
5.2.3. OFFER: the offer is the goods and services you agree to give or provide, how you accept payment, and the terms of the agreement.
5.2.4. THE OFFER IS THE LIFEBLOOD OF YOUR BUSINESS
5.2.5. No offer? No business. No life. Bad offer? Negative profit. No business. Miserable life. Decent offer? No profit. Stagnating business. Stagnating life. Good offer? Some profit. Okay business. Okay life. Grand Slam Offer? Fantastic profit. Insane business. Freedom.
5.2.6. I’ve made my money doing this stuff, not teaching how to do this stuff, contrary to most of the marketing community at large. So my model is different
5.2.7. THE MODEL
5.2.8. TIMELESS BUSINESS PRINCIPLES
5.2.9. NEVER MEMORIZE ANYTHING YOU CAN LOOK UP - A. EINSTEIN
6. 2: PRICING
6.1. 3: PRICING: THE COMMODITY PROBLEM
6.1.1. WHAT DOES IT TAKE TO GROW?
6.1.1.1. 1: GET MORE CUSTOMERS
6.1.1.2. 2: INCREASE THEIR AVERAGE PURCHASE VALUE
6.1.1.3. 3: GET THEM TO BUY MORE TIMES
6.1.2. BUSINESS CONCEPTS
6.1.2.1. GROSS PROFIT
6.1.2.2. NET PROFIT
6.1.2.3. LIFETIME VALUE
6.1.2.4. VALUE DRIVEN VS PRICE DRIVEN PURCHASES
6.1.3. COMMODITIZED: PRICE DRIVEN PURCHASES
6.1.3.1. IF YOU HAVE A COMMODITY OFFER, YOU WILL COMPETE ON PRICE
6.1.3.2. Commoditized businesses and offers have a harder time getting responses from ads because all their marketing looks the same as everyone else's.
6.1.4. DIFFERENTIATED: VALUE DRIVEN PURCHASES
6.1.4.1. INCOMPARABLE!!
6.1.5. A GRAND SLAM OFFER:
6.1.5.1. It’s an offer you present to the marketplace that cannot be compared to any other product or service available, combining an attractive promotion, an unmatchable value proposition, a premium price, and an unbeatable guarantee with a money model (payment terms) that allows you to get paid to get new customers . . . forever removing the cash constraint on business growth.
6.1.5.2. A CATEGORY OF ONE
6.1.5.3. The resulting purchasing decision for the prospect is now between your product and nothing.
6.1.6. YOUR OWN CATEGORY!!
6.1.6.1. IT IS DIFFICULT TO COMPARE PRICES
6.1.6.2. We want to make an offer that’s so different that you can skip the awkward explanation of why your product is different from everyone elses (which, if they have to ask, then they are probably too ignorant to understand the explanation) and instead just have the offer do that work for you. That’s the Grand Slam Offer way.
6.1.7. If you play the same game everyone else does, you’ll get the same results everyone else does (mediocre).
6.2. 4: PRICING: FINDING THE RIGHT MARKET - ***A STARVING CROWD*** - DO NOT PICK A BAD MARKET
6.2.1. "A STARVING CROWD": UNA MULTITUD HAMBRIENTA: UNA MUY ALTA DEMANDA
6.2.1.1. WE ARE NOT TRYING TO CREATE DEMAND. WE ARE TRYING TO CHANNEL IT
6.2.1.2. YA LA DEMANDA ESTÁ
6.2.1.3. "SAME ENTREPRENEUR BUT DIFFERENT MARKET"
6.2.2. YOUR MARKET MATTERS
6.2.3. 4 INDICATORS WHEN PICKING MARKETS
6.2.3.1. 1: MASSIVE PAIN
6.2.3.1.1. "THE PAIN IS THE PITCH"
6.2.3.1.2. "THERE IS SUFFERING"
6.2.3.2. 2: PURCHASING POWER
6.2.3.2.1. Make sure your targets have the money, or access to the amount of money, needed to buy your services at the prices you require to make it worth your time.
6.2.3.3. 3: EASY TO TARGET
6.2.3.3.1. QUE ESTÉN CONGREGADOS EN ALGÚN LUGAR
6.2.3.4. 4: GROWING
6.2.4. 3 CORE MARKETS
6.2.5. YOU WILL LIKELY BE IN A NORMAL MARKET
6.2.6. ORDER OF IMPORTANCE - JUST MAKE A GRAND SLAM OFFER - A ***NORMAL MARKET ***
6.2.6.1. 3 TYPES
6.2.6.1.1. Example #1: Even if you have a bad offer and are bad at persuasion, you’re going to make money if you’re in a great market. If you’re on the corner hocking hot dogs when the bars close up at 2am, with mobs of starving drunk folks, you’re gonna sell out your hotdogs.
6.2.6.1.2. Example #2 (most of us): If you are in a normal market and have a Grand Slam Offer (great), you can make tons of money even if you’re bad at persuasion. This is most people reading this book. That’s why I wrote it — to help you maximize your success by learning to really build a Grand Slam Offer.
6.2.6.1.3. Example #3: Let’s say you’re in a normal market and have a normal offer. In order to be massively successful, you would have to be exceptionally good at persuasion. Then and only then will you succeed, with your persuasive skills serving as the fulcrum of your success. Heck, many empires have been built by exceptional persuaders. It’s just the hardest path to follow and requires the most effort and learning. Nailing your offer helps you shortcut this path to success. Otherwise, you will just have a normal business that takes exceptional skill to be successful (nothing wrong with that, but probably not what you signed up for).
6.2.6.2. MOST OF US: A NORMAL MARKET - A GRAND SLAM OFFER: YOU CAN MAKE A TON OF MONEY EVEN IF YOU ARE BAD AT PERSUASION
6.2.7. ***COMMIT TO THE NICHE***: JUST PICK ONE MARKET - ***NICHE SLAP ***
6.2.7.1. ***YOU MUST PICK ONE***: NO ONE CAN SERVE 2 MASTERS
6.2.7.2. NICHE SLAPPED
6.2.7.2.1. If you keep hopping from niche to niche, hoping that the market will solve your problems, you deserve to be niche slapped.
6.2.7.3. COMMIT TO IT UNTIL YOU MAKE USD 1M
6.2.8. DAN KENNEDY'S ***NICHING DOWN***: THE RICHES ARE IN THE NICHES - A SPECIF ***AVATAR ***
6.2.8.1. YOU WANT TO BE "THE GUY" WHO SERVICES "THIS TYPE OF PERSON" OR SOLVES "THIS TYPE OF PROBLEM"
6.2.8.2. I SOLVE THIS TYPE OF PROBLEM FOR THIS SPECIFIC TYPE OF PERSON IN THIS UNIQUE COUNTER-INTUITIVE WAY THAT REVERSES THEIR DEEPEST FEARS
6.2.8.3. IF YOU ARE UNDER USD 10M PER YEAR, NICHING DOWN WILL MAKE YOU MORE MONEY
6.2.9. "THIS IS MADE EXACTLY FOR ME"
6.2.10. Stop personalizing! It’s not about you! If your offer doesn’t work, it doesn’t mean you suck. It means your offer sucks. Big difference. You only suck if you stop trying. So, try again. You’ll never become world class if you stop after a failed attempt.
6.3. 5: PREMIUM PRICE: CHARGE WHAT IT IS WORTH
6.3.1. PREMIUM PRICES
6.3.1.1. CHARGE A PREMIUM
6.3.1.2. NOT ONLY A VERY SMART DECISION, BUT A MORAL ONE
6.3.2. VALUE VS PRICE
6.3.2.1. They believe what they are getting (VALUE) is worth more than what they are giving in exchange for it (PRICE).
6.3.2.2. Warren Buffet said, “Price is what you pay. Value is what you get.”
6.3.3. MARKET´S PERFECT EFFICIENCY
6.3.3.1. MORE COMPETITORS ENTER OFFERING "A LITTLE MORE FOR A LITTLE LESS" UNTIL EVENTUALLY NO ONE CAN PROVIDE ANY MORE FOR ANY LESS
6.3.4. WE ARE NOT TRYING TO GET THE MOST CUSTOMERS. WE ARE TRYING TO MAKE THE MOST MONEY
6.3.5. THE VIRTUOUS CYCLE OF PRICE
6.3.6. Higher Price Means Higher Value (Literally)!!!
6.3.6.1. When you raise your price, you increase the value the consumer receives without changing anything else about your product. Wait, what? Yes.
6.3.6.2. What’s more, the higher the price, the more allure your product or service has.
6.3.6.3. PEOPLE WANT TO BUY EXPENSIVE THINGS
6.3.6.4. And the goal isn’t just to be slightly above the market price — the goal is to be so much higher that a consumer thinks to themselves, “This is so much more expensive, there must be something entirely different going on here.”
6.3.7. A MONOPOLY
6.3.7.1. IN THIS NEW PERCEIVED MARKETPLACE, YOU ARE A MONOPOLY AND CAN MAKE MONOPOLY PROFITS!!!
6.3.8. home: if you offer a service where a customer must do something in order to achieve the result, or solve the problem you say you solve, they must be invested. The more invested they are, the more likely they are to achieve the positive result.
6.3.9. THOSE WHO PAY THE MOST, PAY THE MOST ATTENTION
6.3.9.1. And if your customers are more adherent and follow through, and if they achieve better results with your service than your competition, then you are in a very real way providing more value than anyone else. This is how you win.
6.3.10. DONE-WITH-YOU RATHER THAN DONE-FOR-YOU
6.3.11. YOU NEED TO HAVE ***COMPLETE CONVICTION* ** IN YOUR PRODUCT